代寫assignment：Theories of Motivation and their application to the workplace

代寫assignment-激勵(lì)理論及其在工作中的應(yīng)用。本文是一篇由本站代寫服務(wù)提供的assignment代寫參考，主要內(nèi)容是講述動(dòng)機(jī)被定義為“說明個(gè)人為實(shí)現(xiàn)目標(biāo)而努力的強(qiáng)度、方向和持久性的過程”。動(dòng)機(jī)來自拉丁語詞義運(yùn)動(dòng)。Campbell和Pritchard根據(jù)《動(dòng)機(jī)理論的未來工作》一文提出“動(dòng)機(jī)與一組獨(dú)立/因變量關(guān)系有關(guān)，這些關(guān)系解釋了個(gè)人行為的方向、幅度和持續(xù)性，保持了能力、技能和理解任務(wù)以及環(huán)境中的限制因素的不變”。下面就一起來看一下這篇留學(xué)生assignment代寫范文。

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What is motivation? Motivation is defined as “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal” Motivation comes from the Latin word meaning movement. According to the article The Future Work of Motivation Theory Campbell and Pritchard suggest that “motivation has to do with a set of independent/dependant variable relationships that explain the direction, amplitude, and persistence of an individual’s behavior, holding constant the effects of aptitude, skills and understanding the task and the constraints operating in the environment”. When looking into motivation one must look at the entire picture to analyze the process in its entirety. Intensity is describing how hard a person tries, do they try a little or do they try a lot. Direction needs to benefit the company; the direction needs to be towards the company’s goal. Persistence describes how long a person can stick to the task, how much effort they will give to actually achieve a goal. In the theory of motivation the subject wants to minimize pain and increase pleasure. Furthermore, there are two types of motivation: intrinsic motivation and extrinsic motivation. Intrinsic motivation has to do with enjoyment in the task one is involved in. When a person enjoys doing a task they don’t have to be pressured by an outside party to complete the task, they just do it. Extrinsic motivation comes from such things as money, rewards or threat of punishment. People do these tasks to win the reward and compete with other people to get the reward.

什么是動(dòng)機(jī)？動(dòng)機(jī)被定義為“說明個(gè)人為實(shí)現(xiàn)目標(biāo)而努力的強(qiáng)度、方向和持久性的過程”。動(dòng)機(jī)來自拉丁語詞義運(yùn)動(dòng)。Campbell和Pritchard根據(jù)《動(dòng)機(jī)理論的未來工作》一文提出“動(dòng)機(jī)與一組獨(dú)立/因變量關(guān)系有關(guān)，這些關(guān)系解釋了個(gè)人行為的方向、幅度和持續(xù)性，保持了能力、技能和理解任務(wù)以及環(huán)境中的限制因素的不變”。在研究動(dòng)機(jī)時(shí)，必須從整體上分析動(dòng)機(jī)的整個(gè)過程。強(qiáng)度是指一個(gè)人努力的程度，是嘗試了一點(diǎn)還是嘗試了很多。方向需要有利于公司；方向必須朝著公司的目標(biāo)發(fā)展。堅(jiān)持性描述了一個(gè)人能堅(jiān)持任務(wù)多久，他們會(huì)為實(shí)現(xiàn)目標(biāo)付出多少努力。在動(dòng)機(jī)理論中，受試者希望盡量減少痛苦，增加快樂。此外，動(dòng)機(jī)有兩種類型：內(nèi)在動(dòng)機(jī)和外在動(dòng)機(jī)。內(nèi)在動(dòng)機(jī)與參與任務(wù)的樂趣有關(guān)。當(dāng)一個(gè)人喜歡做一項(xiàng)任務(wù)時(shí)，他們不必受到外界的壓力來完成任務(wù)，他們只需要去做。外在動(dòng)機(jī)來自金錢、獎(jiǎng)勵(lì)或懲罰威脅。人們做這些任務(wù)是為了贏得獎(jiǎng)勵(lì)，并與其他人競(jìng)爭(zhēng)以獲得獎(jiǎng)勵(lì)。

In discussing motivation it is important to discuss the theories associated with it. The Hierarchy of Needs Theory by Maslow is one of the first theories. In this theory the hierarchy of human needs is discussed. The first need physiological includes hunger, thirst, shelter, sex and bodily needs. The second is safety including security and protection from physical and emotional harm. The first two are lower-order needs and can be satisfied internally. The third is social which encompasses affection, belongingness, acceptance and friendship. The fourth is esteem which deals with internal factors such as self respect, autonomy, achievement and internal factors such as status, recognition and attention. The final need is self actualization which is the drive to become what we are capable of becoming includes, growth, achieving our potential and self fulfillment. These last three needs are higher-order needs and must be satisfied externally (usually by employers with bonuses, cash etc.).This theory shows that when a need is satisfied it no longer becomes a motivator and we must move onto the next need. If someone is on one level you need to figure out if they are satisfied with that level and either stay on that level or move to a different one. “Maslow argued that the first three needs on the list represent deficiency needs that people must master before they can develop into a healthy personality, while the last two represent growth needs that relate to the individual achievement and the development of human potential” (Steer, 2004). It is essential to remember that an employees needs are always changing and that what an employee needs today, may not be what they need tomorrow.

在討論動(dòng)機(jī)時(shí)，討論與之相關(guān)的理論是很重要的。馬斯洛的需求層次理論是最早提出的理論之一。在這一理論中，人們討論了人類需求的層次結(jié)構(gòu)。生理上的第一需求包括饑餓、口渴、住所、性和身體需求。第二是安全，包括人身和精神傷害的保障和保護(hù)。前兩個(gè)是低階需求，可以在內(nèi)部得到滿足。第三是社會(huì)性，包括情感、歸屬、接受和友誼。第四是自尊，它涉及自尊、自主、成就等內(nèi)部因素，以及地位、認(rèn)可和關(guān)注等內(nèi)部因素。最后的需求是自我實(shí)現(xiàn)，這是成為我們有能力成為的人的動(dòng)力，包括成長(zhǎng)、實(shí)現(xiàn)我們的潛力和自我實(shí)現(xiàn)。后三種需求是更高層次的需求，必須由外部滿足（通常由雇主提供獎(jiǎng)金、現(xiàn)金等）。這一理論表明，當(dāng)一個(gè)需求得到滿足時(shí)，它不再成為激勵(lì)因素，我們必須轉(zhuǎn)向下一個(gè)需求。如果有人在一個(gè)級(jí)別上，你需要弄清楚他們是否對(duì)那個(gè)級(jí)別感到滿意，要么留在那個(gè)級(jí)別上，要么轉(zhuǎn)到另一個(gè)級(jí)別。“Maslow認(rèn)為，列表中的前三個(gè)需求代表了人們?cè)诎l(fā)展成為健康人格之前必須掌握的不足需求，而后兩個(gè)需求則代表了與個(gè)人成就和人類潛力發(fā)展相關(guān)的成長(zhǎng)需求”（Steer，2004）。重要的是要記住，員工的需求總是在變化，員工今天需要的可能不是明天需要的。

