【正文】 ind of activity is helpful to the training success, it besides training content, but also pays great attention to the training knowledge and the skill which it 、Appraisal and track(1)Appraises training to plan the successful basis: Respondedrecording study to trains the direct knowledgebeforehand afterwards tests using the feedback tool determined the study actually learns behaviorpay attention to being in charge of the valuation to the achievement effect working after the learner receives is surveys trainers to utilize the new skill and the new knowledge ability one kind of tool in the determination work achievements enhance degree, and value the achievement effect needing to Training and study From essentially looked that, training is one kind of study , in order to train the employees effectively must grasp knowledge studying in connection with human being Here are some suggestion based on the study significance material are easier to understanding and training beginning, introduced the pertinent data to trainers the overall situation, let them understand the situation of the entire study 、When introduction material, it is best to use the different example which trainers is familiar 、Order the organization material according to the logical, and enable each constituent all to have the the terminology and the concept as far as possible which trainers knew very well, use the audiovisual as far as 、Guarantee the easy degree of new knowledge transport from the place to the operational site transformation.第二篇：員工培訓(xùn)外文文獻(xiàn)綜述第 1 頁目錄Literature Research...............................2外文文獻(xiàn)翻譯..........................…………………….5Literature ResearchEmployee training needs theoretical guidance of staff training in the theoretical understanding ofambiguity, will lead to blindness guiding theory of employee training, with the production technology, expansion of business scale and gradually , scientific management and staff skills trainingThe late 19th century, early 20th century, the United States such as Taylor and Gilbreth first to emphasize the importance of is the father of scientific management theory, and his major works include “piecework” system, “Plant Management”, “scientific management principles and methods”, “scientificmanagement” and so the results of his theory first time in history of science from the experience found that the main reason for low productivity workers are lack of training, Without the correct operation method and application of tools, so he carried a lot of tests in the also studied tools, machinery, materials and standardization of the work environment, and the basis of these findings to develop morescientific work day fixed, and the pletion of these fixed, standardized also shoot video with the method of recording and analyzing the operation of the workers movement, to find the best reasonable action to improve time they are through the use of research, action research methods to made standard operating method, according to this standard method to train said: firstclass workers are not fall from the sky, is trained by scientific training, and in the past, the training is his thing, by their own plans, their implementation, and now, training is something the factory, the specialized agencies and staff, to make standardized tools