请翻译成英文

管理者往往感觉到（至少是出于直觉），很多员工还能做更多，想更多、创造更多、更合作，并为工作提供更多的附加价值。问题是，如何影响员工，是他们的贡献比书面规定或工作说明书要求的还要多？首先要消除的是‘反激励因子’，即导致员工对工作产生疏离感，以至不愿为工作奉献心力的条件或经验。‘反激励因子’是员工裹足不前，但仅仅消除‘反激励因子’还不等于激励。杰出企业早已消除‘反激励因子’，并开始在‘激励因子’上下功夫。
‘激励因子’是员工心理上感受到的机会，换言之，只要行为有助于企业成功，就有机会体验正向感受。真正的‘激励因子’是满足个人心理需求的机会，包括参与，被接受与被接纳的需要、成就的需要、自我价值的需要、个人成长与发展的需要等。让这些需要在企业中获得满足，从此‘激励问题’便不再是问题了。
Managers tend to feel (at least out of instinct), many employees can do more, think more, create more and more cooperation and provide more added value. The question is, how it affects employees, their contribution is more than a written statement or work requirements than the requirements? First of all, to eliminate the 'anti-incentive factor', that is, the staff led to feel alienated and unwilling to sacrifice for the work conditions or the experience of effort. 'Anti-incentive factor' is the staff move forward, but only the elimination of 'counter-incentive factor' is not equivalent to motivation. Outstanding business has long been the elimination of 'counter-incentive factor', and started in the 'incentive factor' efforts.
'Incentive factor' is the opportunity for employees to feel psychologically, in other words, as long as the acts contribute to business success, there is the opportunity to experience the positive feelings. Real 'motivation factor' is to meet the psychological needs of individuals, including participation, acceptance and the need to be accepted, the need for achievement, the need for self-worth, personal growth and development needs. So that these needs be met in the enterprise, from the 'incentive problem' it is no longer a problem.

Managers often feel that (it at least stems from intuition) a lot of staff could still do more, think more, create more,and more cooperative, and provide more added value to their work. The issue is how to influence the staff, does one expect staff's contributions to be greater than the requirement as stipulated in writing or in work manual? The first thing is to eliminate 'anti-encouragement factor', which leads staff to bring about the feeling of neglect and separation, to such an extent as to be unwilling to contribute the requirement and experience of their mental and physical efforts. 'Anti-encouragement factor' causes staff to hesitate moving forward, however, merely removing 'anti-encouragement factor' is still not equivalent to encouragement. Outstanding enterprises had removed 'anti-encouragement factor' for a long time, and have started to concentrate their efforts on 'encouragement factor'
'Encouragement factor ' is an opportunity perceived psychologically by staff. in other words, as long as actions are conducive to the success of enterprises,
there would be opportunity to learn, through practice, the positive perception.
Genuine 'encouragement factor' is the opportunity to meet an individual's psychological need, which includes participation, the need of being accepted and admitted , having achievement and self-value, individual growth and development etc., And from now on, 'encouragement issue' will be no longer an issue, if we let those needs be satisfied in the enterprises.

Managers often feel that (at least from intuition) many staff could still do more, think more, create more,and be more cooperative, and they can create more added value to their work. The problem is how to influence the employees so their contributions will be greater than the requirement as stipulated in writing or in work manual. The first thing is to eliminate the 'anti-encouragement factor', which brings the staff sense of alienation, causing them to be unwilling to contribute to the work. 'Anti-encouragement factor' causes staff to hesitate moving forward, however, merely removing 'anti-encouragement factor' doesn't mean encouragement. Outstanding enterprises had removed 'anti-encouragement factor' for a long time, and have started to concentrate their efforts on 'encouragement factor'.

'Encouragement factor ' means opportunity which can be perceived psychologically by staff. In other words, as long as their behaviors are conducive to the success of enterprises,employees will have positive feeling. Genuine 'encouragement factor' is the opportunity to meet an individual's psychological need, which includes participation, the need of being accepted and admitted , achievement and self-value, individual growth and development etc. And from now on, 'encouragement issue' will be no longer an issue, if we let those needs be satisfied in the enterprises.