【正文】 ificant for an Indian. In India the results of the experiment were identical to those in the .. Therefore it is not a question of living standards. The conclusion of the two experiments is that if the task is plex the motivation uses must be intrinsic (within the employee) and if the task is simple the motivation uses must be extrinsic. But this conclusion is lacking applicability. It is hard to believe that an employee operating only on intrinsic motivation will perform tasks in the interest o a pany for a period of time. In order to prove this point of view we take a look at Malov`s theory.According to Maslow39。 it must be found by repeated tests.CONCLUSIONSThe results of a series of experiments conducted under controlled conditions are not always appropriate to be applied in practice, these experiments provide very important contributions, but they should be correlated with both existing theory and the issues identified in the panies. Gluxberg39。本文探討了多種激勵的效果，試圖確定它的最佳結(jié)構(gòu)。 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(chǔ)、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。這都是員工的積極性導(dǎo)致的，除此之外，充分地激勵對于公司有經(jīng)驗(yàn)的使用人才也十分重要。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). 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William H. Turnley,Daniel C. Relations . 2010 (7) 附錄附錄1外文文獻(xiàn)：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 p