員工的激勵(lì)制度外文翻譯

1、<p><b>　　中文4248字</b></p><p>　　本科畢業(yè)設(shè)計(jì)（論文）</p><p>　　外文參考文獻(xiàn)譯文及原文</p><p>　　學(xué) 院 經(jīng)濟(jì)管理學(xué)院 </p><p>　　專 業(yè) 工商管理 </p><p>　　年

2、級(jí)班別 </p><p>　　學(xué) 號(hào) </p><p>　　學(xué)生姓名 </p><p>　　指導(dǎo)教師 </p><p>　　年 月 日</p><p>

3、;<b>　　目 錄</b></p><p>　　1 激勵(lì)在現(xiàn)代領(lǐng)導(dǎo)中的地位和作用………………………………………………1</p><p>　　1.1激勵(lì)已成為現(xiàn)代領(lǐng)導(dǎo)的主題………………………………………..……1</p><p>　　1.2激勵(lì)是現(xiàn)代領(lǐng)導(dǎo)者的重要職能……………………………………………1</p><p&g

4、t;　　2 領(lǐng)導(dǎo)激勵(lì)的方法與藝術(shù)……………………………..…………………………2</p><p>　　2.1形象激勵(lì)………………………………….………………………………2</p><p>　　2.2情感激勵(lì)…………………………………………………………………2</p><p>　　2.3需要激勵(lì)…………………………………………………………….……3</p>

5、;<p>　　2.4心智激勵(lì)…………………………………………………………….……3</p><p>　　2.5信心激勵(lì)…………………………………………………………………4</p><p>　　2.6賞識(shí)激勵(lì)…………………………………………………………………4</p><p>　　3 領(lǐng)導(dǎo)激勵(lì)應(yīng)注意的幾個(gè)原則………………………………….…………………5

6、</p><p>　　3.1物質(zhì)激勵(lì)與精神激勵(lì)相結(jié)合原則…………………………………………5</p><p>　　3.2充分考慮下屬的個(gè)體差異，實(shí)行差別激勵(lì)的原則………………..……5</p><p>　　3.3正激勵(lì)與負(fù)激勵(lì)相結(jié)合的原則……………………………………..……5</p><p>　　3.4激勵(lì)個(gè)體與群體相結(jié)合的原則……………………

7、………………..……5</p><p>　　外文文獻(xiàn)原文…………………………………………………………………………………7</p><p>　　1 激勵(lì)在現(xiàn)代領(lǐng)導(dǎo)中的地位和作用</p><p>　　1.1激勵(lì)已成為現(xiàn)代領(lǐng)導(dǎo)的主題</p><p>　　查考《辭?！?，“激勵(lì)”意思是“激發(fā)使振作”，即“振奮，奮發(fā)”。通過激勵(lì)，在某種內(nèi)部或者外部刺激

8、的影響下，使人始終維持在一個(gè)興奮狀態(tài)中。從廣義而言，激勵(lì)就是調(diào)動(dòng)人的積極性；從狹義而言，激勵(lì)就是一種刺激，是促進(jìn)行為的手段。</p><p>　　領(lǐng)導(dǎo)激勵(lì)，就是領(lǐng)導(dǎo)者遵循人的行為規(guī)律，運(yùn)用物質(zhì)和精神相結(jié)合的手段，采取有效的方法，最大限度地激發(fā)下屬工作的積極性、主動(dòng)性和創(chuàng)造性，以保證組織目標(biāo)的實(shí)現(xiàn)。激勵(lì)是對(duì)人們內(nèi)心活動(dòng)狀態(tài)的一種激發(fā)，具有推動(dòng)并引導(dǎo)行為使之朝向預(yù)定目標(biāo)的作用。當(dāng)今我們正處于一個(gè)劇烈變動(dòng)的時(shí)代，領(lǐng)導(dǎo)者

