【正文】 he possibility of physical backlash. Third, since the number of psychological pains that a person can feel is almost infinite, the direction and site possibilities of the KITA are increased many times. Fourth, the person administering the kick cans manager to be above it all and let the system acplish the dirty work. Fifth, those who practice it receive some ego satisfaction (oneupmanship), whereas they would find drawing blood abhorrent. Finally, if the employee does plain, he or she can always be accused of being paranoid。 you move! Negative KITA does not lead to motivation, but to movement .so: Positive KITA. Let us consider motivation. If I say to you,” Do this for me or the pany, and in return I will give you a reward, and incentive, more status, a promotion, all the quid profuse that exist in the industrial anization,” am I motivating you? The overwhelming opinion I receive from management people is,” Yes, this is motivation.” I have a yearold Schnauzer. When it was a small puppy and I wanted it to move, I kick it in the rear and it moved. Now that I have finished its obedience training, I hold up a dog biscuit when I want the Schnauzer to move. In this instance, who is motivatedI or the dog? The dog wants the biscuit, but it is I who want it to move. Again, I am the one who is motivated, and the dog is the one who moves. In this instance all I did was apply KITA frontally。 the latter is an unfortunate occurrence, while the former signifies that you were a party to your own downfall. This is why positive KITA is so popular: it is a tradition。 you kick yourself. Why is KITA not motivation？ If I kick my dog (from the front or the back), he will move. And when I want him again. Similarly, I can charge a person’s battery, and then recharge it, and recharge it again. But it is only when one has a generator of one’s own that we can talk about motivation. One the needs no outside stimulation. One wants to do it. With this in mind, we can review some positive KITA personnel practices that were developed as attempts to instill “motivation” Reducing time spent at work. This represents a marvelous way of motivating people to workgetting them off the job! We have reduced (formally and informally) the time spent on the job over the last 50 or 60 years until we are finally on the way to the “61／ 2day weekend.” An interesting of offhour recreation programs. The philosophy here seems to be that those who play together, work together. The fact is that motivated people seek more hours of work, not fewer. Spiraling wages. Have these motivated people? Yes, to seek the next wage increase. Some medievalists still can be heard to say that a good depression will get employees moving. They feel that if rising wages don’t or won’t do the job, reducing them will. Fringe benefits. Industry has outdone the most welfareminded of welfare states in dispensing cradletothegrave succor. One pany I know of had an informal” fringe benefit of the mouth club”going for a while. The cost of fringe benefits in this country has reached approximately 25％ of the wage dollar, and we still cry for motivation. People spend less time working for more money and more secondly than ever before, and the trend cannot be reversed. These benefits are no longer rewards。 it was found that the employees harbored irrational feelings that were interfering with the rational operation of the factory. Counseling in this instance was a means of letting the employees unburden themselves by talking to someone about their problems. Although the counseling techniques were primitive, the program was large indeed. The counseling approach suffered as a result of experiences during Word War Ⅱ , when the programs themselves were found to be interfering with the operation of the anizations。 and similarly, the oppsitive of job dissatisfaction is not job satisfaction, but no job dissatisfaction. Sating the concept presents a problem in semantics, for we normally think of satisfaction and dissatisfaction as ., what is not satisfying must be dissatisfying, and vice versa. But when it es to understanding the behavior of people in it es to understanding the behavior of people in their job, more than a play on words is involved. Two different needs of human doing are involved here. One set of needs can be thought of as stemming from humankind’s animal nature—the builtin drive to avoid pain from the environment, plus all the learned drives that bee conditioned to the basic biological needs. For example, hunger, a basic biological drive, makes it necessary to earn money, and then money bees a specific drive. The other set of needs relates to achieve and, through achievement, to experience psychological growth。 advancement, for instance, often acpanies assumption of responsibility.) To illustrate, a typical response involving achievement that had a negative effect for the employee was, “I was unhappy because I didn’t do the job successfully.” A typical response in the small number of positive job event in the pany policy and administration grouping was, “I was happy because the pany reanized the section so that I didn’t report any longer to the guy I didn’t get along with.” As the lower righthand part of the exhibit shows, of all the factors contributing to job satisfaction, 81% were motivators. And of all the factors contributing to the employees′ dissatisfaction over their work, 69% involved hygiene。 動(dòng)機(jī)心理學(xué)是極其復(fù)雜的，并且真正能夠闡明它的斷言是很少的。毫無(wú)疑問(wèn)這篇文章不會(huì)對(duì)蛇油的市場(chǎng)需求受到任何負(fù)面影響，但是自從許多公司跟其他組織已經(jīng)測(cè)試了關(guān)于它的理論，我相信它會(huì)幫助重新調(diào)整之前提到的低概率的不平衡性。 說(shuō)出原因？回答顯示他或她不明白你說(shuō)的話(huà)，現(xiàn)在交流方式這方面的專(zhuān)家將會(huì)幫您解決這個(gè)問(wèn)題。教這個(gè)人 ?這意味著一個(gè)耗費(fèi)多的培訓(xùn)項(xiàng)目。 每一個(gè)讀者都能包容那個(gè)“直接行動(dòng)”即經(jīng)理的大聲吼叫：“踹走這個(gè)人！”。認(rèn)為最有效地最不客氣的讓人做事的方式就是怒罵或直接踹上去，去做可以被叫做“ KITA”的行為。這是一種不夸張的學(xué)術(shù)運(yùn)用，并且經(jīng)常在過(guò)去被使用。這些原因?qū)е庐a(chǎn)生了消極的身體 KITA 一些的禁忌?！八米吡宋业募侔l(fā)”；“我不知道她那樣是想干嘛”；“老板老是盯著我” 這些自我核心的描述引起摩擦刺痛是應(yīng)用了以下方面的結(jié)果： 消極心理的 KITA。首先，這種殘忍是看不見(jiàn)的；這種流血是在內(nèi)部的并且來(lái)得較晚。第三，因?yàn)?一個(gè)人能承受的心理上的痛苦是無(wú)限的， KITA 發(fā)生的方向跟地