心理學(xué)畢業(yè)論文外文翻譯-再一次如何激勵(lì)員工

1、<p><b>　　中文4655字</b></p><p><b>　　外文文獻(xiàn)</b></p><p>　　One More Time: How Do You Motivate Employees</p><p>　　How many articles, books, speeches, and worksho

2、ps have pleaded plaintively, ”How do I get an employee to do what I want?”</p><p>　　The psychology of motivation is tremendously complex, and what has been unraveled with any degree of assurance is small ind

3、eed. But the dismal ratio of knowledge to speculation has not dampened the enthusiasm for new forms of snake oil that are constantly coming on the market, many of them with academic testimonials. Doubtless this article w

4、ill have no depressing impact on the market for snake oil, but since the ideas expressed in it have been tested in many corporations and other organizations,</p><p>　　What is the simplest, surest, and most d

5、irect way of getting someone to do something? Ask? But if the person responds that he or she does not want to do it, then that calls for psychological consultation to determine the reason for such obstinacy. Tell the per

6、son? The response shows that he or she does not understand you, and now an expert in communication methods has to be brought in to show you how to get through. Give the person a monetary incentive? I do not need to remin

7、d the reader of the </p><p>　　Every audience contains the “direct action?” manager who shouts,” Kick the person!” And this type of manager is right. The surest and least circumlocuted way of getting someone

8、to do</p><p>　　Something is to administer a kick in the pants-to give what might be called the KITA.</p><p>　　There are various forms of KITA, and here are some of them:</p><p>　　Ne

9、gative physical KITA. This is a literal application of the term and was frequently used in the past. It has ,however, three major drawbacks:（1）it is inelegant;(2)it contradicts the precious image of benevolence that most

10、 organizations cherish; and (3)since it is a physical attack, it directly stimulates the autonomic nervous system, and this often results in negative feedback-the employee may just kick you in return. These factors give

11、rise to certain taboos against negative physical KITA.</p><p>　　In uncovering infinite sources of psychological vulnerabilities and the appropriate methods to play tunes on them, psychologists have come to t

12、he rescue of those who are no longer permitted to use negative physical KITA.” He took my rug away”; “I wonder what she meant by that;” The boss is always going around me”-these symptomatic expressions of ego sores that

13、have been rubbed raw are the result of application of:</p><p>　　Negative psychological KITA. This has several advantages over negative physical KITA. First, the cruelty is not visible; the bleeding is intern

14、al and comes much later. Second, since it affects the higher cortical centers of the brain with its inhibitory powers, it reduces the possibility of physical backlash. Third, since the number of psychological pains that

15、a person can feel is almost infinite, the direction and site possibilities of the KITA are increased many times. Fourth, the person admin</p><p>　　Now, what does negative KITA accomplish？If I kick you in th

16、e rear (physically or psychologically), who is motivated? I am motivated; you move! Negative KITA does not lead to motivation, but to movement .so:</p><p>　　Positive KITA. Let us consider motivation. If I sa

17、y to you,” Do this for me or the company, and in return I will give you a reward, and incentive, more status, a promotion, all the quid profuse that exist in the industrial organization,” am I motivating you? The overwhe

18、lming opinion I receive from management people is,” Yes, this is motivation.”</p><p>　　I have a year-old Schnauzer. When it was a small puppy and I wanted it to move, I kick it in the rear and it moved. Now

19、that I have finished its obedience training, I hold up a dog biscuit when I want the Schnauzer to move. In this instance, who is motivated-I or the dog? The dog wants the biscuit, but it is I who want it to move. Again,

20、I am the one who is motivated, and the dog is the one who moves. In this instance all I did was apply KITA frontally; I exerted a pull instead of a push. When i</p><p>　　Why is it that managerial audiences a

21、re quick to see that negative KITA is not motivation, while they are almost unanimous in their judgment that positive KITA is motivation? It is because negative KITA is rape, and positive KITA is seduction. But it is inf

