【正文】 獲得好業(yè)績會(huì)希望能聽取我們這些新工人的需求。 （ 4）有形獎(jiǎng)勵(lì)。雖然他們可能犯下盲目忠誠公司的詛咒，但是，這一集團(tuán)的人們，他們尋求刺激和挑戰(zhàn)的環(huán)境 .。因此，我們可以提供彈性工作時(shí)間，兼職的時(shí)間，以及臨時(shí)就業(yè)等，他們都很積極的參加。不同的一代有不同的看法，我們要使我們的激勵(lì)適應(yīng)不同的各代人的需求。 給他們機(jī) 工商管理外文參考文獻(xiàn)譯文及原文和參考文獻(xiàn) 會(huì)，創(chuàng)新性的讓他們一年四季可以有休假的機(jī)會(huì)。這樣，你的員工會(huì)非常感激一年四季為你努力工作。最有效的人際關(guān)系和組織溝通的程序就是為了適應(yīng)不同員工的特殊需要和專長。 找出他們當(dāng)前的弱點(diǎn) 物理學(xué)者知道每個(gè)行動(dòng)有一個(gè)對(duì)手和相對(duì)事物反應(yīng)。你如何評(píng)價(jià)一個(gè)員工 ? 如何協(xié)調(diào)員工 ? 靠的就是你的思想。這樣做具體的好處是什么？好處是兩方面 :雇員知道什么行為是最珍貴的 ,并幫你把你的想法從想象變成現(xiàn)實(shí)。這一做法得到企業(yè)領(lǐng)導(dǎo)人餓支持并提高集團(tuán)的業(yè)績 ,充分反映了企業(yè)領(lǐng)導(dǎo)者的智慧。 隨后而來的世界貿(mào)易中心的攻擊 . 麥克勞林雖然一直耿耿于懷如何扭轉(zhuǎn)公司中員工濫用公共資源的習(xí)慣 ,他還沒有采取行動(dòng)?！薄霸缙谖铱梢粤私饷總€(gè)人 , ”麥克勞林說。 10分鐘后 ,燈光閃一次，所有人再次恢復(fù)工作。城堡軟件的總裁肖恩廚房里手表作為他套著牛奶和餅干放在桌上?！笨导{有一本“心理筆記”就用于收集跟員工有關(guān)的個(gè)人信息 ,再把它變成適合參考，實(shí)行一對(duì)一管理。收集有關(guān)個(gè)人的信息 ,把它變成適合參考 ,是天經(jīng)地義的事 ,以便一對(duì)一管理。 第四級(jí)自尊需要。 第一級(jí) 生理需求是人類最基本的需要。激勵(lì)的兩項(xiàng)主要方法是動(dòng)機(jī)的內(nèi)容與過程 . 動(dòng)機(jī)的內(nèi)容重點(diǎn)放在假設(shè)個(gè)人的動(dòng)機(jī)是為了滿足內(nèi)在需要。很難發(fā)現(xiàn)有什么秘方 ,沒有一套計(jì)算 ,沒有工作表填寫。 事實(shí)上 ,動(dòng)機(jī)可作為個(gè)人作為雇員的工作給予。理論核心是的集中需求 ,激勵(lì)人心。它們包括食物 ,水和安慰。它是渴望自尊并被尊重或承認(rèn)等。目前，公司正采取這一概念管理自己的員工 .林達(dá)康納是一名著名編輯。一顆種子種在 1993 年由羅杰斯開始，從那時(shí)以來 ,成長為偉大的 橡樹—— 客戶 杰斯任期內(nèi)流行開來。 在 Eze 城堡軟件的廚房中站立 ,作為他的程序師之一的運(yùn)行長肖恩手表在一張桌子上設(shè)定牛奶和餅干。這就是發(fā)生在城堡軟件公司波士頓辦事處的 90 個(gè)人的故事。 “ 不過 ,最討厭的是 ,他的新雇員的表現(xiàn)告訴他的是大型公司的疏漏 ,而不是與創(chuàng)業(yè)者節(jié)儉 .。他說 ,九一一事件 ,以及 什么是我的優(yōu)先目標(biāo) 的思想情緒影響下 , 這這樣的一種環(huán)境 ,很容易讓我開始變 的思維產(chǎn)生了。 許多流行的評(píng)價(jià)方法 ,如對(duì)表現(xiàn)的評(píng)語 ,過分側(cè)重于找出業(yè)績的不佳或軟弱。其次，通過激勵(lì)，員工會(huì)更加努力提升自己，發(fā)揮潛力。你可以通過個(gè)性化的激勵(lì)方式去告訴員工你的思想。我們要做的是判斷這項(xiàng)工作是否適用于職員。 5 非現(xiàn)金獎(jiǎng)勵(lì) 冬季度假獎(jiǎng)勵(lì) 忙碌冬季節(jié)日的時(shí)候 ,你必須為員工而深思熟慮一個(gè)的獎(jiǎng)賞戰(zhàn)略 ,旨在幫助他們降低壓力，鼓舞動(dòng)機(jī)和集中斗志。 給予精神的鼓舞 “各地的冬至 ,輕水平低 ,常常有清爽的心情。 幫助職員解決假日匆促 給予職工工作目錄 (與公司優(yōu)惠 ) ，以便職員能獲得來自工作的更多快樂。 把握成熟勞動(dòng)者需要的激勵(lì) 1930 年至 1945 年出生的人他們現(xiàn)在已經(jīng)是社會(huì)上成熟的勞動(dòng)者。 務(wù)規(guī)劃、靈活的退休選擇、許多人也想選擇的傳統(tǒng)的退休生活。 （ 1）彈性工作時(shí)間安排。 雇主應(yīng)該在他們最成功的時(shí)刻提供他們具體的有形的獎(jiǎng)勵(lì)。 挑戰(zhàn) 挑戰(zhàn)以便保留有價(jià)值的員工，并鼓勵(lì)員工做出優(yōu)秀的表現(xiàn)，公司在這里必須提供獎(jiǎng)勵(lì)辦法和補(bǔ)償計(jì)劃切合這一代的員工。s full potential. The supervisor can help fulfill selfactualization needs by assigning tasks that challenge employees39。re treated by the pany.Every time I meet an employee or I hear about a meeting someone else has had, I take mental notes. In its 2020 survey, the Society for Human Resource Management includes a seemingly exhaustive list of 160 benefits ranging from prepaid funerals to icecream socials. Onetoonemanagement panies, in responding to individuals39。re 工商管理外文參考文獻(xiàn)譯文及原文和參考文獻(xiàn) going to have to start treating employees the way we treat customers. The grapevine about which panies are good to work for is much stronger than it used to be. Onetoonemanagement panies are run in a timely inversion of John Adams39。