and standardized methods of operation plete control by the workers, it must be systematic, scientific training, we must take the workers one by one by a qualified teacher, with the new operating practices to train until the workers are able to continuously and used to operate in accordance with scientific rules(“Principles of Scientific Management”).Taylor and Gilbreth and others from the research can be seen, with their emphasis on training is the training of staff operating , behavioral science theory and the attitude of staff trainingScientific management theories that focus on aspects of the production process, the human body as a machine accessories, aroused strong resentment among the workers, so some scholars began to physiology, psychology, sociology and so starting to study the human enterprise work motivation, emotion, behavior and the relationship between work and so on, so how in accordance with the laws of human psychological development to stimulate their enthusiasm and creativity of the behavioral sciences is of the 20th century, the United States in the Western Electric Company psychologist Mayo39。(3)the feeling of belonging。(3)personalized tool to helpcustomize the management of personnel within the organization specific knowledge resources required to improve the efficiency of work and study, and to facilitate personal knowledge of knowledge economy, knowledge to the average 5year aging cycle for each individual business, only continuous learning, innovation is the only way out, a lot of business decisionmakers are concerned about whether their pany has such a 39。一、科學(xué)管理與員工技能培訓(xùn)19世紀(jì)末、20世紀(jì)初，美國的泰羅和吉爾布雷斯等最先強(qiáng)調(diào)培訓(xùn)的重要意義。他還對工具、機(jī)器、材料和工作環(huán)境進(jìn)行標(biāo)準(zhǔn)化研究，并根據(jù)這些研究成果制定出每日比較科學(xué)的工作定額，及完成這些定額的標(biāo)準(zhǔn)化工具。由泰羅和吉爾布雷斯等人的研究可以看出，他們所強(qiáng)調(diào)的培訓(xùn)是對員工操作技能的培訓(xùn)。1943年，美國心理學(xué)家馬斯洛提出著名“需求層次理論”認(rèn)為：人的需求可以分為五個(gè)層次：(1)生理需要；(2)安全需要；(3)歸宿感；(4)受人尊重；(5)自我實(shí)現(xiàn)。注重培養(yǎng)員工正確的價(jià)值觀、企業(yè)理念、積極的工作生活態(tài)度、良好的生活習(xí)慣以及較高的追求目標(biāo)。與知識經(jīng)濟(jì)時(shí)代相對應(yīng)的管理理論是知識管理，知識管理是一門對機(jī)構(gòu)信息和知識資源進(jìn)行系統(tǒng)化管理的科學(xué)。圣吉的《第五項(xiàng)修煉》一書中強(qiáng)調(diào)：“只有不斷學(xué)習(xí)的企業(yè)才有競爭力”，“你必須比你的競爭對手學(xué)習(xí)的更快”。因，在知識管理時(shí)代，企業(yè)員工培訓(xùn)的重點(diǎn)是學(xué)習(xí)能力和創(chuàng)新能力的培訓(xùn)，培訓(xùn)的最終目的是要形成一種自上至下的全員學(xué)習(xí)型文化。行為科學(xué)認(rèn)為人的動(dòng)機(jī)來自需要，由需要確定人們的行為目標(biāo)，激勵(lì)則作用于人內(nèi)心活動(dòng)，激發(fā)，驅(qū)動(dòng)和強(qiáng)化人的行為。二、國外研究現(xiàn)狀國外對于激勵(lì)理論有了大量的研究并獲得了豐碩的成果。1 內(nèi)容型激勵(lì)理論 奠瑞的人類人格理論這種理論認(rèn)為，在面臨著動(dòng)態(tài)且不斷變化的環(huán)境時(shí)，人們都是自適應(yīng)的。馬斯洛認(rèn)為人的需要可以劃分為五個(gè)層次，從低到高依次為生理需要，安全需要，社交需要，尊熏需要，自我實(shí)現(xiàn)需要，且這五個(gè)層次的順序，對每個(gè)人都是相同的。即保健因素和激勵(lì)因素。A 亞當(dāng)斯的公平理論美國心理學(xué)家亞當(dāng)斯()對員工受激勵(lì)程度的大小與他人之間的關(guān)系進(jìn)行研究，并在《工人關(guān)于工資不公平的內(nèi)心沖突同其生產(chǎn)率的關(guān)系》(1962年與羅森合寫)，《工資不公平對工作質(zhì)量的影響》等等著作中提出來了公平理論的觀點(diǎn)。該理論主張對激勵(lì)進(jìn)行針對性的刺激，只看重員工的行為及其結(jié)果之間的關(guān)系，而不是突出激勵(lì)的內(nèi)容和過程。韓大勇，顧建平，林彬等都對知識型員工員工的激勵(lì)進(jìn)行了研究，韓大勇提出了小滿意創(chuàng)造大收益的觀點(diǎn)。蘇偉倫通過對企業(yè)的實(shí)踐研究總結(jié)出了8類激勵(lì)員工的方法。她的論點(diǎn)是：在為經(jīng)營者人力資本“高價(jià)值”，所以需要對經(jīng)營者進(jìn)行“高激勵(lì)”，對經(jīng)營者的“高激勵(lì)”才能體現(xiàn)經(jīng)營者人力資本“高價(jià)值”。現(xiàn)在當(dāng)務(wù)之急應(yīng)該是結(jié)合實(shí)際情況，系統(tǒng)總結(jié)國內(nèi)外的研究成果和新動(dòng)向,形成我們自己的激勵(lì)理論,更好地為各種組織