【正文】 ters of the technique, as a failure to really (five time) conduct proper sensitivity training course. With the realization that there are only temporary gains form fort 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 they were doing. This opened up the field of munications, a whole new are of “scientifically” sanctioned KITA. Communications. The professor of munications was invited to join the faculty of management training programs and help in making employees understand what management was doing for them. House ans, briefing sessions, supervisory instruction on the importance of munication, and all sorts of propaganda 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 hearing what the employees were saying. That led to the next KITA. Twoway Communication. Management ordered morale surveys, suggestion plans, and group participation programs. Then both employees and management were municating and listening to each other more than ever, but without much improvement in motivation. 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 beginning to show through in the writings of the socalled higherorderneed psychologists. People, so they said, want to actualize themselves. Unfortunately, the “actualizing” psychologists got mixed up with the human relations psychologists, and a new KITA emerged. Job participation. Though it may not have been the theoretical intention, job 蘇州大學(xué)本科生畢業(yè)論文 20 participation often became a “give them the big picture” approach. For example, 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 some measure, what they do on the job. The goal was to provide a sense of achievement rather than a substantive achievement in the task. Real achievement, of course, requires a task that makes it possible. But still there was no motivation. This led to the inevitable conclusion that the employees must be sick, and therefore to the next KITA. Employee counseling. The initial use of this form of KITA in a systematic fashion can be credited to the Hawthorne experiment of the Western Electric Company during the early that time。 in the industrial setting, they are the job content, Contrariwise, the stimuli inducing painavoidance behavior are found in the job environment. 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 dissatisfactionavoidance or hygiene (KITA) factors that are extrinsic to the job include: pany policy and administration, supervision, interpersonal relationships, working conditions, salary, status, and security. A posite of the factors that are involved in causing job satisfaction and job d。 the counselors had fotten their role of benevolent listeners and were attempting to do 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. But, alas, many of these programs, like all the others, do not seem to have lessened the pressure of demands to find out how to motivate workers. Hygiene VS Motivators Let me rephrase the perennial question this way: How do you install a generator in an employee? A brief review of my motivationhygiene theory 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 investigations, using a wide variety of populations(including some in the Communist countries)， have since been pleted, marking the original research one of the most replicated studies in the field of job attitudes. The finding of these studies, along with corroboration from many other investigations 蘇州大學(xué)本科生畢業(yè)論文 21 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 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。 it is the American way. The anization does not have to kick you。 there is no tangible evidence of an actual attack. Now, what does negative KITA acplish？ If I kick you in the rear (physically or psychologically), who is motivated? I am motivated。 and (3)since it is a physical attack, it directly stimulates the autonomic nervous system, and this often results in negative feedbackthe employee may just kick you in return. These factors give rise to certain taboos against negative physical KITA. In uncovering infinite sources of psychological vulnerabilities and the appropriate methods to play tunes on them, psychologists have e to the rescue of those who are no 蘇州大學(xué)本科生畢業(yè)論文 17 longer permitted to use negative physical KITA.” He took my rug away”。 A、非常不同意 B、比較不同意 C、不確定 D、比較同意 E、非常同意 如果找到其他薪資待遇更高的工作，我會辭職。 A、非常不同意 B、比較不同意 C、不確定 D、 比較同意 E、非常同意 1我發(fā)現(xiàn)很難與公司的同事合作，所以想換一家公司。 A、非常不同意 B、比較不同意 C、不確定 D、比較同意 E、非常同意 1我打算近期離職 蘇州大學(xué)本科生畢業(yè)論文 15 A、非常不同意 B、比較不同意 C、不確定 D、比較同意 E、非常同意 1我感覺我的工作業(yè)績得不到領(lǐng)導(dǎo)的認(rèn)可，所以