22、initely worse to be seduced than to be raped; the latter is an unfortunate occurrence, while the former signifies that you were a party to your own downfall. This is why positive KITA is so popular: it is a tradition; it

23、 is the American way. T</p><p>　　Why is KITA not motivation？If I kick my dog (from the front or the back), he will move. And when I want him again. Similarly, I can charge a person’s battery, and then rechar

24、ge it, and recharge it again. But it is only when one has a generator of one’s own that we can talk about motivation. One the needs no outside stimulation. One wants to do it.</p><p>　　With this in mind, we

25、can review some positive KITA personnel practices that were developed as attempts to instill “motivation”</p><p>　　1、Reducing time spent at work. This represents a marvelous way of motivating people to work-

26、getting them off the job! We have reduced (formally and informally) the time spent on the job over the last 50 or 60 years until we are finally on the way to the “61／2-day weekend.” An interesting of off-hour recreation

27、programs. The philosophy here seems to be that those who play together, work together. The fact is that motivated people seek more hours of work, not fewer.</p><p>　　2、Spiraling wages. Have these motivated p

28、eople? Yes, to seek the next wage increase. Some medievalists still can be heard to say that a good depression will get employees moving. They feel that if rising wages don’t or won’t do the job, reducing them will.</

29、p><p>　　3、Fringe benefits. Industry has outdone the most welfare-minded of welfare states in dispensing cradle-to-the-grave succor. One company I know of had an informal” fringe benefit of the mouth club”going

30、for a while. The cost of fringe benefits in this country has reached approximately 25％ of the wage dollar, and we still cry for motivation.</p><p>　　People spend less time working for more money and more sec

31、ondly than ever before, and the trend cannot be reversed. These benefits are no longer rewards; they are rights. A 6-day week is inhuman, a 10-hour day is exploitation, extended medical coverage is a basic decency, and s

32、tock options are the salvation of American initiative. Unless the ante is continuously raised, the psychological reaction of employee is that the company is turning back the clock.</p><p>　　When industry beg

33、an to realize that both the economic nerve and the lazy nerve of their employees had insatiable appetites, it started to listen to the behavioral scientists who, more out of a humanist tradition than from scientific stud

34、y, criticized management for not knowing how to deal with people. The next KITA easily followed.</p><p>　　4、Human relations training. Over 30 year of teaching and, in many instances, of practicing psychologi

35、cal approaches to handing people have resulted in coyly human relations programs and, in the end, the same question: How do you motivate workers? Here, too, escalations have taken place. Thirty years ago it was necessary

36、 to request, “Please don’t spit on the floor.” Today the same admonition requires three”pleases” before the employee fells that a superior has demonstrated the psychologically pro</p><p>　　The failure of hum

37、an relations training to produce motivation led to the conclusion that supervisors or managers themselves were not psychologically true to themselves in themselves in their practice of interpersonal decency. So an advanc

38、ed form of human relations KITA, sensitivity training, was unfolded.</p><p>　　5、Sensitivity training. Do you really, really understand yourself? Do you really, really, really cooperate? The failure of sensit

39、ivity training is now being explained, by those who have become opportunistic exploiters of the technique, as a failure to really (five time) conduct proper sensitivity training course.</p><p>　　With the rea

40、lization that there are only temporary gains form comfort and economic and interpersonal KITA, personnel managers concluded that the fault lay not in what they were doing, but in the employee’s failure to appreciate what

41、 they were doing. This opened up the field of communications, a whole new are of “scientifically” sanctioned KITA.</p><p>　　6、Communications. The professor of communications was invited to join the faculty o

42、f management training programs and help in making employees understand what management was doing for them. House organs, briefing sessions, supervisory instruction on the importance of communication, and all sorts of pro

43、paganda have proliferated until today there is even an International Council of Industrial Editors. But no motivation resulted, and the obvious thought occurred that perhaps management was not hear</p><p>　　

