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公務(wù)員激勵(lì)機(jī)制研究(參考版)

2025-07-30 05:53本頁(yè)面
  

【正文】 s defensive driving.In addition, the direct supervisor for employees and motivational degrees plays an important role as organizational policy. Although do not expect to staff the whole pany boss incentive system, culture, post design or management system exerting significant effect, but they clearly superior in their influence within the scope of a certain power. For example, in recognition, managers can select and tasks, the rewards and employee performance.In the organization of managers only under the condition of the utmost efforts to satisfy all four driving force, the employee can most effectively improve the incentive effect on employees, improve the organizational performance. 。Employee Motivation: A Powerful New ModelHow to create the best employee performance is manager for a long time of challenge. In recent years, the neural science, biology and evolution of interdisciplinary research areas such as psychology, humans have told us four basic emotional needs, and the force driving or what we all the basis of their behavior. The empirical research shows that, but the employee can create better performance. Therefore, to motivate employees, managers should understand the driving force and can take what measures to meet the driving force.Acquirement: Get people always try to get some things, to increase the scarcity of his happiness. When the force satisfied, we will feel happy. Conversely, it will feel dissatisfied. This force is often the relative (we always pare themselves with others), and it was difficult to satisfy (we always want more).Combination: Many animals are bined with their parents and relatives or close relationship between population, but establish the relationship between human expanded into larger groups, such as organization, munity and nation. Driving, people will generate loving, caring, strong positive emotions, etc. Conversely, it will appear as negative emotional loneliness cynical. In the work environment, when the staff for oneself is a member of the organization are proud of their motivation and will greatly improve, And when they had rebelled against their will and morale.Understand: We are eager to understand about the world around them, and then put forward various theories to explain all things, and put forward the reasonable action and countermeasures. When things seem pointless, we will feel frustrated, While looking for answers to questions, the challenge will let us full of passion. In the working environment, workers work done if challenging, and allows them to grow and learn, they will be incentive, And when they do look no value or no future, will be demoralized.Defense: In the face of threats defense, to protect themselves, to protect our property and achievements, family and friends, thoughts and beliefs, it is natural to us. This force is rooted in the fight but fled basic response, this is mon, but most animals to humans, it not only the offensive or defensive behavior, but also to build a system to promote seek justice, clear goals and intention, and allow people to speak freely. These forces have been fulfilled, people think and selfconfidence otherwise will fear and hate strong negative affection.These four driving are independent of each other, no secondary, also cannot substitute mutually. To fully motivate employees, managers must satisfy all four driving force. In fact, every emotional force can use different organizations leverage to satisfy the most effectively.Reward System: gain the most easily through the organization of driving system of rewards. Of course, it also depends on the organization39。例如,管理者可以在表彰、認(rèn)可和任務(wù)選派上,把獎(jiǎng)勵(lì)與員工表現(xiàn)掛鉤。 另外,員工的直接上司對(duì)于員工激勵(lì)度起著與組織政策同樣重要的作用。 崗位設(shè)計(jì) 滿足“理解”驅(qū)動(dòng)力的最佳途徑是設(shè)計(jì)出有意義、有樂(lè)趣且具有挑戰(zhàn)性的崗位。當(dāng)然,這還得看組織的獎(jiǎng)勵(lì)制度能否有效界定員工的不同表現(xiàn),將獎(jiǎng)勵(lì)與績(jī)效掛鉤,以及給予最優(yōu)秀的人員晉升的機(jī)會(huì)。事實(shí)上,每個(gè)情感驅(qū)動(dòng)力都可以用不同的組織杠桿最有效地加以滿足。 這四個(gè)驅(qū)動(dòng)力都是相互獨(dú)立的,沒(méi)有主次之分,也不能相互替代。這種驅(qū)動(dòng)力根植于“斗不過(guò)就逃”的基本反應(yīng)中,這種反應(yīng)是大多數(shù)動(dòng)物所共有的,但對(duì)于人類來(lái)說(shuō),它不僅表現(xiàn)為攻擊性或防御性的行為,還表現(xiàn)為尋求建立一系列制度來(lái)推動(dòng)正義,明確目標(biāo)和意圖,并且允許人們暢所欲言。在工作環(huán)境中,員工所做的工作如果具有挑戰(zhàn)性,并能讓他們成長(zhǎng)和學(xué)習(xí),他們就會(huì)受到激勵(lì);而當(dāng)他們所做的工作看起來(lái)毫無(wú)價(jià)值或毫無(wú)前途時(shí),則會(huì)士氣低落。 理解 我們都渴望了解周圍的世界,于是提出各種理論去解釋各種事情,并且提出合理的行動(dòng)和應(yīng)對(duì)措施?!敖Y(jié)合”驅(qū)動(dòng)力得到滿足,人們就會(huì)產(chǎn)生熱愛(ài)、關(guān)懷等強(qiáng)烈的積極情感;反之,則會(huì)出現(xiàn)孤獨(dú)、憤世嫉俗等消極情感。這個(gè)驅(qū)動(dòng)力往往是相對(duì)的(我們總是拿自己與別人進(jìn)行比較),而且是難以滿足的(我們總是想得到更多)。 獲取 人們總是設(shè)法去獲取一些稀缺的東西,以增加自己的幸福感。實(shí)證研究表明,受到激勵(lì)的員工能創(chuàng)造出更好的業(yè)績(jī)。參考文獻(xiàn)[1] 應(yīng)松年/宋世明/仲崇東.《公務(wù)員法釋義》.國(guó)家行政學(xué)院出版社 .2005[2] 《公務(wù)員法執(zhí)行標(biāo)準(zhǔn)與規(guī)范實(shí)施手冊(cè)》.[3] 張春生/蔡定劍. 《公務(wù)員法與公務(wù)員管理實(shí)務(wù)全書(shū)》.[4] 江航.《中華人民共和國(guó)公務(wù)員法實(shí)務(wù)手冊(cè)》.[5] 張明林.《中華人民共和國(guó)公務(wù)員法貫徹實(shí)施學(xué)習(xí)讀本》. [6] 余興安.《激勵(lì)的理論與制度創(chuàng)新:中國(guó)公務(wù)員激勵(lì)機(jī)制研究》.國(guó)家行政學(xué)院出版社. 20050401[7] 蔣碩亮.《中國(guó)公務(wù)員復(fù)合利益均衡激勵(lì)論》. 北京大學(xué)出版社. 20080901[8] 拉豐.《激勵(lì)理論》[9] 王則柯.《激勵(lì)機(jī)制》.[10] 弗魯姆的期望理論(1969)[11] 西方經(jīng)典激勵(lì)理論 , 年5月[12] 美 萊曼 格雷戈里 .《激勵(lì)與工作行為》. 機(jī)械工業(yè)出版社. 200691附錄員工激勵(lì)的“四力模型”如何讓員工創(chuàng)造出最佳績(jī)效是管理者長(zhǎng)久以來(lái)面臨的嚴(yán)峻挑戰(zhàn)。吳老師淵博的知識(shí),嚴(yán)謹(jǐn)?shù)膽B(tài)度,以及對(duì)學(xué)生培養(yǎng)與指導(dǎo)極強(qiáng)的責(zé)任感,都讓我受益匪淺,在這里表示衷
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