9、們從來沒有像今天這樣面臨空前的壓力和挑戰(zhàn)。一個(gè)出色的領(lǐng)導(dǎo)者，必須具備推動(dòng)事業(yè)發(fā)展，帶領(lǐng)下屬前進(jìn)的各種能力，如決策能力、動(dòng)員能力、激勵(lì)能力、組織協(xié)調(diào)能力、開拓創(chuàng)新能力等等。領(lǐng)導(dǎo)者應(yīng)學(xué)會(huì)用藝術(shù)的方法來激發(fā)下屬的工作潛能，提高其工作積極性、主動(dòng)性和創(chuàng)造性，讓平凡的人干不平凡的事。</p><p>　　1.2激勵(lì)是現(xiàn)代領(lǐng)導(dǎo)者的重要職能</p><p>　　行為科學(xué)告訴我們，一個(gè)人的工作業(yè)績(jī)不僅取決

10、于他的工作能力，而且要看他的工作動(dòng)機(jī)被激發(fā)的程度。從領(lǐng)導(dǎo)學(xué)角度看，人的行為都是受到一定的激勵(lì)而產(chǎn)生的。每個(gè)人所擁有的能力和他在工作中發(fā)揮出的能力是不等價(jià)的，人所擁有的能力稱為潛在能力，人在工作中展現(xiàn)的能力稱為發(fā)揮能力。人在不同的工作狀態(tài)下，發(fā)揮出的才能是相當(dāng)懸殊的。一個(gè)人能力的發(fā)揮，在很大程度上取決于激勵(lì)。在現(xiàn)實(shí)生活中，我們也常?？梢钥吹竭@樣一種情況，一些能力相當(dāng)?shù)娜顺３?huì)做出不同的業(yè)績(jī)，甚至能力差的人還有可能比能力強(qiáng)的人做得更好。這實(shí)

11、際上與領(lǐng)導(dǎo)者對(duì)下屬的激勵(lì)有很大的關(guān)系。領(lǐng)導(dǎo)者如果能恰到好處地運(yùn)用激勵(lì)藝術(shù)，往往就會(huì)收到意想不到的激勵(lì)效果。因此，領(lǐng)導(dǎo)的重要任務(wù)之一就是采取一切措施，用激勵(lì)方式最大限度地增強(qiáng)下屬的工作積極性，發(fā)揮下屬的能力。</p><p>　　2 領(lǐng)導(dǎo)激勵(lì)的方法與藝術(shù)</p><p>　　一個(gè)優(yōu)秀的領(lǐng)導(dǎo)者不一定要在各個(gè)方面都比下屬強(qiáng)，而在于具有調(diào)動(dòng)下屬積極性的能力。激勵(lì)不僅是重要的管理手段，而且是一門高

12、深的管理藝術(shù)。領(lǐng)導(dǎo)者對(duì)下屬的激發(fā)和鼓勵(lì)，會(huì)使他們發(fā)揮更大的積極性和創(chuàng)造性。激勵(lì)的方法雖然多種多樣，但大體上可劃分為如下幾個(gè)類型：</p><p><b>　　2.1形象激勵(lì)</b></p><p>　　形象激勵(lì)，主要是指領(lǐng)導(dǎo)的個(gè)人形象對(duì)被領(lǐng)導(dǎo)者的思想和行為能夠起到明顯的激勵(lì)作用，從而推動(dòng)各項(xiàng)工作的開展。領(lǐng)導(dǎo)者的一言一行往往會(huì)影響下屬的精神狀態(tài)。領(lǐng)導(dǎo)者形象是好是壞，下屬

13、心中自有一桿秤。如果領(lǐng)導(dǎo)者要求下屬遵守的，自己首先違法；要求下屬做到的，自己總是做不到，他的威信和影響力就會(huì)大大降低，他的話就會(huì)失去號(hào)召力，下屬將會(huì)表面上服從，而背后投以鄙夷的眼光。而領(lǐng)導(dǎo)者以身作則、公道正派、言行一致、愛崗敬業(yè)、平易近人，就會(huì)得到下屬廣泛的認(rèn)可和支持，就能有效地督促下屬恪盡職守，完成好工作任務(wù)。因而領(lǐng)導(dǎo)者應(yīng)把自己的學(xué)識(shí)水平、品德修養(yǎng)、工作能力、個(gè)性風(fēng)格貫穿于處世與待人接物的活動(dòng)之中。</p><p&