44、7、Two-way Communication. Management ordered morale surveys, suggestion plans, and group participation programs. Then both employees and management were communicating and listening to each other more than ever, but withou

45、t much improvement in motivation.</p><p>　　The behavioral scientists began to take another look at their conceptions and their data, and they took human relations one step further. A glimmer of truth was beg

46、inning to show through in the writings of the so-called higher-order-need psychologists. People, so they said, want to actualize themselves. Unfortunately, the “actualizing” psychologists got mixed up with the human rela

47、tions psychologists, and a new KITA emerged.</p><p>　　8、Job participation. Though it may not have been the theoretical intention, job participation often became a “give them the big picture” approach. For ex

48、ample, if a man is tightening 10,000 nuts a day on an assembly line with a torque wrench, tell him he is building a Chevrolet. Another approach had the goal of giving employees a “feeling” that they are determining, in s

49、ome measure, what they do on the job. The goal was to provide a sense of achievement rather than a substantive achievement in t</p><p>　　But still there was no motivation. This led to the inevitable conclusi

50、on that the employees must be sick, and therefore to the next KITA.</p><p>　　9、Employee counseling. The initial use of this form of KITA in a systematic fashion can be credited to the Hawthorne experiment of

51、 the Western Electric Company during the early 1930s.At that time; it was found that the employees harbored irrational feelings that were interfering with the rational operation of the factory. Counseling in this instanc

52、e was a means of letting the employees unburden themselves by talking to someone about their problems. Although the counseling techniques were primiti</p><p>　　The counseling approach suffered as a result of

53、 experiences during Word War Ⅱ, when the programs themselves were found to be interfering with the operation of the organizations; the counselors had forgotten their role of benevolent listeners and were attempting to do

54、 something about the problems that they heard about. Psychological counseling, however, has managed to survive the negative impact of Word War Ⅱ experiences and today is beginning to flourish with renewed sophistication.

55、 But, alas, m</p><p>　　Hygiene VS Motivators</p><p>　　Let me rephrase the perennial question this way: How do you install a generator in an employee? A brief review of my motivation-hygiene theo

56、ry of job attitudes is required before theoretical and practical suggestions can be offered. The theory was first drawn from an examination of events in the lives of engineers and accountants. At least 16 other investiga

57、tions, using a wide variety of populations(including some in the Communist countries)，have since been completed, marking the original resear</p><p>　　The finding of these studies, along with corroboration fr

58、om many other investigations using different procedures, suggest that the factors involved in producing job satisfaction（and motivation） are separate and distinct from the factors that lead to job dissatisfaction. Since

59、separate factors need to be considered, depending on whether job satisfaction or job dissatisfaction is being examined, it follows that these two feeling are not opposites of each other. The opposite of job satisfaction;

60、 an</p><p>　　Sating the concept presents a problem in semantics, for we normally think of satisfaction and dissatisfaction as opposites-i.e., what is not satisfying must be dissatisfying, and vice versa. But

61、 when it comes to understanding the behavior of people in it comes to understanding the behavior of people in their job, more than a play on words is involved.</p><p>　　Two different needs of human doing are

62、 involved here. One set of needs can be thought of as stemming from humankind’s animal nature—the built-in drive to avoid pain from the environment, plus all the learned drives that become conditioned to the basic biolog

63、ical needs. For example, hunger, a basic biological drive, makes it necessary to earn money, and then money becomes a specific drive. The other set of needs relates to achieve and, through achievement, to experience psyc

64、hological growth; in t</p><p>　　The growth or motivator factors that are intrinsic to the job are: achievement, recognition for achievement, the work itself, responsibility, and growth or advancement. The di

65、ssatisfaction-avoidance or hygiene (KITA) factors that are extrinsic to the job include: company policy and administration, supervision, interpersonal relationships, working conditions, salary, status, and security.</

66、p><p>　　A composite of the factors that are involved in causing job satisfaction and job dissatisfaction, drawn from samples of 1,685 employees, is shown in Exhibit Ⅰ. The results indicate that motivators were