This chart shows the Hierarchy of Needs Theory by Maslow very clearly. As this chart displays it is easier to grasp the theory when everything is put in the proper chart. The physiological needs are at the bottom of the chart as they state the first needs that a human being needs fulfilled. As they move up the chart they need more intense needs fulfilled. Physiological and Safety needs can be satisfied internally while the top three must be satisfied externally. The top need is self actualization and is important in developing a person and becoming the person an employee wants to be in the end. This is a visual way of seeing how this theory is all tied together.

這張圖表非常清楚地展示了馬斯洛的需求層次理論。如圖所示，當(dāng)所有東西都放在正確的圖表中時(shí)，更容易掌握理論。生理需求在圖表的底部，因?yàn)樗鼈冋f明了人類需要滿足的第一個(gè)需求。隨著他們?cè)谂判邪裆系纳仙?，他們需要滿足更強(qiáng)烈的需求。生理和安全需求可以在內(nèi)部得到滿足，而前三名必須在外部得到滿足。最重要的需求是自我實(shí)現(xiàn)，這對(duì)培養(yǎng)一個(gè)人并最終成為員工想要成為的人很重要。這是一種直觀的方式來觀察這個(gè)理論是如何聯(lián)系在一起的。

McClelland later created his own theory using Maslow’s theory, his own Theory of Needs. He took a more defined approach and only used very distinct needs. He described his theory as people having many needs at one time and this driving motivation, more specific to the workplace environment. His theory had three parts, need for achievement, need for power and need for affiliation. Need for achievement is a person’s need for success. Need for power is a person’s need to feel in charge, make people behave in a certain standard way. Need for affiliation is the “desire for friendly and close interpersonal relationships” .

麥克萊倫后來利用馬斯洛的理論，即他自己的需求理論，創(chuàng)立了自己的理論。他采取了更明確的方法，只使用了非常獨(dú)特的需求。他將自己的理論描述為人們同時(shí)有許多需求和這種驅(qū)動(dòng)動(dòng)機(jī)，更具體地說是針對(duì)工作環(huán)境。他的理論有三個(gè)部分，成就的需要、權(quán)力的需要和從屬關(guān)系的需要。對(duì)成就的需要是一個(gè)人對(duì)成功的需要。對(duì)權(quán)力的需求是一個(gè)人需要有掌控感，讓人們以某種標(biāo)準(zhǔn)的方式行事。對(duì)從屬關(guān)系的需求是“對(duì)友好和親密的人際關(guān)系的渴望”。

Theory X and Y by Douglas McGregor are also used in motivation. This theory states there are two completely different types of human beings and managers mold their behaviors according to certain assumptions. Theory X is when an employee dislikes work and a manager must guide them to get tasks completed. The employee just simply does not want to work and will most likely be motivated by money. The theory states that people inherently dislike work and need to be supervised and pushed into completing work. The employee needs to be rewarded, enticed, threatened or bribed to motivate them and they need a narrow span of control to keep them on the correct path. Theory Y states that an employee views responsibilities as the norm and can complete tasks and take on responsibility. It is believed that these employees exhibit determination and self control and are motivated to achieve progress. In this theory the employees want to do well and have a creative way of accomplishing their goals. They are usually very positive and can drive themselves to complete tasks. Human resource departments were in a way developed for Theory Y as it is a bigger emphasis on the needs of people individually. This theory is used today to help motivate employees and has set some of the rules for the human resource departments in organizations. It is important to assess the employees you currently have, understand which type of personality they are and use the correct motivation theory for them. Doing it this way you will become more successful in your approach with your employees and they will be appreciative of your commitment to understanding who they are and how they fit within the organization.

Douglas McGregor的X和Y理論也被用于動(dòng)機(jī)。該理論指出，人類有兩種完全不同的類型，管理者根據(jù)某些假設(shè)來塑造他們的行為。理論X是指員工不喜歡工作，經(jīng)理必須指導(dǎo)他們完成任務(wù)。員工只是不想工作，很可能是出于金錢的動(dòng)機(jī)。該理論指出，人們天生不喜歡工作，需要得到監(jiān)督和督促才能完成工作。員工需要得到獎(jiǎng)勵(lì)、引誘、威脅或賄賂來激勵(lì)他們，他們需要一個(gè)狹窄的控制范圍來讓他們走上正確的道路。理論Y指出，員工將責(zé)任視為規(guī)范，能夠完成任務(wù)并承擔(dān)責(zé)任。據(jù)信，這些員工表現(xiàn)出決心和自我控制，并有動(dòng)力取得進(jìn)步。在這個(gè)理論中，員工希望做得好，并有一種創(chuàng)造性的方式來實(shí)現(xiàn)他們的目標(biāo)。他們通常非常積極，能夠推動(dòng)自己完成任務(wù)。人力資源部門在某種程度上是為Y理論而發(fā)展的，因?yàn)樗鼜?qiáng)調(diào)個(gè)人的需求。這一理論今天被用來幫助激勵(lì)員工，并為組織中的人力資源部門制定了一些規(guī)則。重要的是要評(píng)估你目前的員工，了解他們的性格類型，并為他們使用正確的激勵(lì)理論。這樣做，你會(huì)在與員工相處的過程中更加成功，他們會(huì)感激你對(duì)了解他們是誰以及他們?nèi)绾稳谌虢M織的承諾。

This graph shows the detailed difference between Theory X and Theory Y that McGregor proposed. Theory X is the traditional theory while Theory Y is more modern. Theory X is also more geared towards lower level employees that value the lower end needs such as physiological and safety. They also value financial incentives more than Theory Y employees. Theory Y is more geared towards higher skilled employees, who value the higher level needs such as social esteem and self actualization. As displayed the Theory X and Theory Y are related to the Hierarchy of Needs proposed by Maslow.

