【正文】 幣獎勵，”我是在激勵你嗎？我得到管理人員的千篇一律的回答是，“是的，這是激勵。 積極的 KITA。最后，如果員工抱怨，他或她常會被控告是偏執(zhí)狂的；沒有明顯的證據(jù)說明是真實的攻擊。第四，實施打擊的那個人能夠在抽身在外，讓系統(tǒng)完成這個骯臟的工作。第二，因為它是用禁止的力量來影響高級腦皮質(zhì)中心，減少了身體反沖的可能性。這個比消極身體 KITA 有若干優(yōu)勢。 為發(fā)現(xiàn)心理脆弱性的無限根源和正確管理它的方式，心理學(xué)家們已經(jīng)來拯救那些不被允許使用消極的身體 KITA。然而它有三個主要缺點： 慈形象 ，會直接刺激自主神經(jīng)系統(tǒng)， 而這經(jīng)常導(dǎo)致消極反饋 那個員工會反擊。 有很多種 KITA 的形式，下面是部分方式： 消極身體的 KITA。并且認(rèn)為這種類型的經(jīng)理是對的。我們需要一個簡單的方法。可以給這個人貨幣刺激？我不用提醒讀者建立和管理激勵系統(tǒng)的復(fù) 雜性和難度。 最快最直接最有效地讓人去做一些事的方法是什么呢？詢問？但是如果回答者說他或她不想去做，那就需要心理咨詢?nèi)斫沂具@種固執(zhí)背后的原因。但是這種超低概率的知識的推 測并沒有使市場上陸續(xù)上市的新型的蛇油熱潮受到損害，其中有很多是通過學(xué)術(shù)測試的。 再一次：如何激勵員工 “ 我怎樣才能讓一個員工按我說的做呢？ ” 這是在很多文章、書籍、演講和作品上人們的懇切感嘆。 in the industrial setting, they are the job content, Contrariwise, the stimuli inducing painavoidance behavior are found in the job environment. The growth or motivator factors that are intrinsic to the job are: achievement, recognition for achievement, the work itself, responsibility, and growth or advancement. The dissatisfactionavoidance or hygiene (KITA) factors that are extrinsic to the job include: pany policy and administration, supervision, interpersonal relationships, working conditions, salary, status, and security. A posite of the factors that are involved in causing job satisfaction and job dissatisfaction, drawn from samples of 1,685 employees, is shown in Exhibit Ⅰ . The results indicate that motivators were the primary cause of satisfaction, and hygiene factors the primary cause of unhappiness on the job. The employees, studied in 12 different investigations, included lower level supervisors, professional woman, agricultural administrators, men about to retire from management positions, hospital maintenance personnel, manufacturing supervisors, nurses, food handlers, military officers, engineers, scientists, housekeepers, teachers, technicians, female assemblers, accountants, Finnish foremen, and Hungarian engineers. They were asked what job events had occurred in their work that had led to extreme satisfaction or extreme dissatisfaction on their part. Their responses are broken down in the exhibit into percentages of total “positive” job events and of total “negative” job events. (The figures total more than 100% on doth the “hygiene” and “motivators” sides because often at least two factors can be attributed to a single event。 the counselors had fotten their role of benevolent listeners and were attempting to do something about the problems that they heard about. Psychological counseling, however, has managed to survive the negative impact of Word War Ⅱ experiences and today is beginning to flourish with renewed sophistication. But, alas, many of these programs, like all the others, do not seem to have lessened the pressure of demands to find out how to motivate workers. Hygiene VS Motivators Let me rephrase the perennial question this way: How do you install a generator in an employee? A brief review of my motivationhygiene theory of job attitudes is required before theoretical and practical suggestions can be offered. The theory was first drawn from an examination of events in the lives of engineers and accountants. At least 16 other investigations, using a wide variety of populations(including some in the Communist countries)， have since been pleted, marking the original research one of the most replicated studies in the field of job attitudes. The finding of these studies, along with corroboration from many other investigations using different procedures, suggest that the factors involved in producing job satisfaction（ and motivation） are separate and distinct from the factors that lead to job dissatisfaction. Since separate factors need to be considered, depending on whether job satisfaction or job dissatisfaction is being examined, it follows that these two feeling are not opposites of each other. The opposite of job satisfaction。 they are rights. A 6day week is inhuman, a 10hour day is exploitation, extended medical coverage is a basic decency, and stock options are the salvation of American initiative. Unless the ante is continuously raised, the psychological reaction of employee is that the pany is turning back the clock. When industry began to realize that both the economic nerve and the lazy nerve of their employees had insatiable appetites, it started to listen to the behavioral scientists who, more out of a humanist tradition than from scientific study, criticized management for not knowing how to deal with people. The next KITA easily followed. Human relations training. Over 30 year of teaching and, in many instances, of practicing psychological approaches to handing people have resulted in coyly human relations programs and, in the end, the same question: How do you motivate workers? Here, too, escalations have taken place. Thirty years ago it was necessary to request, “Please don’t spit on the floor.” Today the same admonition requires three”pleases” before the employee fells that a superior has demonstrated the psychologically proper attitude. The failure of human relations training to produce motivation led to the conclusion that supervisors or managers themselves were not psychologically true to themselves in themselves in their practice of interpersonal decency. So an advanced form of human relations KITA, sensitivity training, was unfolded. Sensitivity training. Do you really, really understand yourself? Do you really, really, really cooperate? The failure of sensitivity training is now being explained, by those who have bee opportunistic exploiters of the technique, as a failure to really (five time) conduct proper sensitivity training course. With the realization that there are only temporary gains form fort and economic and interpersonal KITA, personnel managers concluded that the fault lay not in what they were doing, but in the employee’s failure to appreciate what they were doing. This opened up the fie