【導(dǎo)讀】的研究工作及取得的研究成果。據(jù)我所知，除文中已經(jīng)注明引用。對(duì)本論文（設(shè)計(jì)）的研究做出重要貢獻(xiàn)的個(gè)人和集體，均已在文中作了明確說(shuō)明并表示謝意。交論文（設(shè)計(jì)）的電子版和紙質(zhì)版。贏利目的的少量復(fù)制并允許論文（設(shè)計(jì)）進(jìn)入學(xué)校圖書(shū)館被查閱。學(xué)校可以公布論文（設(shè)計(jì)）的全部或部分內(nèi)容。計(jì)）在解密后適用本規(guī)定。單等），文科類論文正文字?jǐn)?shù)不少于萬(wàn)字。1）文字通順，語(yǔ)言流暢，書(shū)寫(xiě)字跡工整，打印字體及大小符合要求，無(wú)錯(cuò)別字，紙應(yīng)符合國(guó)家技術(shù)標(biāo)準(zhǔn)規(guī)范。圖表整潔，布局合理，文字注釋必須使用工程字書(shū)。得了前所未有的發(fā)展，同時(shí)國(guó)家加大對(duì)自主創(chuàng)業(yè)及民營(yíng)企業(yè)的幫扶力度，企業(yè)經(jīng)濟(jì)的大幅度發(fā)展，許多新問(wèn)題不斷涌現(xiàn)，阻礙了企業(yè)發(fā)展的進(jìn)程，一切追根到底全是因?yàn)槠髽I(yè)在激勵(lì)機(jī)制方面存在著很大問(wèn)題。悲哀，所以對(duì)員工激勵(lì)機(jī)制存在問(wèn)題的分析研究迫切而重要。

　　

【正文】 is the provision of retirement plans. Employees derive an overall sense of longterm security with the knowledge that they are able to provide for themselves during their retirement years. The most popular and widely used employersponsored plan is the 401(k), in which the employer matches a portion of the employee’ s contribution. Companies that do not provide a matching contribution find themselves at a disadvantage in attracting, hiring and retaining the most qualified individuals. 山東科技大學(xué)泰山科技學(xué)院學(xué)生畢業(yè)設(shè)計(jì)（論文） 5 Finally, as a way to help with emotional and mental wellbeing, panies are providing employee assistance programs and counseling services. These programs provide psychological security through the use of qualified professionals who can be accessed through a confidential helpline (where employees call in to speak with trained counselors to help them with problems ranging from conflict and stress at the workplace to personality disorders and recovery from addiction) or facetoface meetings with trained counselors who can help employees cope with their emotional difficulties. 3. love/belonging needs The desire to love and to be loved is the third tier in Maslow’ s hierarchy and includes the need for affection and belonging. Individuals who are looking to satisfy their love/belonging needs are likely to join or continue working at a pany based on the relationships and social support mechanisms they have established or potentially expect to establish there. Two important sources of social support for employees include coworkers and bosses. Cohesive teams benefit employers as well as employees. Teams are able to produce synergy (output that is greater than the sum of all the individual parts). Thus, a pany can bee more efficient and develop new and creative ideas by allowing employees to collaborate and work in teams. This is a winwin situation for the pany since it also will help satisfy the belonging needs of its employees. Other programs that panies have implemented to meet the belonging need of employees are pany luncheons, banquets, retreats, panysponsored sports teams, clubs, mentoring and programs that allow employees to bring children and pets to work. In addition, open plan offices and break rooms where employees have opportunities to meet and interact with one another help satisfy belonging needs. 4. esteem need Maslow’ s esteem need includes the needs for responsibility, reputation, 山東科技大學(xué)泰山科技學(xué)院學(xué)生畢業(yè)設(shè)計(jì)（論文） 6 prestige, recognition and respect from others. These, in turn, lead to selfconfidence and strengthen an employee’ s motivation and productivity. Research has shown that lack of recognition from their direct supervisor is one of the main reasons employees leave their jobs. Receiving recognition and praise are fundamental motivators across all levels of employees. Recognition and praise help an individual know that people appreciate what that person has acplished. Again, selfconfidence is strengthened and motivation is created for continued hard work. A study conducted by G. Graham at the Barton School of Business at Wichita State University found that 63 percent of American workers ranked recognition as a meaningful incentive. Research also shows that many individuals will join or stay with a pany to satisfy their esteem needs through a sense of acplishment in their work. Employees like to feel that their work contributes to establishing a good reputation for them. To help foster these feelings, panies can implement many simple and costeffective programs. Providing business cards with the employee’ s name and title produces an emotional appeal, a sense of connection and pride in the anization. Many panies have started creating societies or prestigious groups that include the best technical professionals in order to keep their employees motivated. Ambitious employees want to feel challenged and have opportunities to advance. They want a defined work role with distinct career possibilities. For these employees, titles and promotions are important. In small panies, if there is no vertical ladder to climb, then panies need to delegate responsibilities to help their employees with career development and keep them engaged. 5. Selfactualization need The fifth and final tier of Maslow’s hierarchy is the need for selfactualization, which is the need for selffulfillment and to bee the best 山東科技大學(xué)泰山科技學(xué)院學(xué)生畢業(yè)設(shè)計(jì)（論文） 7 one is capable of being. Employees who significantly have satisfied the four lower needs now are looking to better themselves, those around them and the world as a whole. There is a sense that once these needs are engaged, they likely will bee stronger as they are fed and satisfied. Therefore, this layer within the hierarchy is used to inspire employees and to help them perform at their highest levels. One of the basic ways in which panies can help their employees begin to satisfy this need is to offer tuitionreimbursement programs and encourage enrollment in classes and courses related to their job responsibilities. Education assistance plans help employees keep pace with the everchanging work environment as well as provide valuable opportunities for personal and professional growth and development. Furthermore, employees will bring new skills back into the workplace that will add value to the pany. Another benefit is allowing a paid sabbatical, typically ranging from a few weeks to a few months, in which the employee can participate in a humanitarian cause or work toward a lifelong goal. R. Levering and M. Moskowitz in Fortune detail REI’ s practice of allowing a fourweek sabbatical after 15 years of service. Employees use the time to tackle an outdoor goal, such as climbing Mount Everest. Sabbaticals also are offered by most educational institutions to support faculty in devel