這張圖顯示了麥格雷戈提出的X理論和Y理論之間的詳細(xì)區(qū)別。X理論是傳統(tǒng)的理論，Y理論是現(xiàn)代的理論。理論X也更傾向于重視生理和安全等低端需求的低級(jí)別員工。他們也比Theory Y員工更看重經(jīng)濟(jì)激勵(lì)。Y理論更傾向于更高技能的員工，他們重視更高層次的需求，如社會(huì)尊重和自我實(shí)現(xiàn)。如圖所示，理論X和理論Y與馬斯洛提出的需求層次有關(guān)。

Two factor theory by Fredrick Hertzberg believes a persons relationship to work is basic. He can be credited with introducing job design and bringing in the importance of job enrichment. A survey was conducted in which people were asked to remember a time when they were happy/unhappy with their jobs and provide reasons and descriptions. When he conducted his research he found that such factors as achievement, advancement and recognition were related to the good in job satisfaction. Employees who disliked their work used such words as pay, supervision and working conditions. The theory compared two factors: motivating factors and hygiene factors. Motivating factors were more intrinsic (more geared towards Theory Y), such as challenging work load. Hygiene factors (more geared towards Theory X) were more extrinsic such as, job security and compensation. Other Hertzberg hygiene factors were quality of supervision, pay, company policies and physical working conditions. He described how managers must motivate by associating these factors with the work itself and bring in such motivators as promotion, recognition and give responsibility. Today they have stated that you need motivation factors to make sure employees continue to perform at a higher level, but that you need hygiene factors to know an employee is never dissatisfied.

弗雷德里克·赫茨伯格的雙因素理論認(rèn)為人與工作的關(guān)系是基本的。他引入了工作設(shè)計(jì)，并引入了豐富工作的重要性，這一點(diǎn)值得稱贊。進(jìn)行了一項(xiàng)調(diào)查，要求人們記住他們對(duì)工作感到高興/不高興的時(shí)間，并提供原因和描述。當(dāng)他進(jìn)行研究時(shí)，他發(fā)現(xiàn)成就、晉升和認(rèn)可等因素與良好的工作滿意度有關(guān)。不喜歡自己工作的員工會(huì)使用諸如薪酬、監(jiān)督和工作條件之類的詞語。該理論比較了兩個(gè)因素：激勵(lì)因素和衛(wèi)生因素。激勵(lì)因素更為內(nèi)在（更傾向于理論Y），例如具有挑戰(zhàn)性的工作負(fù)荷。衛(wèi)生因素（更傾向于理論X）更為外在，如工作保障和薪酬。赫茨伯格的其他衛(wèi)生因素包括監(jiān)督質(zhì)量、薪酬、公司政策和身體工作條件。他描述了管理者必須如何通過將這些因素與工作本身聯(lián)系起來進(jìn)行激勵(lì)，并引入晉升、認(rèn)可和賦予責(zé)任等激勵(lì)因素。今天，他們已經(jīng)表示，你需要激勵(lì)因素來確保員工繼續(xù)保持更高的績(jī)效，但你需要衛(wèi)生因素來知道員工永遠(yuǎn)不會(huì)不滿意。

The next theory is self-determination theory and this is a theory that states that people like to feel that they have control over a situation. This theory goes into detail about the beneficial effects of intrinsic motivation, while discussing the negative effects of extrinsic motivation. The theory states people want to feel as though they have a choice in what activity or task they complete. When a person feels as though they must complete a task, they become less motivated because the control is lost. This theory then goes into cognitive evaluation theory which describes how people feel as though individuals who are paid for work view that more as something they have to do and they lose motivation to complete the tasks. If it was a voluntary act to work they would feel motivated to complete the tasks. There are a few studies to show that extrinsic rewards motivate employees more so than intrinsic rewards. If an employee is verbally acknowledged for a “job well done” their motivation increases. It is all about control for an employee in this theory and goal setting is a way for an employee to hold control. Deadlines are a way for an employee to maintain control over their own work and completion of tasks. In this theory employees strive to be happy and need to choose a job more for extrinsic reasons, instead of pay or monetary rewards. Motivated employees are the happy employees according to this theory and they work harder when they have control in their situation.

下一個(gè)理論是自決理論，這是一個(gè)理論，指出人們喜歡感覺他們可以控制一個(gè)局勢(shì)。該理論詳細(xì)討論了內(nèi)在動(dòng)機(jī)的有益影響，同時(shí)討論了外在動(dòng)機(jī)的負(fù)面影響。該理論指出，人們希望感覺自己在完成什么活動(dòng)或任務(wù)方面有選擇權(quán)。當(dāng)一個(gè)人覺得自己必須完成一項(xiàng)任務(wù)時(shí)，他們會(huì)因?yàn)槭タ刂贫兊萌狈?dòng)力。然后，這一理論進(jìn)入了認(rèn)知評(píng)估理論，該理論描述了人們的感受，就好像有報(bào)酬的人認(rèn)為他們必須做的事情越多，他們就失去了完成任務(wù)的動(dòng)力。如果這是一種自愿的工作行為，他們會(huì)覺得有動(dòng)力完成任務(wù)。有一些研究表明，外在獎(jiǎng)勵(lì)比內(nèi)在獎(jiǎng)勵(lì)更能激勵(lì)員工。如果員工被口頭認(rèn)可“工作做得很好”，他們的動(dòng)力就會(huì)增強(qiáng)。在這個(gè)理論中，這一切都是關(guān)于員工的控制，而目標(biāo)設(shè)定是員工控制的一種方式。截止日期是員工對(duì)自己的工作和任務(wù)完成保持控制的一種方式。在這個(gè)理論中，員工努力快樂，需要更多地出于外在原因選擇工作，而不是薪酬或金錢獎(jiǎng)勵(lì)。根據(jù)這一理論，有動(dòng)力的員工是快樂的員工，當(dāng)他們能夠控制自己的處境時(shí)，他們會(huì)更加努力地工作。

Goal setting theory states that specific and difficult goals, with feedback, lead to higher performance (Robins & Judge, 2011). It is important to see how setting goals can actually motivate employees in the workplace. Employees were motivated at work when goals were set according to Locke and Latham in 1960. Their theory states that specific and difficult goals with feedback can lead to higher performance. In this study it was shown that difficult tasks lead to more effort and therefore, employees display more work motivation. The more difficult the goal the better the performance is from the employee. Challenging an employee leads to higher work performance and a successful work environment. If each employee is working at a high performance level the organization will be successful in attaining goals as whole. Studies show giving an employee a specific goal to concentrate on gives them meaning in the company and an employer will automatically see a higher performance from the employee. Also, providing challenging goals to an employee will result in more effort because it is more satisfying to achieve a difficult goal. An employee will strive to achieve this specific goal to receive positive feedback from the company itself and their peers. Receiving that positive feedback will reinforce positive behavior for future goals that a company wants to achieve. Commitment is a trait an employee must posses and is important in goal setting. Commitment is important in goal setting because an employee must be dedicated to the goal and must not give up, they must be willing to complete the tasks. It is important for managers to set specific challenging goals for their employees. If they challenge their employees in this way it will result in the entire organization attaining many concrete and important goals, which leads to greater motivation throughout, along with better performance.

