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上島咖啡食品公司員工激勵研究畢業(yè)論文(文件)

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【正文】 、日企業(yè)員工激勵機制及借鑒[J]. 黑龍江對外經(jīng)貿(mào),2010,11:136137.[13]楊劍俠,廖冰. 基于企業(yè)管理新型激勵模型的探討[J]. 重慶大學學報(自然科學版),2002,12:130133.[14]曹曉麗. 企業(yè)激勵性薪酬制度設計[J]. 環(huán)渤海經(jīng)濟瞭望,2004,01:2932.[15]王曦. 淺析雙因素理論在我國連鎖餐飲業(yè)一線員工激勵中的應用——以海底撈火鍋店為例[J]. 現(xiàn)代商業(yè),2016,05:4142.[16]朱瑩. 我國星級飯店員工激勵體系構(gòu)建[J]. 江蘇商論,2007,01:8789.[17]李惠青,胡同澤. 體驗式激勵:重塑互聯(lián)網(wǎng)時代下員工激勵模式——以“i福勵”忠誠度管理云平臺為例[J]. 中國人力資源開發(fā),2016,16:610.(2)外文文獻:[1]The Impact of Psychological Contract Violations on Exit, Voice, Loyalty, and Neglect[J] . William H. Turnley,Daniel C. Relations . 2010 (7) 附錄附錄1外文文獻:EMPLOYEE MOTIVATION IN THE COMPANY.STUDY CASEAbstract A firm’s performance is in a direct link with the resources it involves, namely material, financial and human resources. If in the case of the material and financial resources the diagnosis and improvement processes are relatively simple, the human resources imply more plex issues. The first condition for a firm to obtain performance (in terms of human resources) is recruiting staff with appropriate qualifications. But conforming to this criterion does not lead automatically to the elimination of human resources issues. Currently, the vast majority of firms employ qualified personnel with experience in the field, yet many of them record an inadequate performance in human resources. This is due to staff motivation. In addition to employing qualified personnel with experience it is necessary that it be motivated adequately. But motivation can be achieved through a variety of forms, salary bonuses and benefits such as cell phones, cars, products at promotional prices, program flexibility and more, all having a different impact.This article explores the effectiveness of various manifestations of motivation,trying to determine its optimum structure. For this purpose an analysis was made of a firm that obtained a significant improvement in performance, while maintaining material and financial resources constant. The pany applies many ways to motivate staff, so it was possible to analyze the impact of each one. Following this analysis an indicative hierarchy of motivational methods was created. The results of this study can be used and adapted in any panies that want to improve the quality of their human resources.Keywords: human resources, motivational methods, personnel, motivation, motivation structure INTRODUCTIONMotivation is defined as the action of orienting ones behavior to a specific goal. There are a lot of theories that try to explain, how and why motivation function as is does. The simplest explication of how motivation functions is “the need to minimize physical pain and maximize pleasure”, there are a lot of needs that may act as a motivator (. eating, resting, or a desired object, hobby, goal, state of being, ideal). Other theories attribute motivation to less apparent reasons such as altruism, selfishness, morality, or avoiding mortality. (Seligman M, 1995) INCENTIVE THEORYThis theory is one of the oldest, and it states that presenting a reward (tangible or intangible) after the occurrence of a certain action will cause the behavior to occur again. The theory is based on the fact that the subjects mind will associate a positive meaning to the behavior. (Maslow A., 1970).The time passed since the occurrence of the action and the moment when the subject is presented with the reward is also very important, it has been shown that for shot periods the impact is greater than for longer ones. If this cycle of action–reward is repeated it is possible to convert that action into a habit. (Goldthorpe, . and others, 1968)This theory depicts motivation as a very simple process, but in reality there are a lot of factors that influence it. There are a lot of motivational techniques and it is hard to decide which one is the optimum for a given situation. (Kerr S., 1995) EMPLOYEE MOTIVATIONOne of the most important uses of motivation is in a pany. Organizations employ workers to perform certain tasks。s pyramid are met, their sensitivity will change to intrinsic motivation (this sensitivity will vary in direct proportion to the level attained in the hierarchical pyramid). But after this shift, the sensitivity for intrinsic motivation will vary depending on the plexity of tasks individuals have to perform. A graphical representation is depicted in graph 1 and graph 2.Also, an employee can carry out activities with a medium or high level of creativity only when his needs are located at least at the third level (or higher) on Maslow39。s theory, the results are validated. The pany applies the two forms of motivation (approximately equal) and obtains a relatively good motivation (approximately 75% of employees).As a possibility of improving employee motivation in this pany, it is remended to easily apply the two forms of motivation distinct among the two divisions (graph 5). It39。s pyramid), but also the specific work performed by them (involving cognitive and creative activities or not). Following these findings, managers are able to identify the predominant form of motivation remended for their pany. And then through successive adjustments to identify the optimal point (these adjustments are necessary, because economic theory provides an indicative distribution, every pany and every employee has certain features that are hard to take into account).文獻信息: 文獻標題:EMPLOYEE MOTIVATION IN THE COMPANY. STUDY CASE()國外作者:Cristian Valentin HAPENCIUC,AndreiAlexandru MORO?AN 文獻出處:字數(shù)統(tǒng)計:英文2105單詞,11151字符;中文3612漢字附錄2 外文文獻譯文企業(yè)員工激勵案例研究摘要: 一個公司的績效是與這個公司的資源有著直接相關的,這資源包括了資料、財務和人力資源。這都是員工的積極性導致的,除此之外,充分地激勵對于公司有經(jīng)驗的使用人才也十分重要。這個研究結(jié)果適用于任何想提高自己公司人力資源質(zhì)量的公司。 早期的激勵理論研究是對于”需要”的研究,回答了以什么為基礎、或根據(jù)什么才能激發(fā)調(diào)動起工作積極性的問題,包括馬斯洛的需。行為科學認為,人的動機來自需要,由需要確定人們的行為目標,激勵則作用于人內(nèi)心活動,激發(fā)、驅(qū)動和強化人的行為。本文探討了多種激勵的效果,試圖確定它的最佳結(jié)構(gòu)。一個企業(yè)獲得績效的首要條件是用合理的標準招聘員工,但是這個標準并不能解決人力資源問題。 it must be found by repeated tests.CONCLUSIONSThe results of a series of experiments conducted under controlled conditions are not a
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