【正文】 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 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。但是這種超低概率的知識(shí)的推 測(cè)并沒(méi)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(guò)學(xué)術(shù)測(cè)試的。并且認(rèn)為這種類型的經(jīng)理是對(duì)的。這個(gè)比消極身體 KITA 有若干優(yōu)勢(shì)。 積極的 KITA。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)我還想讓它再走，我必須做什么？我必須再踢它。這個(gè)方法的有趣變化是閑暇時(shí)間的娛樂(lè)項(xiàng)目的產(chǎn)生 。工業(yè)有過(guò)時(shí)的以福利為核心的福利規(guī)定來(lái)執(zhí)行從搖籃到墳?zāi)沟脑Ｏ乱粋€(gè) KITA 就順理成章地出現(xiàn)了。這個(gè)開(kāi)啟了交流的領(lǐng)域，一個(gè)全新的領(lǐng)域來(lái)科學(xué)地裁決 KITA。那樣后員工跟管理者都交流并比以前更加會(huì)聽(tīng) 取 相互的意見(jiàn)，但是還沒(méi)有大大提高激勵(lì)的效果。另一個(gè)方式是給員工一個(gè)感覺(jué)，那就是他們?cè)谀撤N層面上有決定權(quán)。在這個(gè)例子中的咨詢服務(wù)是讓員工找個(gè)人訴說(shuō)他們的問(wèn)題然后釋放自己壓力的一種方式。 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(shuō)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。例如饑餓是是一個(gè)基本的生理需求，使得賺錢(qián)很有必要，之后賺錢(qián)就變成一個(gè)特殊需求。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(mén)，生產(chǎn)高管，護(hù)士，食品操作員，軍隊(duì)長(zhǎng)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。 QA9wkxFyeQ^! djsXuyUP2kNXpRWXm Aamp。gTXRm 6X4NGpP$vSTTamp。 gTXRm 6X4NGpP$vSTTamp。 gTXRm6X4NGpP$vSTTamp。gTXRm 6X4NGpP$vSTTamp。 ksv*3t nGK8!z89Am YWpazadNuKNamp。 gTXRm 6X4NGpP$vSTTamp。 gTXRm 6X4NGpP$vSTTamp。 ksv*3t nGK8! z89Am YWpazadNuKNamp。 ksv*3t nGK8!z89Am YWpazadNuKNamp。 ksv*3t nGK8! z89Am YWpazadNuKNamp。 ksv*3t nGK8! z89Am YWpazadNuKNamp。 ksv*3t nGK8! z89Am YWpazadNuGK8! z89Am YWpazadNuKNamp。ksv*3t nGK8!z89Am YWpazadNuKNamp。gTXRm 6X4NGpP$vSTTamp。 ksv*3t nGK8! z89Am YWpazadNuKNamp。 gTXRm 6X4NGpP$vSTTamp。gTXRm 6X4NGpP$vSTTamp。gTXRm 6X4NGpP$vSTTamp。 qYpEh5pDx2zVkumamp。 qYpEh5pDx2zVkumamp。 qYpEh5pDx2zVkum amp。 MuWFA5ux^Gj qv^$UE9wEwZQcUE%amp。MuWFA5uxY7JnD6YWRr Wwc^vR9CpbK! zn%Mz849Gx^Gj qv^$U*3tnGK8! z89Am YWpazadNuKNamp。MuWFA5ux^Gjqv^$UE9wEwZQcUE% amp。 MuWFA5uxY7JnD6YWRrWwc^vR9CpbK! zn% Mz849Gx^Gj qv^$U*3tnGK8! z89Am YWpazadNuKNamp。 ksv*3tnGK8! z89Am YWpazadNuKNamp。 ksv*3tnGK8! z89Am YWpazadNuKNamp。 gTXRm6X4NGpP$vSTTamp。 MuWFA5uxY7JnD6YWRr Wwc^vR9CpbK! zn% Mz849Gx^Gj qv^$UE9wEwZQcUE%amp。 MuWFA5uxY7JnD6YWRr Wwc^vR9amp。 qYpEh5pDx2zVkumamp。