目標(biāo)設(shè)定理論指出，具體而困難的目標(biāo)，加上反饋，會(huì)帶來更高的績(jī)效（Robins&Judge，2011）。了解設(shè)定目標(biāo)如何在工作場(chǎng)所真正激勵(lì)員工是很重要的。根據(jù)Locke和Latham在1960年提出的觀點(diǎn)，當(dāng)設(shè)定目標(biāo)時(shí)，員工在工作中是有動(dòng)力的。他們的理論指出，有反饋的具體而困難的目標(biāo)可以帶來更高的績(jī)效。這項(xiàng)研究表明，困難的任務(wù)會(huì)帶來更多的努力，因此，員工表現(xiàn)出更多的工作動(dòng)機(jī)。目標(biāo)越難，員工的表現(xiàn)就越好。挑戰(zhàn)員工會(huì)帶來更高的工作績(jī)效和成功的工作環(huán)境。如果每個(gè)員工都以高績(jī)效水平工作，那么整個(gè)組織將成功實(shí)現(xiàn)目標(biāo)。研究表明，給員工一個(gè)專注的特定目標(biāo)會(huì)給他們?cè)诠編硪饬x，雇主會(huì)自動(dòng)看到員工的更高表現(xiàn)。此外，為員工提供具有挑戰(zhàn)性的目標(biāo)會(huì)帶來更多的努力，因?yàn)閷?shí)現(xiàn)一個(gè)困難的目標(biāo)更令人滿意。員工將努力實(shí)現(xiàn)這一特定目標(biāo)，以獲得公司本身和同事的積極反饋。接受積極的反饋將加強(qiáng)公司未來想要實(shí)現(xiàn)的目標(biāo)的積極行為。承諾是員工必須具備的特質(zhì)，在設(shè)定目標(biāo)時(shí)非常重要。承諾在目標(biāo)設(shè)定中很重要，因?yàn)閱T工必須致力于目標(biāo)，不能放棄，他們必須愿意完成任務(wù)。對(duì)于管理者來說，為員工設(shè)定具有挑戰(zhàn)性的具體目標(biāo)是很重要的。如果他們以這種方式挑戰(zhàn)員工，將使整個(gè)組織實(shí)現(xiàn)許多具體而重要的目標(biāo)，從而在整個(gè)過程中獲得更大的動(dòng)力和更好的績(jī)效。

Self-efficacy is an individual’s belief that he or she is capable of performing a task (Robbins & Judge, 2011). This theory created by Bandura concentrates on ones self confidence, meaning the higher your self-efficacy the more convinced you are you can achieve a task. People with higher self-efficacy will give more energy and won’t give up in reaching a goal. However, people with low self-efficacy will have little stamina and tend to give up in achieving goals. In terms of receiving feedback it is also very different depending on what level of self-efficacy an employee displays. If an employee has high self-efficacy they will take negative feedback and use it as more motivation. If an employee has low self-efficacy they use negative feedback as a reason to lessen their effort, which therefore decreases motivation. Studies show that it is important to consider the self-efficacy theory and the goal-setting theory together. In considering the two theories together an employee with high self-efficacy will set higher goals for themselves and will put more effort towards the achievement of goals. A manager can increase an employee’s self-efficacy by assigning challenging goals to an employee. In the real world when an employee is assigned a difficult task they feel their manager is certain of their abilities to complete this task. You become more confident and start to believe in your own abilities as a person, this sets in higher motivation. Bandura describes four ways to increase self-efficacy. Enactive mastery is when an employee knows that in the past they had successfully completed a task and are fully confident they can achieve it again. Vicarious modeling is when you observe someone else successfully completing something. For example if you observe a co-worker achieving a reward for highest sales in a month you become confident that you can do the same. Verbal persuasion is when you are “amped” up by someone. They display confidence in you, talk about your positive qualities and how they know you are capable of anything and suddenly you believe these words and become self-assured. Arousal happens when a person gets “psyched up” and uses this energy to complete the tasks. The next effect discussed in self efficacy is the Pygmalion effect which is described as believing something enough that it becomes true. If an employee is told they are a great learner, achiever and self sufficient they will start to believe all of these qualities are true. This is a great motivating tool to use to boost the confidence of your employees. Telling your employees positive characteristics they possess will get them to become more confident therefore leading to increased efforts towards business goals. In training an employee to believe a mangers positive feedback is true, the workers will start to perform at a higher standard. Motivation should affect performance in a positive way and that is what managers need to focus on in an organization. In this theory highly motivated employees can be achieved through self efficacy.

