【正文】 激勵(lì)理論是業(yè)績(jī)?cè)u(píng)價(jià)理論的重要依據(jù)，它說明了為什么業(yè)績(jī)?cè)u(píng)價(jià)能夠促進(jìn)組織業(yè)績(jī)的提高，以及什么樣的業(yè)績(jī)?cè)u(píng)價(jià)機(jī)制才能夠促進(jìn)業(yè)績(jī)的提高。為此我們分析了一家公司，在保持物力、財(cái)力不變的同時(shí)，運(yùn)用不同方法激勵(lì)員工，然后分析這家公司的績(jī)效，以此來分析每種激勵(lì)方式對(duì)公司績(jī)效的影響。目前，大多數(shù)企業(yè)都有招聘合格員工的經(jīng)驗(yàn)，但是他們中的一大部分不能完全旅行這個(gè)標(biāo)準(zhǔn)。s experiments have made very important contributions on forms of motivation that should be applied in modern society. But, the solutions given by his experiments, can`t be applied in practice, they are not taking into account all the factors that act on an employee. If his conclusions are related to existing theory they bee feasible, consequently, suited to the situation found in panies. Managers must take into account the situation of employees, the needs that they show (placing them on a certain level of Maslow39。s theory, it takes on a new dimension that can have great practical utility.STUDY CASETo demonstrate the functionality of the above principles, we conducted a study on a pany with 60 employees. We chose a pany that has two divisions: automotive service (35 staff) and an auto sales (25 employees), the choice was based on the consideration that the service division performs tasks does not require much cognitive and creative functions (vehicle diagnoses being provided by a puter, other operations being described by the vehicle service manual), and the sales unit witch perform opposite task, they must be very creative in direct marketing, addressing customers so as to persuade them to opt for products distributed by the pany. Another consideration on which this pany was chosen is the forms of motivation applied. In table 1 these forms of motivation are enumerated.It is worth mentioning that the pany allocates similar resources for the two forms of motivation (graph 3).Within this pany a survey was conducted among all employees, trying to determine the effectiveness of various forms of motivation. Employees were applied a questionnaire which contained several questions, one section include a list of all forms of motivation applies, they were asked to tick a degree of effectiveness for etch one, from their point of view. The results of this query support Gluxberg theory, the employees from the sales department have agreed intrinsic motivation is more effective than extrinsic motivation, while those in the service department had a reverse reaction.If we were to relate only to Gluxberg`s theory the general motivation of employees from this pany should be low, due to the fact that this pany applies the two forms of motivation equally. But the same survey also had a section to quantify the overall motivation of employees (graph 4).As shown, Gluxberg`s theory is not valid in practice. The experiment studied motivation isolated from other factors. If we were to relate the conclusions derived from overlapping Gluxberg with Maslow39。s pyramid individuals will be motivated in the first phase of basic needs (needs such as food, clothing, security), those on the first two levels of his pyramid. Only after these two needs will be satisfied they can advance. In an attempt to meet these two basic needs, individuals will be attracted to extrinsic motivations. Later, after satisfying the first two levels, they will advance. Only in this second phase they will present a greater openness to intrinsic motivation. It is worth mentioning that in this second phase they will have to maintain the first two needs at an optimum