Question

请各位帮忙把这篇文章翻译成中文，谢谢了，急用!!!!

According to research by Adam Grant, an associate professor of management at the Wharton School, making this connection doesn't just improve morale. It also has a huge impact on the bottom line. Grant has discovered that when people get to meet a living, breathing person who benefits from their work, their job performance skyrockets. In one study, Grant found that university fund-raisers who listened to a scholarship recipient tell how the assistance had benefited him increased by 200% the number of weekly calls they made to potential donors. The average amount of funds they brought in jumped 500%, from $400 per week to more than $2,000 per week.

That's an impressive increase in performance by any standard. It's especially so when you consider what did not happen to create the surge in productivity. The callers were not offered a raise. They did not go through extra training to sharpen their interpersonal skills or persuasion techniques. Their managers did not receive extra training on how to be more charismatic or transformational. It required no internal branding effort to communicate a newer, more inspiring vision. The only expense incurred by the organization—time or money—for this dramatic increase in productivity was the 10 minutes of time that fund-raisers spent listening to the beneficiary of their work.

Grant has found the same kinds of performance increases in sales reps, firefighters, police officers, lifeguards, and MBA students. In his opinion, it should come as no surprise that making work more meaningful should motivate significantly higher performance. What does surprise him is how slowly most managers are responding to this motivational opportunity. "In national surveys over the past three decades, meaningful work has swamped all other job attributes as the No. 1 feature that Americans value in a job, yet so many managers spend very little time thinking about how to make work more meaningful," he says. Is it any wonder why it affects bottom-line performance?

On the flip side, research shows that employees who fail to link what they do to the benefit it provides others are much more likely to slack off. The moral of the story is that meaning matters.

Answer 1

由亚当授予，沃顿学院管理系副教授的研究使此连接不会只是提高士气。底部行上也有很大的影响。授予已发现当人们去满足一个生活、 呼吸人从他们的工作中获益，他们的工作表现 skyrockets。授予的一项研究发现大学募捐奖学金收件人听说协助使他有了受益每周调用他们向潜在的捐助者的数量增加了 200%。平均的资金量，他们从每周每周超过 2000 元至 400 元带来的跳的 500%。这是一个令人印象深刻的增加，以任何标准来衡量性能。尤其是当您考虑什么都没有发生在生产力中创建急剧增加。调用方没有获得加薪。他们没去通过额外的培训，以提高其人际交往能力或说服技术。其管理人员没有得到额外的培训如何成为更有感召力或转型。它需要一个较新的、 更令人振奋的视觉沟通没有内部品牌努力。该组织所招致的唯一费用 — — 时间或金钱 — — 这急剧增加生产力为筹款机构用听他们的工作的受益人的时间在 10 分钟。授予销售代表、 消防队员、 警察、 救生员，MBA 学生发现同一种类的性能提高。他的意见在它应来并不奇怪使工作更有意义应激励显著更高的性能。什么不会让他大吃一惊的是如何慢慢大多数的管理人员响应此激励的机会。"有意义的工作已淹没作为一份工作的美国人价值的 1 号特征的所有其他作业属性，但很多管理人员花很少的时间思考如何使过去三年的国家调查工作更有意义"他说。难怪为什么它会影响底线的性能吗？翻转一边研究显示不能链接不为它提供了其他人的利益的雇员更有可能可宽延时间。这个故事的寓意是意义的事项

Answer 2

根据