優(yōu)化員工激勵(lì)(存儲版)
【正文】 every action they perform. When managers work sidebyside with their staff, they are viewed as a member of the team who understands the issues firsthand rather than someone considering same from an ivory tower mentality. Effective leaders recognize this distinction and lead through walkthewalk performance of positive examples. Successful work environments are characterized by open munication at all levels. Health care staff particularly need to feel empowered to provide a proper care environment. Besides the evident teambuilding and camaraderie associated with it, effective munication encourages such empowerment. Staff members expect managers to keep them informed about what is going on in their anization as well as plans for the future. Fear of the unknown is very real。 Benefits for Law Offices， 2020（ 4）： P7477 外文作者 Edgar D staren 原文 ： Optimizing Staff Motivation One of the most important yet difficult responsibilities of a leader in any anization is motivating staff. Doing so goes a long way toward ensuring a professionally healthy and productive work environment. Given the importance of this skill, those leaders who are not able to do so either put their anization at risk or are not likely to endure in their own position. It has been well recognized for some time that positive motivators work far better than negative ones。 they do, however, want to know that they are jumping in the right stadium. With such clarification there is little risk that staff will be unsure about how success is defined. In the rapidly changing work environment characteristic of the modern health care anization, job responsibilities are most often equally dynamic. While such an environment may provide an exciting challenge, it may also be confusing should the manager be less than effective in municating corresponding changes in expectations in a reliable manner. Even with welldefined goals and objectives, staff members invariably look to managers to measure their success. Effective managers recognize this and are clear on their opinions activities or outes. Particularly during the progress of any endeavor, forthright critique is essential in properly guiding staff toward a successful oute. When a project is pleted successfully, acknowledgement of a job well done goes a long way toward motivating a staff member. It is equally important to address poor performance. Poor performing staff may simply require better clarification of their responsibilities and what they are doing both wrong and right. They deserve a candid discussion with appropriate follow up on what the manager expects from them. On the other hand, the position and related tasks may not be within a staff member’s capabilities。 基本的職業(yè)期望，激勵(lì)員工 ??提供合理的補(bǔ)償 ??提供足夠的好處 ??工作相關(guān)的安全性能 ??安全工作條件 ??公平政策 /程序 動(dòng)機(jī)途徑優(yōu)化工作環(huán)境 ??工作基本到位的期望 ??利用激勵(lì)性補(bǔ)償 ??工作人員提供必要的工具 ??經(jīng)理展示適當(dāng)?shù)娜穗H行為 ??經(jīng)理 的 正面 效應(yīng) ??關(guān)系和組織，開放式 溝通 的特點(diǎn) 動(dòng)機(jī)途徑優(yōu)化的地位 ??租賃權(quán) ??職責(zé)明確界 定 ??提供清晰的反饋進(jìn)展情況定期 /成果 ??利用參與式管理 在工作場所的工作人員提供靈活性 /時(shí)間表 工作環(huán)境 假定有一個(gè)規(guī)定，有相當(dāng)數(shù)量的員工將在一個(gè)地方，以維持基準(zhǔn)水平的滿意度更不用說提供一個(gè)環(huán)境，給他們動(dòng)力。他們還認(rèn)為工作條件確保他們的安全 ,不受生理和心理傷害的自由。 激勵(lì)員工的工作環(huán)境組織資源人力和財(cái)力必須確保每一位新員工了解他或她的 工作。特別是在醫(yī)療保健組織中，產(chǎn)品是安全的， 提供 高品質(zhì) 更 重要。對未知的恐懼是非常真實(shí)的，知情的工作人員感到權(quán)力。 雇用合適的人也有事半功倍的效果。 在迅速變化的工作在現(xiàn)代醫(yī)療保健組織環(huán)境的特點(diǎn)，工作職責(zé)是最經(jīng)常同樣的動(dòng)力。他們應(yīng)該有適當(dāng)?shù)暮罄m(xù)和坦率的討論什么的經(jīng)理從他們的期
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