level of satisfaction, therefore they will maintain a certain sensibility to extrinsic motivation (Maslow A., 1970). Gluxberg used in the experiment subjects, who most likely had past the first three levels of the pyramid, therefore they were not affected by strong constraints such as lack of food or security.If we were to superpose the two theories, that of Maslow and Gluxberg we get a more plex scenario, which would be more realistic. Individuals in the first phase will be very sensitive to extrinsic motivations, once these needs on the first level of Maslow39。也由于本人知識(shí)和能力有限，所以建立的模型及提出的改進(jìn)建議還比較簡(jiǎn)單，而且還沒有經(jīng)過實(shí)踐的檢驗(yàn)，其可行性和有效性還有待證實(shí)。第二，為了解決上述問題，筆者認(rèn)為通過培訓(xùn)提升員工對(duì)企業(yè)文化認(rèn)知程度建立完善的薪酬、績(jī)效體系，重視員工發(fā)展前途，提供晉升空間，從而提高員工對(duì)工作的滿意度，更加努力工作。其次，實(shí)證研究：用查閱資料、訪談、發(fā)放調(diào)查問卷等方法，掌握懷柔上島咖啡食品公司的相關(guān)資料，并對(duì)該公司的員工激勵(lì)現(xiàn)狀進(jìn)行調(diào)研設(shè)計(jì)和實(shí)施，然后進(jìn)行調(diào)研結(jié)果統(tǒng)計(jì)分析，運(yùn)用定性分析、歸納等方法對(duì)數(shù)據(jù)處理與結(jié)果進(jìn)行分析，提煉出懷柔上島咖啡食品公司員工激勵(lì)的主要問題，并作出結(jié)果分析相關(guān)建議。要解決我國經(jīng)濟(jì)改革中的激勵(lì)問題，應(yīng)借鑒其研究方法去分析解決我們的實(shí)際問題，并力爭(zhēng)理論方法上有所突破。增加橫向發(fā)展通道，一方面，拓寬了員工的職業(yè)晉升通道，緩解了“只有一條木橋”的問題；根據(jù)圖41 ，懷柔上島咖啡可以參考圖中店員分級(jí)與晉升流程設(shè)置本公司晉升機(jī)制。 給予員工個(gè)人發(fā)展的空間 完善崗位制度，建立公平競(jìng)爭(zhēng)機(jī)制目前上島咖啡最應(yīng)該做的事完善崗位制度，建立公平的競(jìng)爭(zhēng)機(jī)制，同時(shí)對(duì)骨干員工、重要崗位員工，要舍得付高薪，即使高出其他崗位較多也無所謂，要拉大崗位水平，只有這樣才可能留住核心員工，普通員工流失隨時(shí)可以找來，但重要的核心員工一旦流失，因?yàn)閱T工知道只要有付出就有回報(bào)，于是在以后的工作中將會(huì)更加賣力。 建立和實(shí)施多跑道、多層次激勵(lì)機(jī)制在學(xué)習(xí)馬斯洛的需求理論基礎(chǔ)后，我們明白薪酬激勵(lì)應(yīng)根據(jù)不同的服務(wù)人員采取不同的獎(jiǎng)勵(lì)，滿足服務(wù)人員在不同時(shí)期的不同需求。 建立完善的薪酬、績(jī)效體系 完善薪酬體系完善薪酬體系，根將定薪定崗跨度再細(xì)分，以公司上年利潤為定薪定崗基礎(chǔ)，多分幾個(gè)等級(jí)，讓基層服務(wù)人員增加積極性，向更高的等級(jí)付出努力，這樣會(huì)有效的降低“高不成、低不就”的情緒，從而讓服務(wù)人員有成就感和更加努力的工作態(tài)度，懷柔上島咖啡可以按照41圖中所列薪酬項(xiàng)目設(shè)置薪酬體系見表41。人是社會(huì)性動(dòng)物，環(huán)境對(duì)人的影響力是巨大的。 企業(yè)文化構(gòu)建應(yīng)遵從人性化原則尊重人才, 意味著人才不僅是工作的伙伴, 還是生活中的朋友, 彼此之間在人格上是同等的；也意味著工作本身不是強(qiáng)迫經(jīng)理人必須服從。很容易看出是因?yàn)楣緝?nèi)部發(fā)展空間小導(dǎo)致員工缺乏熱情，從32中可以看出目前員工對(duì)崗位晉升的期望情況不容樂觀見圖31。這樣的間接性薪酬并不能讓大多數(shù)員工由工作本身而獲得滿足感。 績(jī)效薪酬與績(jī)效評(píng)估脫鉤懷柔上島咖啡薪酬機(jī)制存在不足，很大一方面表現(xiàn)在績(jī)效與薪酬脫鉤，企業(yè)的這種制度并沒有考慮到普通員工的心理狀態(tài)，它會(huì)影響員工的工作積極性，每天員工會(huì)花費(fèi)更多的時(shí)間去考慮如何討好上司以實(shí)現(xiàn)快速晉升，卻沒有心思去創(chuàng)造業(yè)績(jī)，提高自身能力，也就助長(zhǎng)了不良風(fēng)氣，最終影響公司效益。正確有效的激勵(lì)制度應(yīng)是該建立在按勞取酬基礎(chǔ)上的，“平均主義”或者“吃大鍋飯”都會(huì)對(duì)員工的工作積極性造成影響。對(duì)員工群體的差異性照顧不足，一些員工不能理解公司文化，甚至對(duì)公司文化甚少了解，對(duì)其發(fā)展和工作將會(huì)產(chǎn)生消極影響。 懷柔上島咖啡食品公司公司是新成立的，所以很多規(guī)章制度都沒有制定好，比如上下班打卡制度和遲到早退等，時(shí)間制定存在一定問題。通常培訓(xùn)都是采取課堂講授的方法，按照教案，按部就班的填充到學(xué)員的大腦里，浮于形式，“我叫你聽”，極少考慮到學(xué)員自身情況及特點(diǎn)。通過調(diào)查發(fā)現(xiàn)員工對(duì)培訓(xùn)掌握程度較高，大部分員工認(rèn)為幾乎全部掌握和掌握大部分培訓(xùn)的知識(shí)，但是在培訓(xùn)幫助如何問題上，員工的回答卻幾乎呈正態(tài)分布，認(rèn)為比較有幫助和比較沒幫助的占了絕大多數(shù)。咨詢法作為確定培訓(xùn)需求分析的方法之一被廣泛使用，但是僅僅使用咨詢法很難得到正確的培訓(xùn)需求，在確定培訓(xùn)需求的方法上，應(yīng)當(dāng)加以改進(jìn)。但是這就造成一個(gè)問題，很多地區(qū)的工資比較低，并不能完全的拆開成4部分，造成員工的困惑。 薪酬制度和績(jī)效考核方面公司的工資結(jié)構(gòu)是由4個(gè)部分組成，分別是基本工資、崗位工資、加班津貼、全勤獎(jiǎng)。 在物質(zhì)層文化建設(shè)中，沒有將以人為本的環(huán)境刷新工程落實(shí)到位。表21 懷柔上島咖啡食品有限公司員工情況表學(xué)歷人數(shù)（人）本科10大專35中專5高中及以下52年齡（歲）人數(shù)（人）18255326353936及以上10性別人數(shù)（人）男性27女性75 公司員工激勵(lì)機(jī)制現(xiàn)狀 企業(yè)文化方面 在精神層文化建設(shè)中，以人為本的企業(yè)文化理念體系不完整，沒有充分挖掘企業(yè)在多年的發(fā)展中所形成的精神內(nèi)涵，不能體現(xiàn)廣大員工的思想和愿望，增強(qiáng)認(rèn)可度較差。分店員工總共有72名員工，都是高中以下學(xué)歷，因?yàn)槭菭I業(yè)員，所以對(duì)于學(xué)歷的要求并不會(huì)太高，但是10名店長(zhǎng)以及出納都是大專學(xué)歷，因?yàn)樗麄円芾淼昝妫獡碛幸欢ǖ墓芾碇R(shí)。上島咖啡于1997年在中國海南成立第一家大陸分店，