自我效能感是指?jìng)€(gè)人相信自己有能力完成任務(wù)（Robbins&Judge，2011）。班杜拉創(chuàng)立的這一理論專注于一個(gè)人的自信，這意味著你的自我效能感越高，你就越確信自己能夠完成任務(wù)。自我效能感較高的人會(huì)給予更多的能量，不會(huì)放棄實(shí)現(xiàn)目標(biāo)。然而，自我效能感低的人會(huì)缺乏耐力，往往會(huì)放棄實(shí)現(xiàn)目標(biāo)。在接受反饋方面，這也因員工表現(xiàn)出的自我效能水平而異。如果員工有很高的自我效能感，他們會(huì)接受負(fù)面反饋，并將其作為更多的動(dòng)力。如果員工的自我效能感較低，他們會(huì)使用負(fù)面反饋?zhàn)鳛闇p少努力的理由，從而降低動(dòng)機(jī)。研究表明，將自我效能理論和目標(biāo)設(shè)定理論結(jié)合起來考慮是很重要的。在綜合考慮這兩種理論的過程中，具有高自我效能感的員工會(huì)為自己設(shè)定更高的目標(biāo)，并會(huì)為實(shí)現(xiàn)目標(biāo)付出更多的努力。經(jīng)理可以通過給員工分配具有挑戰(zhàn)性的目標(biāo)來提高員工的自我效能。在現(xiàn)實(shí)世界中，當(dāng)員工被分配一項(xiàng)艱巨的任務(wù)時(shí)，他們會(huì)覺得經(jīng)理確信他們有能力完成這項(xiàng)任務(wù)。你變得更加自信，開始相信自己作為一個(gè)人的能力，這會(huì)帶來更高的動(dòng)力。班杜拉描述了四種提高自我效能的方法。主動(dòng)掌握是指員工知道自己過去已經(jīng)成功完成了一項(xiàng)任務(wù)，并完全有信心能夠再次完成任務(wù)。邪惡建模是指你觀察到別人成功地完成了某件事。例如，如果你觀察到一位同事在一個(gè)月內(nèi)獲得了最高銷售額的獎(jiǎng)勵(lì)，你就會(huì)相信自己也能做到。口頭說服是當(dāng)你被某人“激怒”時(shí)。他們對(duì)你表現(xiàn)出信心，談?wù)撃愕姆e極品質(zhì)，以及他們?nèi)绾沃滥阌心芰ψ鋈魏问虑?，突然你相信了這些話，變得自信起來。當(dāng)一個(gè)人“興奮起來”并利用這種能量完成任務(wù)時(shí)，就會(huì)發(fā)生喚醒。自我效能論中討論的下一個(gè)效應(yīng)是皮格馬利翁效應(yīng)，皮格馬利翁效應(yīng)被描述為相信某件事，使其成為現(xiàn)實(shí)。如果員工被告知他們是一個(gè)很好的學(xué)習(xí)者、成就者和自給自足的人，他們就會(huì)開始相信所有這些品質(zhì)都是真實(shí)的。這是一個(gè)很好的激勵(lì)工具，可以用來增強(qiáng)員工的信心。告訴員工他們擁有的積極特征會(huì)讓他們變得更加自信，從而為實(shí)現(xiàn)業(yè)務(wù)目標(biāo)付出更多努力。通過培訓(xùn)員工相信經(jīng)理的積極反饋是真實(shí)的，員工將開始以更高的標(biāo)準(zhǔn)工作。激勵(lì)應(yīng)該以積極的方式影響績(jī)效，這也是管理者在組織中需要關(guān)注的。在這個(gè)理論中，積極性高的員工可以通過自我效能感來實(shí)現(xiàn)。

Instinct theories began to gain popularity and theories based on drive began. Thorndike, Woodworth and Hull all worked on the concept regarding how present behavior is largely influenced by past behavior. Hedonism was described by Allport as a “past action that led to positive outcomes would tend to be repeated, whereas past actions that led to negative outcomes would tend to diminish” (Steers, 2004). Reinforcement theory was developed by Skinner and is defined as a “theory that says that behavior is a function of its consequences” (Robbins & Judge, 2011). Reinforcement theory is really concentrated on employee behaviors and explains how reinforcement causes behavior good or bad. Operant conditioning is mentioned in this theory as a way to strengthen this theory. Operant conditioning is acting in a way or behaving in a way to get something, some type of a reward and to avoid anything negative. Skinner argues in operant conditioning that if an employer wants a specific behavior to be repeated they must positively reward the employee. Positively rewarding an employee will lead to the behavior being repeated and using negative consequences will reduced the occurrence of the less desired behavior. Skinner’s research states that a person will associate an action with a reward and will therefore always act this way to receive this reward regardless of anything else, such as emotion, environment etc. Findings suggest that if an employer motivates an employee with a bonus for a job well done, the employee will continue to perform at the level desired to receive that bonus. However, if an employee does not receive that bonus after the desired behavior is complete, this positive behavior will decline.

本能理論開始流行起來，基于動(dòng)力的理論也開始流行起來。Thorndike、Woodworth和Hull都致力于研究當(dāng)前行為在很大程度上受過去行為影響的概念。Allport將享樂主義描述為“過去導(dǎo)致積極結(jié)果的行動(dòng)往往會(huì)重復(fù)，而過去導(dǎo)致消極結(jié)果的行動(dòng)則往往會(huì)減少”（Steers，2004）。強(qiáng)化理論由Skinner發(fā)展而來，被定義為“行為是其后果的函數(shù)的理論”（Robbins&Judge，2011）。強(qiáng)化理論真正關(guān)注的是員工的行為，并解釋了強(qiáng)化是如何導(dǎo)致行為好壞的。該理論中提到了操作條件作用，以此來加強(qiáng)這一理論。操作條件反射是以某種方式或行為來獲得某種東西，某種類型的獎(jiǎng)勵(lì)，并避免任何負(fù)面的事情。斯金納在操作條件反射中認(rèn)為，如果雇主希望重復(fù)某一特定行為，他們必須積極獎(jiǎng)勵(lì)員工。積極獎(jiǎng)勵(lì)員工會(huì)導(dǎo)致行為重復(fù)，而使用負(fù)面后果會(huì)減少不太希望的行為的發(fā)生。斯金納的研究表明，一個(gè)人會(huì)將一項(xiàng)行動(dòng)與獎(jiǎng)勵(lì)聯(lián)系起來，因此無論情緒、環(huán)境等其他因素如何，他都會(huì)以這種方式獲得獎(jiǎng)勵(lì)。研究結(jié)果表明，如果雇主為員工的出色工作提供獎(jiǎng)金，員工將繼續(xù)以期望的水平獲得獎(jiǎng)金。然而，如果員工在完成所需行為后沒有獲得獎(jiǎng)金，這種積極行為就會(huì)下降。

Related to reinforcement is the social-learning theory, which states “the view that we can learn through both observation and direct experience (Robbins & Judge, 2011). This learning is important to develop oneself as an individual because we learn through the people we are exposed to in our lifetime. We use many people we come into contact with as models for learning and we take away our direct experience from these learning experiences. There are four processes used in the social learning theory to determine influence on an individual. Attentional process “people learn from a model only when they recognize and pay attention to its critical features” (Robbins & Judge, 2011). This means as humans we are more influenced by attractive people or people we can relate too in some way. Retention processes is how well an individual remembers an actions of an individual once the person is no longer in their presence. Did you retain the knowledge? A motor reproduction process is described as modeling a behavior. After an individual observes a behavior they must turn the observation into an action and continuously follow through with the model behavior. Reinforcement processes is described as motivating employees to behave a certain way, if an employee is given some sort of an incentive to behave a specific way, this behavior suddenly becomes more attractive. Once reinforcement comes into place an employer has the power to positively or negatively reinforce to get the desired results.

