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英語(yǔ)四級(jí)閱讀200篇：如何留住最優(yōu)秀人才
How to Keep Your Most Talented People
In 1943, social scientist Abraham Maslow outlined a pyramid that showed what he called the human being's "hierarchy of needs."
People start with a desire for basic physiological needs: food, clothing，shelter-that's the bottom of the pyramid. Once they've achieved those，they seek safety, and then social interaction and love, and then self-esteem. Finally, at the top of the pyramid, is what Maslow called "selfactualization" -the need to fulfill one's self, and become all that one is capable of becoming.
In the early days of the study of management, Frederick Taylor wrote that what workers most want is high wages-which would help them fulfill their basic physiological needs. But it's fair to say today, most workers-and particularly your best workers-have made their way to the top of Maslow's pyramid.
"Making a living is no longer enough," wrote management guru Peter Drucker. "Work also has to make a life." If you want to keep good people, their work needs to provide them with meaning-a sense they are doing something important，that they are fulfilling their destiny. At the end of the day, these psychological needs are likely to be as important, and perhaps more important, than the salary you pay.
To keep your best people, then, you need to make sure they are Personally committed to the goals of the organization, and that they feel those goals are worth achieving. And you need to make certain they feel they are playing a suitably significant role in reaching those goals.
That's a complex management challenge, not easily summed up in a few simple rules or guidelines. One good description of the complex social and psychological elements that go into creating a satisfying workplace is in Tracy Kidder's Pulitzer Prize-winning book, The Soul of a New Machine. Mr. Kidder skillfully records the human drama, and, ultimately, the magic that motivated a team of engineers at Data General Corp. in the 1970s to develop a new generation of computer.
The Data General team worked with little formal encouragement from the company's top management. But they came to believe in what they were doing. At the end of his book, Mr. Kidder compares the people on the team to the stonemasons who bui1t the great cathedrals.
"They were building temples to God. It was the sort of work that gave meaning to life. That's what team leader Tom West and his team of engineers were looking for, I think. They themselves liked to say they didn't work on their machine for money.In the aftermath, some of them felt that they were receiving neither the loot nor the recognition they had earned, and some said they were a little bitter on that score. But when they talked about the project itself, their enthusiasm returned. It lit up their faces. Many seemed to want to say that they had participated in something quite out of the ordinary."
That is the magic of managing talented people.
第19篇 如何留住你的最優(yōu)秀人才