14、gt;<b>　　2.2情感激勵(lì)</b></p><p>　　情感，是人們情緒和感情的反映。情感激勵(lì)既不是以物質(zhì)利益為誘導(dǎo)，也不是以精神理想為刺激，而是指領(lǐng)導(dǎo)者與被領(lǐng)導(dǎo)者之間的以感情聯(lián)系為手段的激勵(lì)方式。領(lǐng)導(dǎo)者和被領(lǐng)導(dǎo)者的人際關(guān)系既有規(guī)章制度和社會(huì)規(guī)范的成分，更有情感成分。人的情感具有兩重性；積極的情感可以提高人的活力；消極的情感可以削弱人的活力。一般來說，下屬工作熱情的高低，同領(lǐng)導(dǎo)者與下屬

15、的交流多少成正比。古人云“士為知己者死，女為悅己者容”，“感人心者，莫過于情”。有時(shí)領(lǐng)導(dǎo)者一句親切的問候，一番安慰話語，都可成為激勵(lì)下屬行為的動(dòng)力。因此，現(xiàn)代領(lǐng)導(dǎo)者不僅要注意以理服人，更要強(qiáng)調(diào)以情感人。要舍得情感投資，重視與下屬的人際溝通，變單向的工作往來為全方位的立體式往來，在廣泛的信息交流中樹立新的領(lǐng)導(dǎo)行為模式，如家庭、生活、娛樂、工作等等。領(lǐng)導(dǎo)者可以在這種無拘無束、下屬?zèng)]有心理壓力的交往中得到大量有價(jià)值的思想信息，交流思想感情，從

16、而增進(jìn)了解和信任，并真誠地幫助每一位下屬，使團(tuán)體內(nèi)部產(chǎn)生一種和諧與歡樂的氣氛。</p><p><b>　　2.3需要激勵(lì)</b></p><p>　　需要激勵(lì)理論認(rèn)為：需要是產(chǎn)生行為的原動(dòng)力，是個(gè)體積極性的源泉。從需要著手探求激勵(lì)是符合心理規(guī)律的有效途徑。需要層次理論將人的基本需求由低級(jí)到高級(jí)分為五個(gè)層次。即生理的需求、安全的需求、社交的需求、尊重的需求、自我實(shí)現(xiàn)的

17、需求。其中生理的需求就是保障人們生存的物質(zhì)享用方面的需要，只有這種最基本需求被滿足到所維持生命所必須的程度后，其余的幾種需求才能成為新的激勵(lì)因素。安全的需求就是人身安全、勞動(dòng)安全、職業(yè)安全、財(cái)產(chǎn)安全等等。在上述生理需求相對(duì)滿足后，安全需求就會(huì)表現(xiàn)出來。社交的需求是人們?cè)敢饨⒂颜x關(guān)系，渴望得到支持和友愛，希望歸屬于某一群體，為群體和社會(huì)所接納。尊重的需求是指人都有自尊和被人尊重的需要，希望獲得聲望和權(quán)威，取得成績(jī)時(shí)，希望被人承認(rèn)。自我實(shí)

18、現(xiàn)的需求是人最基本需求的最高層次的需求，這種需求意味著人們希望完成與自身能力相稱的工作，使自身的潛在能力能夠發(fā)揮出來。</p><p>　　需要層次理論告訴我們，需要的滿足因一個(gè)人在組織中所做的工作、年齡以及員工的文化背景等因素的不同而有所差異。因此，領(lǐng)導(dǎo)者在激勵(lì)下屬時(shí)，應(yīng)針對(duì)不同的對(duì)象與其不同的需要進(jìn)行激勵(lì)。只有掌握了下屬的需求才能積極創(chuàng)造條件去滿足下屬的需要，有目的地引導(dǎo)需要，才能有針對(duì)性地做好領(lǐng)導(dǎo)工作，從而

19、達(dá)到激勵(lì)下屬積極性的目的。</p><p><b>　　2.4心智激勵(lì)</b></p><p>　　過去有人片面地認(rèn)為，激勵(lì)就是調(diào)動(dòng)下屬的積極性，讓下屬想干，愿干、有熱情，心情舒暢，這實(shí)際上只說對(duì)了一半。激勵(lì)下屬想干、愿干是對(duì)心的激勵(lì)；更重要的是要讓下屬能干、會(huì)干、創(chuàng)造性地干，這才是對(duì)下屬心智的激勵(lì)。激勵(lì)“心”是前提，激勵(lì)“智”才是目的。激勵(lì)從心開始，可以達(dá)到對(duì)智的激