與強(qiáng)化相關(guān)的是社會(huì)學(xué)習(xí)理論，其中指出“我們可以通過觀察和直接經(jīng)驗(yàn)學(xué)習(xí)的觀點(diǎn)（Robbins&Judge，2011）.這種學(xué)習(xí)對(duì)發(fā)展個(gè)人很重要，因?yàn)槲覀兪峭ㄟ^一生中接觸到的人來學(xué)習(xí)的。我們將接觸到的許多人作為學(xué)習(xí)的榜樣，并從這些學(xué)習(xí)經(jīng)驗(yàn)中汲取直接經(jīng)驗(yàn)。社會(huì)學(xué)習(xí)理論中有四個(gè)過程用于確定對(duì)個(gè)人的影響。注意過程“人們只有在識(shí)別并注意到模型的關(guān)鍵特征時(shí)才能從模型中學(xué)習(xí)”（Robbins&Judge，2011）。這意味著，作為人類，我們更容易受到有吸引力的人的影響，或者我們也可以以某種方式與之建立聯(lián)系。保留過程是指當(dāng)一個(gè)人不再在場(chǎng)時(shí)，他對(duì)自己行為的記憶程度。你保留了這些知識(shí)嗎？運(yùn)動(dòng)再現(xiàn)過程被描述為對(duì)行為進(jìn)行建模。在一個(gè)人觀察到一種行為后，他們必須將觀察轉(zhuǎn)化為一種行動(dòng)，并不斷地遵循模型行為。強(qiáng)化過程被描述為激勵(lì)員工以某種方式行事，如果員工受到某種激勵(lì)以某種特定方式行事，這種行為會(huì)突然變得更有吸引力。一旦強(qiáng)化到位，雇主就有權(quán)積極或消極地強(qiáng)化，以獲得期望的結(jié)果。

“A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate inequalities” (Robbins & Judge, 2011). This theory is known as equity theory; it demonstrates that when employees put in long hours and hard work they expect to be compensated fairly. The employees will start comparing what is called the output-input ratio of them and other employees to make sure everything is fair. This theory is all about comparing your current situation at your company with other employees, friends, family members or people in similar companies. Tension will form once an employee is aware of the unfair treatment. Justice must be served if an employee is treated unfairly. There are three forms of justice under the equity theory. Distributive justice has to do with the decision that was made to make the situation just and fair. Procedural justice is defined as the fairness in the process of conclusion. Lastly, interactional justice is focused on how an employee is treated; they are to be treated with respect.

“一種理論認(rèn)為，個(gè)人將自己的工作投入和結(jié)果與他人進(jìn)行比較，然后做出反應(yīng)來消除不平等”（Robbins&Judge，2011）。這一理論被稱為公平理論；它表明，當(dāng)員工投入長(zhǎng)時(shí)間和艱苦的工作時(shí)，他們希望得到公平的補(bǔ)償。員工們將開始比較他們和其他員工的產(chǎn)出投入比，以確保一切都是公平的。這個(gè)理論是關(guān)于將你在公司的現(xiàn)狀與其他員工、朋友、家人或類似公司的人進(jìn)行比較。一旦員工意識(shí)到這種不公平待遇，就會(huì)形成緊張氣氛。如果雇員受到不公平待遇，就必須伸張正義。公平理論下的正義有三種形式。分配正義與為使情況公正和公平而做出的決定有關(guān)。程序公正是指結(jié)論過程中的公正性。最后，互動(dòng)公正關(guān)注的是如何對(duì)待員工；他們應(yīng)該受到尊重。

Lewin and Tolman saw behavior as “purposeful, goal directed and largely based on conscious intentions” (Steers, 2004). Expectancy theory is “a theory that says that the strength of a tendency to act in a certain way depends on he strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual” (Robbins & Judge, 2011). This theory researched and presented by Victor Vroom is still used today when discussing motivation. The employee will rationally evaluate which option will give them the best reward. This theory states that an employee is more likely to act a certain way or perform at a high level when they know it will lead to a reward. Therefore, this theory has three relationships it concentrates on to describe the expectancy theory. Effort-performance relationship “the probability perceived by the individual that exerting a given amount of effort will lead to performance”, if they know there is a high chance they will receive a reward, they will complete the task. If the probability or chance that the reward will be non-existant the employee will most likely not complete the task. Performance-reward relationship “the degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome”, employees want to know that if they do good they will receive some sort of praise. If an employee is performing at an above average level, they should receive compensation or praise to keep their efforts constant. Rewards-personal goals relationship “the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual”, many times a certain goal satisfies an employee both at their job and in their personal life. A simple example would be excelling at your job in general way, this satisfies one employee personal and work goal.

Lewin和Tolman認(rèn)為行為是“有目的的，目標(biāo)導(dǎo)向的，主要基于有意識(shí)的意圖”（Steers，2004）。期望理論是“一種理論，認(rèn)為以某種方式行事的傾向的強(qiáng)度取決于對(duì)行為之后會(huì)有特定結(jié)果的期望的強(qiáng)度，以及該結(jié)果對(duì)個(gè)人的吸引力”（Robbins&Judge，2011）。Victor Vroom研究和提出的這一理論至今仍在討論動(dòng)機(jī)時(shí)使用。員工會(huì)合理地評(píng)估哪種選擇會(huì)給他們最好的獎(jiǎng)勵(lì)。這一理論指出，當(dāng)員工知道這會(huì)帶來獎(jiǎng)勵(lì)時(shí)，他們更有可能以某種方式行事或表現(xiàn)出高水平。因此，這一理論有三個(gè)關(guān)系，它集中描述了預(yù)期理論。努力-績(jī)效關(guān)系“個(gè)人感知到的施加一定量的努力會(huì)導(dǎo)致績(jī)效的概率”，如果他們知道很有可能獲得獎(jiǎng)勵(lì)，他們就會(huì)完成任務(wù)。如果不存在獎(jiǎng)勵(lì)的可能性，員工很可能無法完成任務(wù)?？?jī)效-獎(jiǎng)勵(lì)關(guān)系“個(gè)人認(rèn)為在特定水平上的表現(xiàn)會(huì)導(dǎo)致達(dá)到預(yù)期結(jié)果的程度”，員工希望知道，如果他們做得好，他們會(huì)得到某種贊揚(yáng)。如果員工的表現(xiàn)高于平均水平，他們應(yīng)該得到補(bǔ)償或表揚(yáng)，以保持他們的努力不變。獎(jiǎng)勵(lì)-個(gè)人目標(biāo)關(guān)系“組織獎(jiǎng)勵(lì)滿足個(gè)人目標(biāo)或需求的程度，以及這些潛在獎(jiǎng)勵(lì)對(duì)個(gè)人的吸引力”，很多時(shí)候，某個(gè)目標(biāo)會(huì)讓員工在工作和個(gè)人生活中都感到滿意。一個(gè)簡(jiǎn)單的例子是以一般的方式在工作中表現(xiàn)出色，這滿足了一名員工的個(gè)人和工作目標(biāo)。

