【導(dǎo)讀】從生產(chǎn)力和盈利征召和保留,正是勤勞,快樂(lè)的雇員導(dǎo)致勝利。員員工遠(yuǎn)不是一個(gè)精確的科學(xué)。很難發(fā)現(xiàn)有什么秘方,沒(méi)有一套計(jì)算,沒(méi)有工作表。事實(shí)上,動(dòng)機(jī)可作為個(gè)人作為雇員的工作給予。錢(qián)；也可能是追求個(gè)人聲譽(yù)做了出色的工作。她有股權(quán)的業(yè)務(wù)。到的東西，找到正確的方式給他們。在這里,我們已經(jīng)聚集了一些最優(yōu)秀和最有。趣的動(dòng)機(jī)，我們希望它們現(xiàn)在和以后也能激勵(lì)大家。理論核心是的集中需求,激勵(lì)人心。的過(guò)程，一層一層上升的過(guò)程。作為基本或低層次的需求得到滿(mǎn)足,高層次需求。馬斯洛首先頒發(fā)的五級(jí)層級(jí)需要理論在1942公布，1954正式被在《激。勵(lì)與個(gè)人》的雜志中出版。實(shí)行有利于保障員工的的福利。該層次要求組織滿(mǎn)足。它是渴望自尊并被尊重或承認(rèn)等。自尊的需要,表?yè)P(yáng)工人或?qū)λ麄兊墓ぷ鞅硎举澷p。從而達(dá)到激勵(lì)他們的目的。組織所有成員滿(mǎn)意。當(dāng)他們到達(dá)時(shí),麥克勞林在人群中,拋出的餡餅。期我可以了解每個(gè)人,”麥克勞林說(shuō)。

　　

【正文】 ccess in the new position. Also, you cannot fully uncover a person? s strengths without her input. Tap into what she discerns as her strengths by asking what she enjoys most, and why, and in what role she believes she? s of most value to the anization. Get coworkers? Thoughts As the business leader, you work with employees in different ways than they work with each other. ? Fertilize? your assessment about an employee? s strengths with coworkers? thoughts. A word of caution: This activity requires deft execution and should not be performed informally. Discussing an employee? s performance with other employees should never be done. However, implementing a 360degree feedback loop or sharing kudos and thankyou? s at staff meetings can provide insight into traits and behaviors that suit and benefit the entire team[5]. Look to history for clues If you find yourself mired in thoughts about an employee? s weaknesses, spend time concentrating on why you hired him, what his resume and references told you, and what your first impressions were. There were reasons you brought this person on board revisit those reasons to refresh your thinking about his strengths, contributions, and potential. 工商管理外文參考文獻(xiàn)譯文及原文和參考文獻(xiàn) Turn a weakness on its head Physicists know that every action has an equal and opposite reaction. Applied to employees, consider, ? What? s the opposite of this weakness?? to unearth possible strengths. For instance, if an employee inconsistently pletes projects that he developed in the first place, perhaps his strength is in generating ideas, not executing them. Allow the employee to testdrive a new role Maybe you? re seeing the employee in her specific role, yet more of her strengths would blossom in another role. Consider establishing a mini, internal internship program, in which employees shadow coworkers for a day to learn more about the roles and responsibilities available. This testdrive might spark new ideas about increased value from the employee, and allow you to see where a roleshift may make sense for the pany. Ensure that the ? internship? leads to valuable information for the pany and the individual. Set clear goals and intentions for the exercise, including ? What we want to know at the end of this exercise? Remember, this information is foodforthought, not customized counsel. The most effective interpersonal and anizational munication program is one that39。s been tailored to meet the unique needs of your Walters is the founder and Chief Vision amp。 Strategy Officer at Ivy Sea, Inc. in San Francisco, CA. 5 NonCash Incentives Winter Holiday Rewards The hectic winter holiday season is the time to show off a wellthoughtout reward strategy that helps yourworkforce stay motivated and focused. Holiday rewards aren39。 t just a good way to express gratitude, they are also good management strategies, saysAlex Hiam, author of Streetwise Motivating amp。 Rewarding Employees: New and Better Ways to Inspire YourPeople (Adams Media Corp.). Give the gift of understanding Since employees need a holiday break, why not encourage managers to take their place for an hour or a day? Besides being a nice gesture, it will give the managers a clearer understanding of their employees39。 jobs, so they can supervise better in the new year. Give gifts from the heart Encourage managers to write letters to employees39。 families telling about recent acplishments and how much they mean to the pany. Throw a party for 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。 your employees will be grateful all year long, according to Hiam. Give the spirit of the season a drawing. The winners receive the budget to make an improvement in the workplace. Give them the latitude to do what they need to incorporate ideas that improve their work processes and surroundings. Giving them the opportunity to innovate during the holidays can make a difference all year long. Help employees with the holiday rush Hand out catalogs (with a pany discount) so that employees can order gifts from work. Have a local store representative e to the office and offer gift suggestions as well as take gift orders. Leave boxes, ribbon, wrapping paper, tape and greeting cards at the front entrance for employees to take home. Hiram39。 s research shows that considerate management styles boost motivation, productivity and profit. Make charitable donations in employees39。 names Ask employees to identify their favorite causes so that you can personalize the effort[4]. Incentives for All Generations Incentives play an important role in motivating, rewarding, and energizing employees. One size fits all plans do not suit today39。s multigenerational workplace, which may span more than 50 years. Flexible work arrangements and other initiatives aimed at enhancing quality of life have universal appeal, but the definition of quality of life varies by generation. Mature Workers Born between 1930 and 1945, mature workers generally have had predictable career paths, worked hard for one or two panies, and moved up the ladder. They are characterized by loyalty to employers and are considered to be riskaverse and conformist. Make sure to value such employees for what they know, not just what they do. Several surveys by the American Association of Retired Persons have shown that workers in this category will work past retirement age if offered flexible schedules, parttime hours, and temporary employment. 工商管理外文參考文獻(xiàn)譯文及原文和參考文獻(xiàn) Baby Boomers Born between 1946 and 1963, this segment (the me generation) represents a majority of middle and upper management in most anizations. They grew u