【正文】 ld of munications, a whole new are of “scientifically” sanctioned KITA. Communications. The professor of munications was invited to join the faculty of management training programs and help in making employees understand what management was doing for them. House ans, briefing sessions, supervisory instruction on the importance of munication, and all sorts of propaganda have proliferated until today there is even an International Council of Industrial Editors. But no motivation resulted, and the obvious thought occurred that perhaps management was not hearing what the employees were saying. That led to the next KITA. Twoway Communication. Management ordered morale surveys, suggestion plans, and group participation programs. Then both employees and management were municating and listening to each other more than ever, but without much improvement in motivation. The behavioral scientists began to take another look at their conceptions and their data, and they took human relations one step further. A glimmer of truth was beginning to show through in the writings of the socalled higherorderneed psychologists. People, so they said, want to actualize themselves. Unfortunately, the “actualizing” psychologists got mixed up with the human relations psychologists, and a new KITA emerged. Job participation. Though it may not have been the theoretical intention, job participation often became a “give them the big picture” approach. For example, if a man is tightening 10,000 nuts a day on an assembly line with a torque wrench, tell him he is building a Chevrolet. Another approach had the goal of giving employees a “feeling” that they are determining, in some measure, what they do on the job. The goal was to provide a sense of achievement rather than a substantive achievement in the task. Real achievement, of course, requires a task that makes it possible. But still there was no motivation. This led to the inevitable conclusion that the employees must be sick, and therefore to the next KITA. Employee counseling. The initial use of this form of KITA in a systematic fashion can be credited to the Hawthorne experiment of the Western Electric Company during the early that time。 it is the American way. The anization does not have to kick you。 I exerted a pull instead of a push. When industry wishes to use such positive KITAs, it has available an incredible number and variety of dog biscuits (jelly beans for humans) to wave in front of employee to get them to jump. Why is it that managerial audiences are quick to see that negative KITA is not motivation, while they are almost unanimous in their judgment that positive KITA is motivation? It is because negative KITA is rape, and positive KITA is seduction. But it is infinitely worse to be seduced than to be raped。 there is no tangible evidence of an actual attack. Now, what does negative KITA acplish？ If I kick you in the rear (physically or psychologically), who is motivated? I am motivated?！?The boss is always going around me”these symptomatic expressions of ego sores that have been rubbed raw are the result of application of: Negative psychological KITA. This has several advantages over negative physical KITA. First, the cruelty is not visible。 and (3)since it is a physical attack, it directly stimulates the autonomic nervous system, and this often results in negative feedbackthe employee may just kick you in return. These factors give rise to certain taboos against negative physical KITA. In uncovering infinite sources of psychological vulnerabilities and the appropriate methods to play tunes on them, psychologists have e to the rescue of those who are no longer permitted to use negative physical KITA.” He took my rug away”。外文文獻(xiàn) One More Time: How Do You Motivate Employees How many articles, books, speeches, and workshops have pleaded plaintively, ”How do I get an employee to do what I want?” The psychology of motivation is tremendously plex, and what has been unraveled with any degree of assurance is small indeed. But the dismal ratio of knowledge to speculation has not dampened the enthusiasm for new forms of snake oil that are constantly ing on the market, many of them with academic testimonials. Doubtless this article will have no depressing impact on the market for snake oil, but since the ideas expressed in it have been tested in many corporations and other anizations, it will helpI Hopeto redress the imbalance in the aforementioned ratio. What is the simplest, surest, and most direct way of getting someone to do something? Ask? But if the person responds that he or she does not want to do it, then that calls for psychological consultation to determine the reason for such obstinacy. Tell the person? The response shows that he or she does not understand you, and now an expert in munication methods has to be brought in to show you how to get through. Give the person a moary incentive? I do not need to remind the reader of the plexity and difficulty involved in setting up and administering an incentive system. Show the person? This means a costly training program. We need a simple way. Every audience contains the “direct action?” manager who shouts,” Kick the person!” And this type of manager is right. The surest and least circumlocuted way of getting someone to do Something is to administer a kick in the pantsto give what might be called the KITA. There are various forms of KITA, and here are some of them: Negative physical KITA. This is a literal application of the term and was frequently used in the past. It has ,however, three major drawbacks:（ 1） it is inelegant。(2)it contradicts the precious image of benevolence that most anizations cherish。 “I wonder what she meant by that。 the bleeding is internal and es much later. Second, since it affects the higher cortical centers of the brain with its inhibitory powers, it reduces t