In discussing motivation it is important to look into the job characteristics model. This model developed by Hackman and Oldham described it as a model that could describe any job with just five core dimensions. The first core dimension is skill variety and this has to do with the variety of the job. If a job has many different activities it will keep an employee engaged. The more variety a job has the more skills and talents an employee will be using. This will keep the job interesting for the employee. Task identity is the next dimension and it is when a job requires the completion of a whole piece of work. Meaning an employee doesn’t just want to complete a part of a project, they want to complete the entire project themselves. A shoe maker does not want to just create the sole of the shoe; they want to complete the project from start to finish. Task significance is the degree to which your job has an influence on lives or work of other people. Autonomy represents the freedom or flexibility an employee has over his or her own procedures. An employee is very independent if they have high autonomy in their job and they create their own schedules. And the last core dimension is feedback and it is all about how effective the completed performance really was according to people. Once an employee carries out the duties of their job, through feedback they can see how effective their performance was. In order for an employee to stay motivated knowledge of results, experienced responsibility and experienced meaningfulness must be present. An employee will be motivated if they know about the subject, have responsibility towards the task and understand what the purpose or meaning of this task is. If all of these factors are present motivation will increase and absenteeism will decrease.

在討論動(dòng)機(jī)時(shí)，研究工作特征模型是很重要的。這個(gè)由Hackman和Oldham開發(fā)的模型將其描述為一個(gè)可以描述任何只有五個(gè)核心維度的工作的模型。第一個(gè)核心維度是技能的多樣性，這與工作的多樣性有關(guān)。如果一份工作有許多不同的活動(dòng)，它會(huì)讓員工保持參與。一份工作的種類越多，員工使用的技能和才能就越多。這將使員工對(duì)這份工作保持興趣。任務(wù)標(biāo)識(shí)是下一個(gè)維度，它是指一項(xiàng)工作需要完成一整項(xiàng)工作。這意味著員工不僅想完成項(xiàng)目的一部分，他們還想自己完成整個(gè)項(xiàng)目。制鞋商不想僅僅制造鞋底；他們想從頭到尾完成這個(gè)項(xiàng)目。任務(wù)重要性是指你的工作對(duì)他人生活或工作的影響程度。自主性代表員工對(duì)自己的程序擁有的自由或靈活性。如果員工在工作中有高度的自主權(quán)，并制定自己的時(shí)間表，他們就會(huì)非常獨(dú)立。最后一個(gè)核心維度是反饋，這一切都是關(guān)于人們認(rèn)為完成的表現(xiàn)有多有效。一旦員工履行了他們的職責(zé)，通過反饋，他們可以看到自己的表現(xiàn)有多有效。為了讓員工對(duì)結(jié)果保持積極性，必須具備經(jīng)驗(yàn)豐富的責(zé)任感和經(jīng)驗(yàn)豐富的意義。如果員工了解該主題，對(duì)任務(wù)負(fù)有責(zé)任，并理解該任務(wù)的目的或意義，他們就會(huì)受到激勵(lì)。如果所有這些因素都存在，動(dòng)機(jī)就會(huì)增加，缺勤率就會(huì)降低。

This chart was discussed in class and shows how to enrich an employee’s job so they become more motivated. For example, when you establish client relationships you can do so by using skill variety, autonomy and feedback. Each of those factors is enhanced by the right side column. In today’s society it is very important to keep motivating employees and challenging them using the job characteristics model or variations of this theory. This theory is also discussed in the article Motivating and Energizing Your Team. MORE INFORMATION

這張圖表在課堂上進(jìn)行了討論，展示了如何豐富員工的工作，使他們更有動(dòng)力。例如，當(dāng)你建立客戶關(guān)系時(shí)，你可以通過使用技能多樣性、自主性和反饋來做到這一點(diǎn)。右側(cè)欄增強(qiáng)了這些因素中的每一個(gè)。在當(dāng)今社會(huì)，使用工作特征模型或該理論的變體不斷激勵(lì)員工并向他們提出挑戰(zhàn)是非常重要的。這一理論也在《激勵(lì)和激勵(lì)你的團(tuán)隊(duì)》一文中進(jìn)行了討論。更多信息

Motivating employees can be done by redesigning a job to make the tasks more interesting to the employee. If there are new incentives, challenges or rewards an employee will be more likely to stay motivated. Using job enrichment, which really allows the employee to control the scheduling and planning. Some alternative work arrangements might also be necessary to motivate employees as well, given that 87% of America’s workforce has some sort of family obligation. Some options to offer your employees include flextime (flexible work hours), job sharing (two or more people split a 40 hr week), on site child care, banking, dry cleaning and telecommuting (working from home). Johnson & Johnson reported that 71% of the employees cited the family-friendly programs as one of the key reasons they stay. Aetna reported that its turnover rate was decreased by 20% due to these programs (Boyett, 2006). In today’s society it is essential to adopt these types of programs and redesign businesses. Today we can still see research being done on all of these theories as they are the solid foundation for the theories of motivation. Retaining, attracting and motivating employees in today’s workplace has become a challenge with now managing a more diverse workforce, but they must stay firm and confident in proven methods of motivation.