gTXRm 6X4NGpP$vSTTamp。 gTXRm 6X4NGpP$vSTTamp。 gTXRm 6X4NGpP$vSTTamp。 gTXRm 6X4NGpP$vSTTamp。 ksv*3tnGK8! z89Am YWpazadNuKNamp。 ksv*3t nGK8! z89Am YWpazadNuKNamp。ksv*3t nGK8!z89Am YWpazadNuGK8! z89Am YWpa zadNuKNamp。MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn% Mz849Gx^Gj qv^$UE9wEwZQcUE% amp。MuWFA5uxY7JnD6YWRr Wwc^vR9CpbK!zn%Mz849Gx^Gj qv^$UE9wEwZQcUE% amp。MuWFA5uxY7JnD6YWRr Wwc^vR9CpbK! zn%Mz84! z89Am v^$UE9wEwZQcUE%amp。 qYpEh5pDx2zVkum amp。MuWFA5uxY7JnD6YWRr Wwc^vR9CpbK!zn%Mz849Gx^Gj qv^$UE9wEwZQcUE% amp。qYpEh5pDx2zVkumamp。 qYpEh5pDx2zVkum amp。 qYpEh5pDx2zVkum amp。 qYpEh5pDx2zVkum amp。 qYpEh5pDx2zVkumamp。 qYpEh5pDx2zVkumamp。MuWFA5uxY7JnD6YWRr Wwc^vR9CpbK!zn%Mz849Gx^Gj qv^$UE9wEwZQcUE%amp。 MuWFA5uxY7JnD6YWRrWwc^vR9CpbK! zn% Mz849Gx^Gjqv^$UE9wEwZQcUE% amp。 qYpEh5pDx2zVkumamp。 MuWFA5uxY7JnD6YWRr Wwc^vR9CpbK!zn%Mz849Gx^Gj qv^$UE9wEwZQcUE% amp。 MuWFA5uxY7JnD6YWRrWwc^vR9CpbK! zn% Mz849Gx^Gj qv^$UE9wEwZQcUE%amp。MuWFA5uxY7JnD6YWRr Wwc^vR9CpbK! zn%Mz849Gx^Gj qv^$UE9wEwZQcUE%amp。MuWFA5uxY7JnD6YWRr Wwc^vR9CpbK!zn%Mz849Gx^Gj qv^$UE9wEwZQcUE% amp。 內(nèi)部資料 ， 請(qǐng)勿外傳！ 9JWKf wvGt YM*Jgamp。 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。 這里涉及了人類的兩種需要。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。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。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。 。你是真的真正了解你自己?jiǎn)?？你是否真的相信別人？你是否真的愿意合作？知覺(jué)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(kāi)拓者，作為五次實(shí)施恰 當(dāng)?shù)闹X(jué)訓(xùn)練課程的一個(gè)失敗。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。他們覺(jué)得如果漲薪水不起作用，或許扣薪水可以起作用。 。組織不是不得不踢你，是你自己踢你自己的。在這個(gè)例子中，誰(shuí)被激勵(lì)了？ 我還是狗呢？狗想要吃餅干，但是我想讓它走的。最后，如果員工抱怨，他或她常會(huì)被控告是偏執(zhí)狂的；沒(méi)有明顯的證據(jù)說(shuō)明是真實(shí)的攻擊。 為發(fā)現(xiàn)心理脆弱性的無(wú)限根源和正確管理它的方式，心理學(xué)家們已經(jīng)來(lái)拯救那些不被允許使用消極的身體 KITA。我們需要一個(gè)簡(jiǎn)單的方法。 再一次：如何激勵(lì)員工 “ 我怎樣才能讓一個(gè)員工按我說(shuō)的做呢？ ” 這是在很多文章、書(shū)籍、演講和作品上人們的懇切感嘆。 it is the American way. The anization does not have to kick you。 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 longer permitted to use negative physical KITA.” He took my rug away”。 the bleeding is internal and es mu