20、勵(lì)。哈佛大學(xué)維廉·詹姆士通過對(duì)員工激勵(lì)的研究發(fā)現(xiàn)，采取激勵(lì)措施，能夠有效激發(fā)員工的工作能力。他的研究表明，在沒有激勵(lì)措施下，下屬一般僅能發(fā)揮工作能力的20—30%，而當(dāng)他受到激勵(lì)后，其工作能力可以提升到80—90%，所發(fā)揮的作用相當(dāng)于激勵(lì)前的3到4倍。日本豐田公司采取激勵(lì)措施鼓勵(lì)員工提建議，結(jié)果僅1983年一年，員工提了165萬條建議，平均每人31條，它為公司帶來900億日元利潤(rùn)，相當(dāng)于當(dāng)年總利潤(rùn)的18%。下屬的潛能不被激勵(lì)，

21、藏著就是無能。而下屬的潛能對(duì)領(lǐng)導(dǎo)者來說是沒有用的，領(lǐng)導(dǎo)者需要的是下屬的效能，而不需要下屬的潛能，因此領(lǐng)導(dǎo)者應(yīng)將下屬的潛能進(jìn)行激發(fā)使之變成效能。這種對(duì)心的激勵(lì)可以帶來智力、智慧和創(chuàng)造力的開發(fā)，激勵(lì)心與激勵(lì)智要結(jié)合起來。</p><p><b>　　2.5信心激勵(lì)</b></p><p>　　很多時(shí)候下屬可能對(duì)自己缺乏信心，不能清楚地認(rèn)識(shí)和評(píng)價(jià)自己，尤其是對(duì)自己的能力，往

22、往不清楚自己的優(yōu)勢(shì)和劣勢(shì)以及實(shí)現(xiàn)目標(biāo)的可能性有多大。因此，下屬需要外界尤其是自己信賴的、尊重的、敬佩的人的鼓勵(lì)，而來自上級(jí)的鼓勵(lì)則更加可貴，它意味著上級(jí)會(huì)給自己提供成功的機(jī)會(huì)和必要的幫助，這無疑會(huì)激發(fā)下屬的需要和激勵(lì)下屬努力進(jìn)取。因此領(lǐng)導(dǎo)者應(yīng)努力幫助下屬樹立“人人都能成才”信心，讓下屬看到希望，揚(yáng)起理想的風(fēng)帆。下屬有了信念、動(dòng)力和良好的心態(tài)，就能激發(fā)出巨大的創(chuàng)造力。正像一句廣告詞說的那樣：“只要有激情，一切就有可能?！?lt;/p>

23、;<p><b>　　2.6賞識(shí)激勵(lì)</b></p><p>　　賞識(shí)是比表揚(yáng)、贊美更進(jìn)一步的精神鼓勵(lì)，是任何物質(zhì)獎(jiǎng)勵(lì)都無法可比的。賞識(shí)激勵(lì)是激勵(lì)的最高層次，是領(lǐng)導(dǎo)激勵(lì)優(yōu)勢(shì)的集中體現(xiàn)。社會(huì)心理學(xué)原理表明，社會(huì)的群體成員都有一種歸屬心理，希望能得到領(lǐng)導(dǎo)的承認(rèn)和賞識(shí)，成為群體中不可缺少的一員。賞識(shí)激勵(lì)能較好地滿足這種精神需要。</p><p>　　威廉

24、83;詹姆士說：“人性的第一原則是渴望得到贊賞?！鳖I(lǐng)導(dǎo)者應(yīng)做到會(huì)賞識(shí)激勵(lì)下屬。當(dāng)下屬有進(jìn)步時(shí)，他最需要得到的是認(rèn)可；當(dāng)下屬獲得成功時(shí)，他最需要給予的是贊賞；只要這樣做，賞識(shí)激勵(lì)就能產(chǎn)生預(yù)期效果。有時(shí)領(lǐng)導(dǎo)者一句讓人刻骨銘心的賞識(shí)的話，可能會(huì)讓下屬銘記一生，影響終生。對(duì)那些有才干、有抱負(fù)的下屬來說，給予物質(zhì)獎(jiǎng)勵(lì)，還不如給他一個(gè)發(fā)揮其才能的機(jī)會(huì)，使其有所作為。因此，領(lǐng)導(dǎo)要知人善任，對(duì)有才干的下屬，應(yīng)為其實(shí)現(xiàn)自我價(jià)值創(chuàng)造習(xí)可能好的條件。對(duì)下屬的

