【正文】 員工重要的社會(huì)保障來(lái)源于同事和老板。渴望愛(ài)與被愛(ài)在馬斯洛需求層次的第三層，包括感情需求和歸屬感。最后,為了有助于情緒和精神健康,公司主要提供雇員援助項(xiàng)目和咨詢服務(wù)。最受歡迎和廣泛應(yīng)用的雇主贊助計(jì)劃是401(k),其中用人單位匹配一部分員工的貢獻(xiàn)。用來(lái)滿足安全要求的另一個(gè)主要部分是提供退休計(jì)劃?，F(xiàn)在,預(yù)計(jì)公司將健康保險(xiǎn)擴(kuò)展到員工的家庭成員。根據(jù)來(lái)自學(xué)報(bào) EBRI的J. MacDonald一項(xiàng)研究表明，美國(guó)的公司于2005年在健康福利上花費(fèi)了5965億元。生理需要,如工資是用于提供一個(gè)安全的地方住,一個(gè)基本的需要。此外,雇員通過(guò)額外的假期時(shí)間,假期休息日尋求更大的平衡從而幫助他們享受工作之外的生活，生活中有更多的平衡并且回到工作的地方時(shí)有更大的生產(chǎn)力。大部分招聘人員對(duì)工作與生活的平衡的考慮比五或十年前更多。越來(lái)越多的員工正在考慮將平衡工作與生活作為一種他們決定是否在一個(gè)公司工作的重要的目標(biāo)和潛在指標(biāo)。另一個(gè)員工福利是公司提供健康工作與生活的平衡變得原來(lái)越重要。公司提供的其他優(yōu)厚待遇(補(bǔ)助),包括洗車，洗衣房和干洗設(shè)備，現(xiàn)場(chǎng)體育館、健身課程、按摩和有折扣的公司產(chǎn)品。許多公司都為其雇員提供免費(fèi)的食物使他們滿意這個(gè)水平從而能夠更充分地在自己的工作崗位上從事活動(dòng)。清潔和清新的空氣呼吸和符合人體工學(xué)的工作空間及鍵盤和鼠標(biāo)可以幫助員工不分心,并且保持他們的動(dòng)力。一個(gè)人賺的的工資、薪金可以獲得食物、衣服和住的地方。許多人在考慮一份工作的時(shí)候會(huì)列出薪水最重要的因素之一。在這一范疇的提出的最明顯的動(dòng)機(jī)項(xiàng)目是貨幣補(bǔ)償,包括工資、薪金、獎(jiǎng)金、股票期權(quán)和退休計(jì)劃。馬斯洛的生理需要定義是最基本的。本質(zhì)上一旦需要已經(jīng)滿足,它就不再是一種動(dòng)力。根據(jù)馬斯洛,每個(gè)人渴望發(fā)展到一個(gè)新的層次的這種需求需要被大大滿足。A. Kinicki and R. Kreitner他們的書中提到組織行為學(xué)中,識(shí)別并定義了馬斯洛的層次構(gòu)成的5個(gè)基本的人類需求。馬斯洛的需求層次的基本理論之一是個(gè)人的動(dòng)機(jī)。馬斯洛的需求層次理論可以作為一個(gè)框架來(lái)確定各種能夠提供滿足員工需求的利益團(tuán)體，從而反過(guò)來(lái)增加收入減少費(fèi)用。在平衡貨幣(外在)和非貨幣(內(nèi)在)的獎(jiǎng)勵(lì)中,公司使用不同的激勵(lì)因素,從競(jìng)爭(zhēng)貨幣補(bǔ)償和健康保險(xiǎn)到禮賓服務(wù)和午睡時(shí)間。針對(duì)這一需求,雇主都在思考如何滿足雇員外在的金融水平以及內(nèi)在的心理的水平。最近的一項(xiàng)調(diào)查表明,工資只占影響工作滿意度的20%的。激勵(lì)員工努力工作,創(chuàng)造更高品質(zhì)和更大量的工作,使其更多地從事組織公民行為,而不會(huì)離開(kāi)該組織尋找更好的機(jī)會(huì)。 however, the following year spending on wages fell to 81 percent. In balancing monetary (extrinsic) and nonmonetary (intrinsic) incentives, panies use diverse motivators ranging from petitive monetary pensation and health insurance packages to concierge services and nap times. The continuous endeavor is to be creative in designing a benefits package that attracts and retains quality employees.The theory of Maslow’s hierarchy of needs can be used as a framework to identify the various benefits organizations can offer to satisfy their employees’ needs and, in turn, increase revenues and reduce expenses. Psychology professor Abraham Maslow’s theory, proposed in 1943, identifies the five basic human needs that underlie all human activity.Fundamental behaviorMaslow’s hierarchy of needs is one of the fundamental theories of personal motivation. The theory can help organizations design programs to motivate their employees, retain employee loyalty, reduce turnover, recruit quality individuals and ultimately increase productivity and net ine. A. Kinicki and R. Kreitner, in their book Organizational Behavior, identify and define the five basic human needs that prise Maslow’s hierarchy. The five human needs, presented in hierarchical order from the most basic to the most advanced, are physiological, safety, love/belonging, esteem and selfactualization.According to Maslow, each need has to be satisfied substantially in order for an individual to progress to the next level. Managers are able to motivate their employees by providing rewards that help satisfy the need that is operational and prevalent at any point in time. Once a need has