67、the primary cause of satisfaction, and hygiene factors the primary cause of unhappiness on the job. The employees, studied in 12 different investigations, included lower level supervisors, professional woman, agricultura

68、l administrators, men about to retire from management positions, hospital main</p><p>　　They were asked what job events had occurred in their work that had led to extreme satisfaction or extreme dissatisfact

69、ion on their part. Their responses are broken down in the exhibit into percentages of total “positive” job events and of total “negative” job events. (The figures total more than 100% on doth the “hygiene” and “motivator

70、s” sides because often at least two factors can be attributed to a single event; advancement, for instance, often accompanies assumption of responsibility.)</p><p>　　To illustrate, a typical response involvi

71、ng achievement that had a negative effect for the employee was, “I was unhappy because I didn’t do the job successfully.” A typical response in the small number of positive job event in the company policy and administrat

72、ion grouping was, “I was happy because the company reorganized the section so that I didn’t report any longer to the guy I didn’t get along with.”</p><p>　　As the lower right-hand part of the exhibit shows,

73、of all the factors contributing to job satisfaction, 81% were motivators. And of all the factors contributing to the employees′ dissatisfaction over their work, 69% involved hygiene。</p><p>　　再一次：如何激勵(lì)員工</

74、p><p>　　“我怎樣才能讓一個(gè)員工按我說的做呢？”這是在很多文章、書籍、演講和作品上人們的懇切感嘆。</p><p>　　動(dòng)機(jī)心理學(xué)是極其復(fù)雜的，并且真正能夠闡明它的斷言是很少的。但是這種超低概率的知識(shí)的推測(cè)并沒有使市場(chǎng)上陸續(xù)上市的新型的蛇油熱潮受到損害，其中有很多是通過學(xué)術(shù)測(cè)試的。毫無疑問這篇文章不會(huì)對(duì)蛇油的市場(chǎng)需求受到任何負(fù)面影響，但是自從許多公司跟其他組織已經(jīng)測(cè)試了關(guān)于它的理論，我相

75、信它會(huì)幫助重新調(diào)整之前提到的低概率的不平衡性。</p><p>　　最快最直接最有效地讓人去做一些事的方法是什么呢？詢問？但是如果回答者說他或她不想去做，那就需要心理咨詢?nèi)斫沂具@種固執(zhí)背后的原因。 說出原因？回答顯示他或她不明白你說的話，現(xiàn)在交流方式這方面的專家將會(huì)幫您解決這個(gè)問題?？梢越o這個(gè)人貨幣刺激？我不用提醒讀者建立和管理激勵(lì)系統(tǒng)的復(fù)雜性和難度。教這個(gè)人?這意味著一個(gè)耗費(fèi)多的培訓(xùn)項(xiàng)目。我們需要一個(gè)簡(jiǎn)單的方

76、法。</p><p>　　每一個(gè)讀者都能包容那個(gè)“直接行動(dòng)”即經(jīng)理的大聲吼叫：“踹走這個(gè)人！”。并且認(rèn)為這種類型的經(jīng)理是對(duì)的。認(rèn)為最有效地最不客氣的讓人做事的方式就是怒罵或直接踹上去，去做可以被叫做“KITA”的行為。</p><p>　　有很多種KITA的形式，下面是部分方式：</p><p>　　消極身體的KITA。這是一種不夸張的學(xué)術(shù)運(yùn)用，并且經(jīng)常在過去被使用

77、。然而它有三個(gè)主要缺點(diǎn)：1.它是不雅的2.它違背了大多數(shù)組織珍惜的珍貴的仁慈形象3.因?yàn)樗且环N身體攻擊，會(huì)直接刺激自主神經(jīng)系統(tǒng)，而這經(jīng)常導(dǎo)致消極反饋-那個(gè)員工會(huì)反擊。這些原因?qū)е庐a(chǎn)生了消極的身體KITA一些的禁忌。</p><p>　　為發(fā)現(xiàn)心理脆弱性的無限根源和正確管理它的方式，心理學(xué)家們已經(jīng)來拯救那些不被允許使用消極的身體KITA。“他拿走了我的假發(fā)”；“我不知道她那樣是想干嘛”；“老板老是盯著我”-這些自