1943年，社會(huì)學(xué)家亞伯拉罕·馬斯洛提出了金字塔式的人類需求層次理論。
人們從基本的生理需求吃、穿、住開始，這些位于金字塔的最底端。一旦他們實(shí)現(xiàn)了這些，他們就會(huì)尋求安全，然后是社交和愛(ài)，接下來(lái)是自我尊重。最后，在金字塔的頂端，是馬斯洛所說(shuō)的自我實(shí)現(xiàn)，即實(shí)現(xiàn)自我，發(fā)揮自己所有潛能的需求。
在管理研究的初期，弗里德里克·泰勒曾寫道，工人們最想得到的是高工資，這有助于他們滿足基本的生理需求。但公平地說(shuō)，如今的大多數(shù)工人，尤其是最優(yōu)秀的工人已經(jīng)走向了馬斯洛金字塔的頂端。
管理學(xué)大師彼得·德魯克說(shuō)，生存已經(jīng)不夠了，工作也是為了生活。如果你想留住人才，他們的工作需要讓他們感到有意義，一種他們?cè)趶氖轮匾墓ぷ鳌?shí)現(xiàn)自己使命的感覺(jué)。總有一天，這些心理需求可能會(huì)同你支付的工資同樣重要，甚至更加重要。
為了留住人才，你需要確保他們個(gè)人致力于組織目標(biāo)的實(shí)現(xiàn)，并讓他們覺(jué)得這些目標(biāo)值得他們?nèi)?shí)現(xiàn)。你需要確定，他們感覺(jué)在實(shí)現(xiàn)組織目標(biāo)的過(guò)程中扮演著恰如其分的重要角色。
這是管理上的一項(xiàng)復(fù)雜挑戰(zhàn)，難以概括成幾條簡(jiǎn)單的標(biāo)準(zhǔn)或規(guī)則。特雷西·基德的《新機(jī)器的靈魂))-書描寫了創(chuàng)建一個(gè)令人滿意的工作場(chǎng)所所涉及的復(fù)雜的社會(huì)和心理因素。此書獲得了普利策獎(jiǎng)�；孪壬芎玫赜涗浟巳祟惖倪@些因素，這也是上世紀(jì)70年代最終激勵(lì)了 Data General Corp一個(gè)工程師團(tuán)隊(duì)開發(fā)出新一代電腦的魔力。
Data General Corp.的工程師團(tuán)隊(duì)從公司的最高層沒(méi)有獲得過(guò)什么正式的鼓勵(lì)。不過(guò)他們卻堅(jiān)信自己所做的事情。基德在書的最后，將小組中的工程師比作修建了大教堂的石匠。
他們是在建造向上帝致意的教堂。這是一種賦予生活意義的工作。我想，這正是組長(zhǎng)湯姆·維斯特和他的工程師團(tuán)隊(duì)在尋找的。他們喜歡說(shuō)自己并不是為了錢才開發(fā)電腦的。成功之后，一些人覺(jué)得自己既沒(méi)有得到錢也沒(méi)有得到應(yīng)得的認(rèn)可。有些人說(shuō)，他們對(duì)此感到有些痛心。不過(guò)當(dāng)談到項(xiàng)目本身時(shí)，他們的熱情就又回來(lái)了。熱情點(diǎn)亮了他們的臉龐。很多人看起來(lái)想說(shuō)，他們?cè)?jīng)參與了一項(xiàng)非凡的事業(yè)。
這就是管理人才的秘訣。
句型講解：
1. In the early days of the study of management, Frederick Taylor wrote that what workers most want is high wages-which would help them fulfill their basic physiological needs.
本句是一個(gè)復(fù)合句，主句是Frederick Taylor wrote that what workers most want is high wages，其中包含了一個(gè)that引導(dǎo)的賓語(yǔ)從句。 in the...management介詞短語(yǔ)作時(shí)間狀語(yǔ)。which引導(dǎo)非限制性定語(yǔ)從句，修飾wages。
語(yǔ)法重點(diǎn)：賓語(yǔ)從句，定語(yǔ)從句，介詞短語(yǔ)作狀語(yǔ)
2. "If you want to keep good people, their work needs to provide them with meaning-a sense they are doing something important, that they are fulfilling their destiny."
本句是一個(gè)復(fù)合句，主句是their work needs to provide them with meaning，破折號(hào)后面的內(nèi)容是對(duì)前面內(nèi)容的補(bǔ)充說(shuō)明。they.. .important為省略了引導(dǎo)詞的同位語(yǔ)從句，解釋說(shuō)明sense，后面that同樣引導(dǎo)同位語(yǔ)從句，解釋說(shuō)明sense。前面if引導(dǎo)條件狀語(yǔ)從句。
語(yǔ)法重點(diǎn)：同位語(yǔ)從句，條件狀語(yǔ)從句
3. To keep your best people, then, you need to make sure they are personally committed to the goals of the organization, and that they feel those goals are worth achieving.
本句是一個(gè)復(fù)合句。to keep your best people不定式短語(yǔ)作目的狀語(yǔ)。they are...the organization是省略了引導(dǎo)詞的賓語(yǔ)從句，作make sure的賓語(yǔ)，后面that同樣引導(dǎo)賓語(yǔ)從句，作make sure的賓語(yǔ)。
語(yǔ)法重點(diǎn)：不定時(shí)短語(yǔ)作狀語(yǔ)，賓語(yǔ)從句
4. In the aftermath, some of them felt that they were receiving neither the loot nor the recognition they had earned, and some said they were a little bitter on that score.
本句是一個(gè)復(fù)合句。 that引導(dǎo)賓語(yǔ)從句，作felt的賓語(yǔ)，其中neither...nor...連接兩個(gè)并列的結(jié)構(gòu)，意為“既不...也不...”。They were a little bitter on that score為省略了引導(dǎo)詞的賓語(yǔ)從句，作said的賓語(yǔ)。
語(yǔ)法重點(diǎn)：賓語(yǔ)從句，并列結(jié)構(gòu)
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