been satisfied substantially, it ceases to be a motivator. Then, employees move to the next level in the need hierarchy and work on satisfying those needs.1. Physiological needsMaslow defined the physiological need as the most basic. It includes the need for food, air, water and shelter as well as the need to be active, to rest and to sleep. The most obvious motivational item in this category is monetary pensation, which includes wages and salaries, bonuses, stock options and retirement plans. Wages and salaries make up about 80 percent of what panies spend to pensate their employees. Many individuals would list salary as one of the most important factors when considering a job. Money is a vital part of employees’reward packages and helps fulfill the bulk of their physiological needs. Food, clothing and a place to live can be obtained with the wage or salary a person earns.Providing a fortable work environment also helps satisfy physiological needs. Clean and fresh air to breathe and an ergonomic workspace, keyboard and mouse can help employees perform without distraction and keep them motivated. Other benefits offered to satisfy employees’ physiological needs are free or subsidized cafeterias, regular break times and break rooms stocked with drinks and food.Many panies provide free food for their employees so that they are satisfied on this level and able to engage more fully in their workplace activities. For example, A. Lashinsky in Fortune describes Google’s 11 gourmet cafeterias at its Mountain View, Calif., headquarters where employees can eat for free. Other free (and subsidized) perks that panies provide include car washes, laundry and dry cleaning facilities, onsite gyms, exercise classes, massages and discounts on pany products. Providing perks for free or at a subsidy helps reduce employees’expenses, which indirectly gives them more discretionary ine to purchase other necessary items that help satisfy basic physiological needs and beyond.Another employee benefit that is being more important for panies to provide is a healthy worklife balance. Worklife balance is considered a physiological need since one needs to engage in enough nonwork activity and rest to have a healthy lifestyle. Increasingly, employees are considering worklife balance as an important goal and factor the potential for this into their decision of whether to work for a pany. It is not unmon for a job candidate to reject a job offer because it did not include a good worklife balance. Most recruiters say worklife balance considerations are more important now than they were five or 10 years ago.In order to acmodate the worklife balance needs of potential employees and attract the best possible applicants, panies have developed greater levels of flexibility, offering programs like telemuting, onsite fitness centers, onsite laundry facilities, flexible workweeks and hours, and the ability to work from home a few days a week. In addition, employees seek greater balance through vacation time and extra days off during the holidays to help them enjoy life outside of work, have more balance in their lives and be more productive once they are back at the workplace.2. Safety needThe safety need, as defi