78、我核心的描述引起摩擦刺痛是應(yīng)用了以下方面的結(jié)果：</p><p>　　消極心理的KITA。這個(gè)比消極身體KITA有若干優(yōu)勢(shì)。首先，這種殘忍是看不見的；這種流血是在內(nèi)部的并且來得較晚。第二，因?yàn)樗怯媒沟牧α縼碛绊懜呒?jí)腦皮質(zhì)中心，減少了身體反沖的可能性。第三，因?yàn)橐粋€(gè)人能承受的心理上的痛苦是無限的，KITA發(fā)生的方向跟地點(diǎn)的可能性被升高了很多次。第四，實(shí)施打擊的那個(gè)人能夠在抽身在外，讓系統(tǒng)完成這個(gè)骯臟的工作。第五

79、，那些實(shí)施者獲得了一些自我滿足感（唯我獨(dú)尊），然而他們是厭惡抽血的。最后，如果員工抱怨，他或她常會(huì)被控告是偏執(zhí)狂的；沒有明顯的證據(jù)說明是真實(shí)的攻擊。</p><p>　　現(xiàn)在，消極KITA會(huì)造成什么？如果我從背后踢你（心理的或身體的），誰會(huì)被激勵(lì)？我會(huì)被激勵(lì)；你離開！消極的KITA不會(huì)導(dǎo)致激勵(lì)，但會(huì)造成離職。</p><p>　　積極的KITA。讓我們來考慮激勵(lì)。如果我跟你說，“幫我或公司

80、做這件事，然后我會(huì)給你獎(jiǎng)勵(lì)，一個(gè)鼓勵(lì)刺激，更高地位，一次提升，所有存在的工業(yè)組織的金幣獎(jiǎng)勵(lì)，”我是在激勵(lì)你嗎？我得到管理人員的千篇一律的回答是，“是的，這是激勵(lì)?！?lt;/p><p>　　我有一只一歲的剛毛狼犬。當(dāng)他還是一只小動(dòng)物我想讓它走動(dòng)，我在它背后踢它然后它走了?，F(xiàn)在我已經(jīng)完成了它的服從培訓(xùn)，我舉著一塊狗糧當(dāng)我想讓它走的時(shí)候。在這個(gè)例子中，誰被激勵(lì)了？-我還是狗呢？狗想要吃餅干，但是我想讓它走的。又一次說明是

81、我被激勵(lì)了，而狗是走動(dòng)的那個(gè)。在這個(gè)例子里我所做的是正面地運(yùn)用KITA；我使用了拉力而不是推力。當(dāng)企業(yè)想使用這種積極的KITA，必須有數(shù)不盡的并且是各種各樣的狗狗餅干（人的話是用果凍豆子）在員工面前揮動(dòng)以使他們?nèi)ヌ咭稽c(diǎn)。</p><p>　　為什么管理方面的讀者很快就看出來消極KITA不是激勵(lì)，當(dāng)他們幾乎是普遍判斷積極的KITA是激勵(lì)。那是因?yàn)橄麡OKITA是搶奪式的，是積極KITA是誘惑性的。但是被誘惑比搶奪式

82、糟糕很多；后者是一個(gè)不幸的事件，但前者意味著你是敗在你自己的一部分上。這就是為什么積極的KITA這么受歡迎：它是一個(gè)傳統(tǒng)；它是美國人的方式。組織不是不得不踢你，是你自己踢你自己的。</p><p><b>　　激勵(lì)的神話</b></p><p>　　為什么KITA不是激勵(lì)？如果我踢我的小狗（從前部或后部），它會(huì)動(dòng)。當(dāng)我還想讓它再走，我必須做什么？我必須再踢它。類似的，

