Question

求英语达人帮忙翻译~~急，谢谢各位了~

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

根据亚当格兰特，一个管理人员在沃顿商学院副教授，研究制定这方面不只是提高士气。它也有一个底线产生巨大影响。格兰特还发现，当人们能见到一个活生生的人谁从他们的工作，他们的工作表现一飞冲天的好处。在一项研究中，格兰特发现，大学筹款谁听了奖学金得主告诉如何协助他获益200％的潜在捐助者，他们每周向呼叫次数增加。他们带来的资金，平均金额也从每周$ 400 500％，超过每周$ 2,000元。 这是一个以任何标准的性能显着增加。这尤其是当你考虑什么也没有发生，创造了生产率激增。在来电者未能获得加薪。他们没有经过特别训练，以提高他们的人际技能或说服技巧。他们的管理者没有收到关于如何更多魅力或转型的额外培训。它不需要内部的品牌努力传达一个更新，更鼓舞人心的愿景。唯一的费用，由该组织的时间或金钱，这是生产力的急剧增加了时间的10分钟，集资者花听着他们的工作所产生的受益者。 格兰特在销售人员发现，消防队员，警察，救生员，和MBA学生的表现增加了同种。他认为，这应该是毫不奇怪，使工作更有意义应该激励着更高的性能。是什么让他感到惊讶的是如何慢慢大多数经理都应对这一动机的机会。 “在过去三十年的全国性调查，有意义的工作已经淹没了所有其他的工作作为第1个功能，美国人价值在工作，但如此多的管理人员花很少的时间讨论如何让工作更有意义的思想属性，”他说。这是否很奇怪，为什么它会影响底线业绩？ 在另一方面，研究显示，员工谁不能连接到他们的利益才这样做的人提供更容易松懈。这个故事的寓意是这个意思的问题。 问题都帮你翻译了你家我qq吧1284658959

Answer 2

根据亚当格兰特，一个管理人员在沃顿商学院副教授，研究制定这方面不只是提高士气。它也有一个底线产生巨大影响。格兰特还发现，当人们能见到一个活生生的人谁从他们的工作，他们的工作表现一飞冲天的好处。在一项研究中，格兰特发现，大学筹款谁听了奖学金得主告诉如何协助他获益200％的潜在捐助者，他们每周向呼叫次数增加。他们带来的资金，平均金额也从每周$ 400 500％，超过每周$ 2,000元。这是一个以任何标准的性能显着增加。这尤其是当你考虑什么也没有发生，创造了生产率激增。在来电者未能获得加薪。他们没有经过特别训练，以提高他们的人际技能或说服技巧。他们的管理者没有收到关于如何更多魅力或转型的额外培训。它不需要内部的品牌努力传达一个更新，更鼓舞人心的愿景。唯一的费用，由该组织的时间或金钱，这是生产力的急剧增加了时间的10分钟，集资者花听着他们的工作所产生的受益者。格兰特在销售人员发现，消防队员，警察，救生员，和MBA学生的表现增加了同种。他认为，这应该是毫不奇怪，使工作更有意义应该激励着更高的性能。是什么让他感到惊讶的是如何慢慢大多数经理都应对这一动机的机会。 “在过去三十年的全国性调查，有意义的工作已经淹没了所有其他的工作作为第1个功能，美国人价值在工作，但如此多的管理人员花很少的时间讨论如何让工作更有意义的思想属性，”他说。这是否很奇怪，为什么它会影响底线业绩？在另一方面，研究显示，员工谁不能连接到他们的利益才这样做的人提供更容易松懈。这个故事的寓意是这个意思的问题。