s transformation began last year, when McLaughlin realized to his chagrin that his once small and collegial pany had because of accelerated growth begun acting like a large corporation. His employees no longer knew one another, and he himself was increasingly vague about who some of the new faces were. In the early days I could get to know everyone, says McLaughlin. However, the CEO was most annoyed by the fact that his employees both old and new were beginning to behave with largepany sloppiness rather than with startup frugality. Back when we were small, if someone sent a FedEx, we all knew how much that was costing the pany, McLaughlin says. He recalls noticing that things were changing when one employee approved paying a contractor $100 a month to water the pany39。s where another kindergarten institution, the milkandcookies breaks, came in. I wanted to build relationships among the employees, to make them feel more pany morale, he says. Rather than posting an actual wheel in the office, McLaughlin had chief operating officer Tom Gavin post the tasks and the names of the employees who were responsible for them on the pany intra and on a board in the kitchen. There are eight tasks in all: stocking the kitchen with food and drinks, cleaning and anizing the dishes, maintaining the supply closet, sorting and distributing the mail, tidying the kitchen, overseeing the reception area, arranging and setting up the snack breaks, and acting as ombudsperson. Each employee (plus a backup) is assigned a particular task for a week. Any disputes or questions go to the ombudsperson, who also handles miscellaneous tasks, such as changing lightbulbs and fixing the printer. 4 To Uncover Employee Potential People designated as leaders because of their actions, rather than title alone, know that their success is measured by the success of their employees. Such leaders know that if they foster an inhospitable environment, then only the hardiest of employees will flourish. The most skillful leaders uncover and help nurture individuals? potential, using missteps or mistakes as opportunities to augment and build on strengths. This approach elevates the performance of the group, and also supports and reflects well on the leader. Many popular evaluation methods, such as performance reviews, focus too heavily on identifying areas of low performance or weakness. Concentrating on these weaknesses, without also highlighting strengths and emphasizing how weak areas might be strengthened, may result in a selffulfilling prophecy: you build a poor image of the employee and he consequently performs ? down to? his potential. It can also lead to wasted resources, and you? ll end up getting a minimal level of performance from an employee with star potential. Results of underexpecting the performance potential of employees include low morale, unsatisfactory performance, and higher degrees of employee turnover. In fact, many surveys suggest that employees often leave a pany not because of dissatisfaction with the pany or work itself, but because of poor relationships with a manager and/or unpleasant interpersonal issues[6]. So the question remains: How can you unearth and nurture your employees39。 children. Give the gift of time Free time around the holidays is especially valuable. Even if your business increases during the holidays, arrange for flextime。 s research shows that considerate management styles boost motivation, producti