83、我能給一個(gè)人的電池充電然后再給它充一次，又一次充電。但是只有當(dāng)一個(gè)人有自己的發(fā)生機(jī)制我們能夠討論激勵(lì)。個(gè)體之后就不需要外部激勵(lì)。他自己想去做。</p><p>　　記住了這點(diǎn)，我們能回顧一些積極的KITA人事案例，這些是嘗試去進(jìn)行激勵(lì)的案例。</p><p>　　1.縮短工作時(shí)間。這代表了一種令人驚訝的方式去激勵(lì)人們工作-讓他們離開工作！我們已經(jīng)在過去的五十到六十年（正式或非正式）縮減了工

84、作時(shí)間，直到我們走向“六天半一星期”模式。這個(gè)方法的有趣變化是閑暇時(shí)間的娛樂項(xiàng)目的產(chǎn)生。這里的這里似乎是一起玩的人一起工作。事實(shí)是受激勵(lì)的人追求更多小時(shí)工作而不是更少工作時(shí)間。</p><p>　　2.螺旋形上升的工資。這些激勵(lì)人們了嗎？是的，為了追求下次漲薪水。一些保守人士還會(huì)說一些好的壓制能激勵(lì)員工。他們覺得如果漲薪水不起作用，或許扣薪水可以起作用。</p><p>　　3.附加福利。

85、工業(yè)有過時(shí)的以福利為核心的福利規(guī)定來執(zhí)行從搖籃到墳?zāi)沟脑Ｎ抑赖囊粋€(gè)公司有一個(gè)非正式的“附加福利月俱樂部”實(shí)施了一段時(shí)間。這個(gè)國家的附加福利花費(fèi)幾乎達(dá)到了工作水平的百分之二十五，并且我們還在呼吁激勵(lì)。</p><p>　　人們花更少的時(shí)間賺更多的錢，且比以前穩(wěn)定得多，而且這種趨勢(shì)是不可逆轉(zhuǎn)的。這些福利不再是獎(jiǎng)勵(lì)；他們是權(quán)利。一周六天工作不人道，一天是小時(shí)工作是剝削，甚至醫(yī)療報(bào)銷是一個(gè)基本的禮貌，股權(quán)拯救了美國

86、人的動(dòng)機(jī)。除非賭注不斷地提高，否則員工的心理反應(yīng)是公司在倒退。</p><p>　　當(dāng)企業(yè)開始意識(shí)到員工的經(jīng)濟(jì)神經(jīng)跟懶神經(jīng)都是無法滿足的，它開始聽從行為主義的科學(xué)家的想法，這是出于人類的傳統(tǒng)而不是科學(xué)實(shí)驗(yàn)的理論，他們批評(píng)管理者不知道如何管理人們。下一個(gè)KITA就順理成章地出現(xiàn)了。</p><p>　　4.人際關(guān)系訓(xùn)練。經(jīng)過了三十多年的教育，許多通過心理學(xué)的方式去掌控人的例子已經(jīng)導(dǎo)致了昂貴的

87、人際關(guān)系培訓(xùn)項(xiàng)目的出現(xiàn)，結(jié)果還是存在一個(gè)相同的問題那就是：“你怎么激勵(lì)員工？”這里出現(xiàn)了很大的提升，三十年前很有必要去要求員工：“不要隨地吐痰！”現(xiàn)在同樣的警告在員工感受到上司是要求心理上的正確心態(tài)之前需要三“請(qǐng)”。人際關(guān)系訓(xùn)練沒能激勵(lì)員工的失敗經(jīng)驗(yàn)說明高層人員或者經(jīng)理在處理人際禮貌時(shí)也沒有在心態(tài)上正確對(duì)待自己。所以一種前衛(wèi)的人際關(guān)系KITA形式，知覺訓(xùn)練被提出了。</p><p>　　5.知覺訓(xùn)練。你是真的真正