25、智力貢獻(xiàn)，如提建議、批評(píng)等，也要及時(shí)地給予肯定的評(píng)價(jià)。領(lǐng)導(dǎo)者的肯定性評(píng)價(jià)也是一種常識(shí)，同樣地滿足下屬精神需要，強(qiáng)化其團(tuán)隊(duì)意識(shí)。</p><p>　　3 領(lǐng)導(dǎo)激勵(lì)應(yīng)注意的幾個(gè)原則</p><p>　　在領(lǐng)導(dǎo)激勵(lì)中，領(lǐng)導(dǎo)者應(yīng)注意正確把握以下原則，提高激勵(lì)的效果。</p><p>　　3.1物質(zhì)激勵(lì)與精神激勵(lì)相結(jié)合原則</p><p>　　物質(zhì)需要

26、是人的基礎(chǔ)需要，衣食住行等條件的改善，對(duì)調(diào)動(dòng)人的積極性有著極為重要的意義。人不僅有物質(zhì)的需要，而且還有名譽(yù)、地位和成就等方面高層次的精神需求。原北大方正總經(jīng)理王選曾說：“只對(duì)員工進(jìn)行物質(zhì)激勵(lì)，忘掉了精神激勵(lì)，這是害民政策；反過來只進(jìn)行精神激勵(lì)和思想激勵(lì)，沒有物質(zhì)激勵(lì)，這是愚民政策。不害民，不愚民就要做到物質(zhì)與精神相結(jié)合。”物質(zhì)激勵(lì)是基礎(chǔ)，精神激勵(lì)是根本。在現(xiàn)實(shí)工作中，領(lǐng)導(dǎo)者既要重視物質(zhì)激勵(lì)，又要重視精神激勵(lì)，并把兩者有機(jī)地結(jié)合起來。&l

27、t;/p><p>　　3.2充分考慮下屬的個(gè)體差異，實(shí)行差別激勵(lì)的原則</p><p>　　激勵(lì)的目的是為了提高下屬工作的積極性。影響下屬工作積極性主要有工作性質(zhì)、領(lǐng)導(dǎo)行為、個(gè)人發(fā)展、人際關(guān)系、報(bào)酬福利和工作環(huán)境等多種因素。領(lǐng)導(dǎo)者應(yīng)根據(jù)不同的類型和特點(diǎn)制定激勵(lì)制度，而且在制定激勵(lì)機(jī)制時(shí)一定要考慮到個(gè)體差異，因人而異。如在文化差異上，有較高學(xué)歷的下屬一般比較注重自我價(jià)值的實(shí)現(xiàn)，既包括物質(zhì)利益方面

28、的，同時(shí)他們也更看重精神方面的滿足，例如工作環(huán)境、工作興趣、工作條件等，這是因?yàn)樗麄冊(cè)诨拘枨竽軌虻玫奖Ｕ系幕A(chǔ)上而追求精神層次的滿足；而學(xué)歷相對(duì)較低的人則首要注重的是基本需求的滿足。因此領(lǐng)導(dǎo)者在制定激勵(lì)機(jī)制時(shí)一定要考慮到本單位的特點(diǎn)和下屬的個(gè)體差異，這樣才能收到最大的激勵(lì)效力。</p><p>　　3.3正激勵(lì)與負(fù)激勵(lì)相結(jié)合的原則</p><p>　　所謂正激勵(lì)就是對(duì)下屬的符合組織目標(biāo)的

