【正文】 早期的激勵理論研究是對于”需要”的研究，回答了以什么為基礎(chǔ)、或根據(jù)什么才能激發(fā)調(diào)動起工作積極性的問題，包括馬斯洛的需。行為科學認為，人的動機來自需要，由需要確定人們的行為目標，激勵則作用于人內(nèi)心活動，激發(fā)、驅(qū)動和強化人的行為。這個研究結(jié)果適用于任何想提高自己公司人力資源質(zhì)量的公司。本文探討了多種激勵的效果，試圖確定它的最佳結(jié)構(gòu)。這都是員工的積極性導致的，除此之外，充分地激勵對于公司有經(jīng)驗的使用人才也十分重要。一個企業(yè)獲得績效的首要條件是用合理的標準招聘員工，但是這個標準并不能解決人力資源問題。s pyramid), but also the specific work performed by them (involving cognitive and creative activities or not). Following these findings, managers are able to identify the predominant form of motivation remended for their pany. And then through successive adjustments to identify the optimal point (these adjustments are necessary, because economic theory provides an indicative distribution, every pany and every employee has certain features that are hard to take into account).文獻信息： 文獻標題：EMPLOYEE MOTIVATION IN THE COMPANY. STUDY CASE（）國外作者：Cristian Valentin HAPENCIUC，AndreiAlexandru MORO?AN 文獻出處：字數(shù)統(tǒng)計：英文2105單詞，11151字符；中文3612漢字附錄2 外文文獻譯文企業(yè)員工激勵案例研究摘要: 一個公司的績效是與這個公司的資源有著直接相關(guān)的,這資源包括了資料、財務和人力資源。 it must be found by repeated tests.CONCLUSIONSThe results of a series of experiments conducted under controlled conditions are not always appropriate to be applied in practice, these experiments provide very important contributions, but they should be correlated with both existing theory and the issues identified in the panies. Gluxberg39。s theory, the results are validated. The pany applies the two forms of motivation (approximately equal) and obtains a relatively good motivation (approximately 75% of employees).As a possibility of improving employee motivation in this pany, it is remended to easily apply the two forms of motivation distinct among the two divisions (graph 5). It39。s conclusion is a bit naive and inappropriate application (for cognitive and creative activities to relate to intrinsic motivation, extrinsic ones having a negative effect), but bined with Maslow39。s pyramid are met, their sensitivity will change to intrinsic motivation (this sensitivity will vary in direct proportion to the level attained in the hierarchical pyramid). But after this shift, the sensitivity for intrinsic motivation will vary depending on the plexity of tasks individuals have to perform. A graphical representation is depicted in graph 1 and graph 2.Also, an employee can carry out activities with a medium or high level of creativity only when his needs are located at least at the third level (or higher) on Maslow39。 for an individual found under their constraint money is a perfect motivator. But after these need are satisfied the individual will advance on Maslow`s hierarchy and his needs will change, this implies the fact that the motivator will change as well ( Goldthorpe, . and others 1968). At higher levels of Maslow`s pyramid, are placed needs that are satisfied with praise, respect, recognition and empowerment, money having a small impact. ( Steinmetz, L., 1983).EXPERIMENTSGiven the extremely important functions played by motivation and its plexity, over time there have been a lot of researches and experiments. One of these experiments was made by Sam Gluxberg. Gruxberg determined from this experiment that extrinsic motivations (such as material rewards), put pressure on individuals, having negative effects on creativity. For tasks whose solution is obvious extrinsic motivations are working as they should increasing performance, but for tasks whose solution is more plex, extrinsic motivation backfires, having negative effects on performance.Given Gluxberg conclusions in 2005 a team of researchers from Massachusetts Institute of Technology, led by D. Arily conducted a similar experiment. The MIT researchers conclusions were similar. Some researchers suggested moving the experiment to another country, where the standard of living would be lower, this suggestion being made on the basis that the . standard of living is quite high and extrinsic motivations (such as material rewards) have lost some of their effect. As a result a set of research was conducted in India, a country with a low living standard and a sum of money which is irrelevant to an American, is significant for an Indian. In India the results of the experiment were identical to those in the .. Therefore it is not a question of living standards. The conclusion of the two experiments is that if the task is plex the motivation uses must be intrinsic (within the employee) and if the task is simple the motivation uses must be extrinsic. But this conclusion is lacking applicability. It is hard to believe that an employee operating only on intrinsic motivation will perform tasks in the interest o a pany for a period of time. 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William H. Turnley,Daniel C. Relations . 2010 (7) 附錄附錄1外文文獻：EMPLOYEE MOTIVATION IN THE COMPANY.STUDY CASEAbstract A firm’s performance is in a direct link with