88、了解你自己?jiǎn)?？你是否真的相信別人？你是否真的愿意合作？知覺訓(xùn)練的失敗現(xiàn)在被解釋了，因?yàn)槟切┩稒C(jī)取巧的技術(shù)開拓者，作為五次實(shí)施恰當(dāng)?shù)闹X訓(xùn)練課程的一個(gè)失敗。意識(shí)到從舒適度、經(jīng)濟(jì)上，人際間的KITA只有暫時(shí)的收益，人事經(jīng)理總結(jié)到錯(cuò)誤不在于他們正在做的事，而是由于員工錯(cuò)在不知道欣賞他們正在做的事。這個(gè)開啟了交流的領(lǐng)域，一個(gè)全新的領(lǐng)域來科學(xué)地裁決KITA。</p><p>　　6.交流。交流專家被邀請(qǐng)去加入員工管理培訓(xùn)計(jì)

89、劃去幫助員工明白管理在為他們做什么。房屋機(jī)構(gòu)，簡(jiǎn)短講習(xí)會(huì)，高層交流重要性的建議，以及所有的廣告的一直激增到今天甚至有一個(gè)國際行業(yè)編者委員會(huì)。但仍然沒有起到激勵(lì)效果，并且有明確的想法產(chǎn)生認(rèn)為可能管理不是聽員工在說什么。這就導(dǎo)致了下一個(gè)KITA的出現(xiàn)。</p><p>　　7.雙向交流。這是管理層下令士氣審視，建議計(jì)劃，團(tuán)隊(duì)參與的計(jì)劃模式。那樣后員工跟管理者都交流并比以前更加會(huì)聽取相互的意見，但是還沒有大大提高激勵(lì)的

90、效果。行為主義的專家就開始重新審視他們的概念和數(shù)據(jù)，且將人際關(guān)系更進(jìn)一步深入研究。在心理學(xué)家寫的所謂的高要求中開始透露出一點(diǎn)真像。所以人們說想去實(shí)現(xiàn)自我。不幸的是， “實(shí)現(xiàn)”心理學(xué)家的與人類關(guān)系學(xué)家又混合到一起，一個(gè)新的KITA出現(xiàn)了。</p><p>　　8.參與工作。盡管并不是出于理論的目的，參與工作經(jīng)常使用“給他們一張大圖”的方式。舉個(gè)例子說，如果一個(gè)組裝線上的人用扭力扳手一天可以緊一萬個(gè)螺母，告訴他正在造

91、一輛雪佛蘭轎車。另一個(gè)方式是給員工一個(gè)感覺，那就是他們?cè)谀撤N層面上有決定權(quán)。這個(gè)目的是讓員工產(chǎn)生成就感而不是在任務(wù)上的巨大成就。真正的成就當(dāng)然是要求一個(gè)能使之成功的任務(wù)。但是那邊還是沒有激勵(lì)。這個(gè)不可避免地會(huì)導(dǎo)致員工厭倦，因此就到了下一個(gè)KITA。</p><p>　　9.員工咨詢。系統(tǒng)樣式的KITA形式的起初是用于19世紀(jì)30年代早期在西部電器公司里的霍桑實(shí)驗(yàn)的。那時(shí)，員工對(duì)于工廠合理的運(yùn)作產(chǎn)生了不合理的感受。

92、在這個(gè)例子中的咨詢服務(wù)是讓員工找個(gè)人訴說他們的問題然后釋放自己壓力的一種方式。盡管咨詢的技巧是很初級(jí)的，但是這個(gè)計(jì)劃是大大有用的。在二戰(zhàn)期間這個(gè)咨詢方式是實(shí)驗(yàn)的結(jié)果，當(dāng)那些項(xiàng)目本身被發(fā)現(xiàn)是與組織運(yùn)作相關(guān)；那些咨詢師們已經(jīng)忘記了他們是仁慈的傾聽者，并且他們嘗試去解決他們所聽到的問題。然而心理咨詢已經(jīng)從二戰(zhàn)經(jīng)歷的負(fù)面影響中幸存下來，并且現(xiàn)在正開始以高精的技術(shù)繁榮起來。唉，但是這些項(xiàng)目很多就像其他所有的一樣的不見得能減少壓力并找出怎樣激勵(lì)員工