29、期望行為進(jìn)行獎(jiǎng)勵(lì)。所謂負(fù)激勵(lì)就是對(duì)下屬違背組織目的的非期望行為進(jìn)行懲罰。正負(fù)激勵(lì)都是必要而有效的，不僅作用于當(dāng)事人，而且會(huì)間接地影響周圍其他人。領(lǐng)導(dǎo)者激勵(lì)下屬必須堅(jiān)持以正面激勵(lì)為主，應(yīng)通過積極的、正面的激勵(lì)保持員工隊(duì)伍的蓬勃朝氣、昂揚(yáng)銳氣和浩然正氣，形成團(tuán)結(jié)向上、奮發(fā)有為、開拓進(jìn)取的良好局面。</p><p>　　3.4激勵(lì)個(gè)體與群體相結(jié)合的原則</p><p>　　個(gè)體是群體的組成單位，

30、處理好激勵(lì)個(gè)體與激勵(lì)群體的關(guān)系有助于正確發(fā)揮個(gè)體與群體應(yīng)有的作用。如果只注重對(duì)群體的激勵(lì)，可能造成平均主義；如果長(zhǎng)期把重心放在少數(shù)個(gè)體身上，又可能影響大家的積極性。因此，在激勵(lì)的順序上應(yīng)先激勵(lì)個(gè)體，然后再激勵(lì)群體。在激勵(lì)手段上可先用單一手段，然后再采用綜合激勵(lì)手段。在滿足激勵(lì)需要上，一定要先滿足低層次的需要，然后再不斷滿足高層次的需要。</p><p>　　出處：Walker J W. Human Resour

31、ce Strategy</p><p>　　1 Drive in modern leadership status and function</p><p>　　1.1 The drive has become the modern leadership the subject</p><p>　　Investigates "Dictionary set&

32、quot;, “drove” the meaning is “the stimulation causes to buoy up”, namely “rouses, exerts oneself”. Through the drive, in some kind of internal or under exterior stimulation influence, causes the human to maintain throug

33、hout in an emotional state. From says generally, drove arouses human's enthusiasm; Says from the narrow sense, drove is one kind of stimulation, promotes the behavior method.</p><p>　　1.2The drive is the

34、 modern leader's important function</p><p>　　The behavioral science tells us, not only a person's work achievement is decided by his working ability, moreover must think his work motive the degree wh

35、ich stimulates. Looking from the leader study angle that, human's behavior all is receives certain drive to produce. Each person has ability and he ability which displays in the work is not equal, the human has abili

36、ty is called the potential power, the human ability which unfolds in the work is called the display ability. The human under the d</p><p>　　2 The leadership drove method and art</p><p>　　An out

37、standing leader not necessarily must in each aspect all compared to subordinate, but lies in has transfers the subordinate enthusiastic ability. Not only the drive is the important management method, moreover is a profou

38、nd management art. The leader to subordinate's stimulation and the encouragement can enable them to display a bigger enthusiasm and the creativity. Although drive method many and varied, but may divide on the whole i

39、nto the following several types:</p><p>　　2.1 method and art</p><p>　　The image drove that, mainly is refers to the leadership individual image to can play the obvious drive role by leader's

40、 thought and the behavior, thus impels each work the development. Leader’s every word and deeds often can affect subordinate's state of mind. The leader image is good is bad, in subordinate heart innate steelyard. If

41、 the leader requests the subordinate to observe, own first illegal; Requests the subordinate to achieve, own always cannot achieve, his prestige and the influence c</p><p>　　2.2 The Emotion</p><p&

42、gt;　　The emotion is the people mood and the sentimental reflection. The emotion drive is already not take the material interest as the induction, also is not take the energetic ideal as the stimulation, but is refers to

43、the leader and by the leader between take the sentimental relation as the method drive way. The leader and is already had by leader's interpersonal relationship the rules and regulations and the social norm ingredien

44、t, has the emotion ingredient. Human’s emotion has the duality; The p</p><p>　　2.3 Needs to drive the theory thought</p><p>　　Needs to drive the theory thought: Needs has the behavior driving fo

45、rce, is the individual enthusiastic fountainhead. From needs to begin to seek the drive conforms to the psychological rule effective way. Needs the level theory from to high-level to divide into preliminarily human's

46、 basic demand five levels. Namely physiological demand, safe demand, public relations demand, respect demand, self-realization demand. Physiological demand is safeguards the material which the people survive to enjoy<

47、/p><p>　　Needs the level theory to tell us, because needs to satisfy a person work, age as well as staff's factors and so on cultural context which does in the organization different has a difference. There

