【正文】 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 hard to say which would be optimal。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. In the motivation process it is very important to take into account the specific work undertaken. Employees are extrinsically motivated (rewards) and for those carrying out a plex task which requires cognitive and creative functionsit is remended the use of intrinsic motivation, extrinsic showing multiple limitations. Gluxberg39。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。 these workers need to be motivated in order to perform their tasks with maximum productivity. The traditional motivator for a worker is his salary, but in many cases that isn`t enough. Companies use a lot innovating tactics to keep their productivity at a maximum level. Some of them imply material rewards, others imply psychological motivators. ( Weightman, J., 2008)Analyzing from the perspective of the motivational factor we can speak of two types of motivation:? Intrinsic motivation is generated by a factor that es from within the subject (beliefs, feeling that what he does is important, modality, the perspective of learning something new).? Extrinsic motivation is generated by a factor that es from the exterior (. salary, material rewards, good reviews). (Lepper, . and others, 1973)A very important theory in the field of motivation is Maslow`s pyramid. In his work Maslow has created a hierarchy of needs felt by an individual (Maslow A., 1970) . At the base of his pyramid Maslow put physiological needs。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)。 由于受研究經(jīng)費(fèi)、調(diào)查時(shí)間及客觀環(huán)境等因素的影響，在本論文寫作過程中，對(duì)研究對(duì)象的數(shù)據(jù)主要來自文獻(xiàn)，沒有進(jìn)行抽樣，可能會(huì)導(dǎo)致分析結(jié)果會(huì)有一定的偏差。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。通過本文的調(diào)查分析，可以得出結(jié)論如下：第一，懷柔上島咖啡員工激勵(lì)存在許多問題，如企業(yè)文化、薪酬體系和員工發(fā)展方面。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。本文根據(jù)上島咖啡懷柔地區(qū)的案例分析，以問卷調(diào)查和訪談法為主要研究方法。要解決我國(guó)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。圖41 店員分級(jí)與晉升流程圖結(jié)論在市場(chǎng)競(jìng)爭(zhēng)日益激烈的背景之下，如何充分發(fā)揮人力資本的作用以提高企業(yè)的竟?fàn)帉?shí)力變得非常重要。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。橫向上，同一部門，不同的崗位工作性質(zhì)上做調(diào)整，工作內(nèi)容不單單是做業(yè)務(wù)，可以兼顧管理崗位的一些工作；建立起轉(zhuǎn)換和遷移的通道，提供多元化的人才成長(zhǎng)通道，打破單向晉升通道的設(shè)計(jì)，促進(jìn)員工的橫向流動(dòng)。 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