93、。</p><p><b>　　衛(wèi)生和動(dòng)力</b></p><p>　　讓我再次用這樣的方式來闡述這個(gè)長久存在的問題：你怎樣給一個(gè)員工以激勵(lì)？在理論和實(shí)踐的建議可以提供之前我需要簡(jiǎn)單回顧我的工作態(tài)度的衛(wèi)生與動(dòng)力理論。這個(gè)理論首先是源自于工程師和會(huì)計(jì)師的生活事跡的研究。至少還有16個(gè)其他的調(diào)查，使用了廣泛的樣本（也包括一些社會(huì)主義國家），已經(jīng)完成后，使這個(gè)原始實(shí)驗(yàn)成為一

94、個(gè)在職業(yè)態(tài)度中被重復(fù)最多的研究。</p><p>　　這些研究的發(fā)現(xiàn)以及使用不同程序的許多其他的調(diào)查說明是工作滿意度因素的分散和區(qū)別導(dǎo)致了對(duì)工作的不滿。因?yàn)榉稚⒌囊蛩匦枰右钥紤]，還要基于工作滿意度或工作不滿是否被檢驗(yàn)到，而發(fā)現(xiàn)這兩種感受不是相悖的。工作滿意度的反向不是工作不滿意，而是沒有工作滿意度；相似地，工作不滿意的背面不是工作滿意度，而是沒有工作不滿意。</p><p>　　陳述這個(gè)

95、理論在語義論上有問題，因?yàn)槲覀兺ǔ０褲M意和不滿意看作是相反的。也就是說我們認(rèn)為不是滿意的一定是不滿意的，還有其他類似的想法。但當(dāng)我們來了解人們工作時(shí)的行為時(shí)并不能按字面的意思來。</p><p>　　這里涉及了人類的兩種需要。一種需要可以認(rèn)為是源于人類的本能-天生的驅(qū)力去避免環(huán)境中的痛苦，還有一些習(xí)得的驅(qū)力是來適應(yīng)基本生理需求的。例如饑餓是是一個(gè)基本的生理需求，使得賺錢很有必要，之后賺錢就變成一個(gè)特殊需求。另一個(gè)

96、需求與人類獨(dú)特的特征相關(guān)，去獲得成功的能力，通過成功去經(jīng)歷心理的成長。刺激心理成長需求的是誘發(fā)成長的任務(wù)；在工業(yè)環(huán)境中那就是工作滿足感。相反，誘發(fā)避免痛苦行為的刺激是在工作環(huán)境中發(fā)現(xiàn)的。</p><p>　　工作本身的激勵(lì)因素有：成就感，對(duì)成就的認(rèn)知，工作本身，責(zé)任，提升或上升空間。不滿意或衛(wèi)生（KITA）的因素是外部的工作因素，包括：公司的制度，行政管理，監(jiān)督，人際關(guān)系，工作環(huán)境，薪水，地位和安全。</p

97、><p>　　根據(jù)在列表一的1685個(gè)員工的樣本顯示，引起工作滿意或不滿意的許多種因素共同造成的。結(jié)果顯示激勵(lì)物是影響滿意度的基本原因，衛(wèi)生因素是工作不快樂的首要原因。在12個(gè)不同的研究中，包括了低級(jí)管理者在內(nèi)的員工，職業(yè)女性，農(nóng)業(yè)管理者，從經(jīng)理位置退休的人，醫(yī)院維護(hù)人力部門，生產(chǎn)高管，護(hù)士，食品操作員，軍隊(duì)長官，工程師，科學(xué)家，家庭主婦，老師，技術(shù)人員，女組裝員，會(huì)計(jì)，領(lǐng)班，匈牙利的工程師。</p>