48、fore, the leader in drove when subordinate, if should aim at the different object different to need to carry on the drive. Only then grasped subordinate's demand to be able to create the condition to meet subordinate

49、's needs positively, had the destination to guide the need, could have pointed complete</p><p>　　2.4 One-sidedly Believed</p><p>　　In the past some people one-sidedly believed that, drove ar

50、ouses subordinate's enthusiasm, lets the subordinate want to do, is willing to do, to have the enthusiasm, has ease of mind, this in fact only said rightly one half. Drove the subordinate wants to do, is willing to d

51、o is to the heart drive; Must let the subordinate competently more importantly, be able to do, creatively does, is to now at last the subordinate mental drive. Drove “the heart” is a premise, drove “the wisdom” is a goal

52、. The</p><p>　　2.5 Oneself Deficient Confidence</p><p>　　Every so often the subordinate possibly to the oneself deficient confidence, cannot know clearly and appraise oneself, in particular to o

53、wn ability, often not the clear own superiority and the inferiority as well as the realization goal possibility has in a big way. Therefore, the subordinate needs outside own to trust, the respect, the admiring person

54、9;s encouragement in particular, but comes from higher authority's encouragement then more valuable, it meant the higher authority can give oneself</p><p>　　2.6 The recognition is compared</p><

55、;p>　　The recognition is compared to the praise, praises the further the moral encouragement, is any material reward all is unable to be possible to compare. The recognition drive is the drive highest level, is leads t

56、he drive superiority the centralism to manifest. The social psychology principle indicated that, society's community members all have one kind of ownership psychology, hoped can obtain the leadership acknowledgment a

57、nd the recognition, and becomes in the community essential. The recognit</p><p>　　William · Zhan Mushily said that, “The human nature first principle is longed for obtains the appreciation”. The leader

58、should achieve can recognize drives the subordinate. When the subordinate has the progress, he most needs to obtain is the approval; When the subordinate obtains successfully, he most needs to give is the appreciation; s

59、o long as does this, the recognition drove can produce the anticipated results. Sometimes leader the recognition speech which lets the human remember with etern</p><p>　　3 The leadership drove should pay at

60、tention several principles</p><p>　　In the leadership drive, the leader should pay attention to the correct assurance following principle, enhances effect which drove.</p><p>　　3.1 The material

61、drove and the spirit drove unifies the principle</p><p>　　The material needs to be human's foundation need, condition and so on the basic necessities of life improvements, exchanges the moving enthusiasm

62、 to have the extremely vital significance. Not only the human has the material need, moreover also has aspect high level and so on the reputation, status and achievement energetic demands. Original Beijing University upr

63、ight General Manager Wang Xian once said that,” Only carries on the material to the staff to drive that, had forgotten spiritual drive,</p><p>　　3.2 Considered fully subordinate's individual difference,

64、implements the difference drive the principle</p><p>　　The drive goal is in order to enhance the enthusiasm which the subordinate works. Affects the subordinate to work the enthusiasm mainly to have the work

65、 nature, the leader behavior, individual development, the interpersonal relationship, the reward welfare and the working conditions and so on many kinds of factors. The leader should act according to the different type a

66、nd the characteristic formulation drive system, moreover when formulation drive mechanism certainly must consider the individual</p><p>　　3.3 Was driving unifies the principle with the negative drive</p&g

67、t;<p>　　So-called was driving is conforms to the organization goal expectation behavior to the subordinate to carry on the reward. The so-called negative drive is violates the organization goal to the subordinate

68、the non-expectation behavior to carry on the penalty. The positive and negative drive all is necessary and effective, not only affects in the litigant periphery, moreover can affect other people indirectly. The leader dr

69、ove the subordinate must persist by frontage drive primarily, should throug</p><p>　　3.4 Drove the individual and the community unifies principle</p><p>　　The individual is community's compo

70、sition unit, processes the good drive individual and the drive community's relations is helpful the function which should have in the correct display individual and the community. If only pays great attention to comm

71、unity's drive, possibly creates the egalitarianism; If places for a long time the center of gravity on the minority individual body, also possibly affects everybody the enthusiasm. Therefore, should drive the individ