激勵(lì)員工可以通過重新設(shè)計(jì)工作來實(shí)現(xiàn)，使任務(wù)對(duì)員工來說更有趣。如果有新的激勵(lì)措施、挑戰(zhàn)或獎(jiǎng)勵(lì)，員工將更有可能保持積極性。使用工作豐富性，這確實(shí)允許員工控制日程安排和計(jì)劃。考慮到87%的美國(guó)勞動(dòng)力有某種家庭義務(wù)，一些替代性的工作安排也可能是激勵(lì)員工的必要條件。為員工提供的一些選擇包括彈性工作時(shí)間（彈性工作時(shí)間）、工作分擔(dān)（兩人或兩人以上每周工作40小時(shí)）、現(xiàn)場(chǎng)兒童保育、銀行、干洗和遠(yuǎn)程辦公（在家工作）。強(qiáng)生公司報(bào)告稱，71%的員工認(rèn)為家庭友好計(jì)劃是他們留下來的主要原因之一。安泰保險(xiǎn)報(bào)告稱，由于這些項(xiàng)目，其離職率下降了20%（Boyett，2006）。在當(dāng)今社會(huì)，采用這些類型的計(jì)劃并重新設(shè)計(jì)業(yè)務(wù)是至關(guān)重要的。今天，我們?nèi)匀豢梢钥吹綄?duì)所有這些理論的研究，因?yàn)樗鼈兪莿?dòng)機(jī)理論的堅(jiān)實(shí)基礎(chǔ)。在當(dāng)今的工作場(chǎng)所，留住、吸引和激勵(lì)員工已經(jīng)成為一項(xiàng)挑戰(zhàn)，因?yàn)楝F(xiàn)在管理著一支更加多樣化的勞動(dòng)力隊(duì)伍，但他們必須對(duì)行之有效的激勵(lì)方法保持堅(jiān)定和信心。

When motivating your employees you should focus on the “how”, how do I motivate my employees? Employees are the most important asset to a company (Boyett, 2006). One suggestion is to become interested in the employees life at a personal level. “One of the greatest complaints of employees is that the person they work for isn’t interested in who they are and what goes on in their lives, personally or professionally”, “if they feel anonymous they’ll dread going to work and return home deflated” (Lencioni, 2010). This problem will decrease motivation for an employee at all levels, no matter what the job title. “The consequences of unmotivated employees are a huge expense in the way of innovation, production, and quality. Management cannot treat people like machines and expect positive results; people offer specialized abilities, actions, vigor and time commitments that machines cannot provide” (Harell & Daim 1). It is important for an employee to find fulfillment at work and understand why their role is important to the organization. A company must provide meaning and purpose in work (Boyett, 2006). Having a mission or vision that is exciting and energizing to the staff will increase motivation. Informing the employee about the company will help to drive the employees to become more emotionally invested in the company’s progress. Training an employee will show them how invested you are in them and how much you find them to be an essential piece of the company. When you invest in your employees they see that as a form of job security. Listening to the wants and needs of your employees can guide you in the right direction as well. Managers must treat their employees as people and as individuals to motivate them in the specific way they need to be motivated or pushed. Each employee is a different person and has a few different needs. Getting to know your employees will benefit you as a manager and the company as a whole. Also, sharing in the rewards of the company can also motivate an employee. We are seeing a shift in compensation as employees want to be compensated on the value they add to the company and not the hours invested. This will motivate an employee to bring out their creative sides and use that in their job or task.

當(dāng)激勵(lì)員工時(shí)，你應(yīng)該關(guān)注“如何”，我如何激勵(lì)員工？員工是公司最重要的資產(chǎn)（Boyett，2006）。一個(gè)建議是從個(gè)人層面對(duì)員工的生活產(chǎn)生興趣。“員工最大的抱怨之一是，他們工作的人對(duì)他們是誰以及他們生活中發(fā)生的事情不感興趣，無論是個(gè)人還是職業(yè)”，“如果他們感到匿名，他們會(huì)害怕去工作，然后泄氣地回家”（Lencioni，2010）。無論職位是什么，這個(gè)問題都會(huì)降低各級(jí)員工的積極性。“沒有動(dòng)力的員工的后果是在創(chuàng)新、生產(chǎn)和質(zhì)量方面的巨大支出。管理層不能像對(duì)待機(jī)器一樣對(duì)待人并期望積極的結(jié)果；人們提供了機(jī)器無法提供的專業(yè)能力、行動(dòng)、活力和時(shí)間承諾”（Harell&Daim 1）。員工在工作中找到滿足感并理解為什么他們的角色對(duì)組織很重要，這一點(diǎn)很重要。公司必須在工作中提供意義和目的（Boyett，2006）。擁有一個(gè)對(duì)員工來說令人興奮和充滿活力的使命或愿景將增加動(dòng)力。向員工介紹公司情況將有助于促使員工對(duì)公司的發(fā)展投入更多的情感。培訓(xùn)員工將向他們展示你對(duì)他們的投資，以及你發(fā)現(xiàn)他們?cè)诙啻蟪潭壬鲜枪镜闹匾M成部分。當(dāng)你投資于你的員工時(shí)，他們認(rèn)為這是一種工作保障。傾聽員工的愿望和需求也可以引導(dǎo)你朝著正確的方向前進(jìn)。管理者必須將員工視為人和個(gè)體，以激勵(lì)或推動(dòng)他們的特定方式激勵(lì)他們。每個(gè)員工都是不同的人，有一些不同的需求。了解你的員工將使你作為一名經(jīng)理和整個(gè)公司受益。此外，分享公司的獎(jiǎng)勵(lì)也可以激勵(lì)員工。我們看到了薪酬的轉(zhuǎn)變，因?yàn)閱T工希望獲得的薪酬是他們?yōu)楣驹黾拥膬r(jià)值，而不是投資的時(shí)間。這將激勵(lì)員工展現(xiàn)他們創(chuàng)造性的一面，并將其用于工作或任務(wù)中。

Today we see many people being motivated by money because of the difficult economic times. This type of motivation is not uncommon; however it will not ultimately keep your employees happy and consistently motivated. Managers must understand the times of today in their organization and reevaluate their techniques as managers to maintain a positive work environment. Many people are worried about their future and their family’s future so they need job security as an employee, this becomes essential to employees. Managers need to be aware of each employee they are dealing with on a daily basis and work to satisfy them and fulfill their needs. Looking at each employee’s personality, discovering their worth and adjusting their tasks to their specialties will help improve their motivation because they will feel as though their employer cares for them as a person. If an employer does not fulfill the employees needs they fall behind and become unmotivated, which can lead to many unwanted consequences. Unmotivated employees can lead to costly mistakes, decreased morale, negative feedback, lazy employees and decreased profit. Dedicated employees seem to be motivated employees, as they care about the company as a whole and also work to support their families at the same time. In today’s society managers must be aware of the attitude employees possess and address those as quickly as possible to keep the organization always working at full capacity and efficiency. Efficient employees are motivated individuals who thrive on feedback and factors in the job characteristic model. Happiness is a huge factor in motivation and keeping employees. If an employee is unhappy with their job their productivity will decrease and they will lose motivation. Turnover and absenteeism can increase when an employee is not happy at their job and in their work environment. Unhappiness in a job can also come from thing such as other co-worker interactions, especially if they are negative and hostile. Employees who work in a hostile and uncomfortable workplace tend to lose their motivation at a quicker rate and motivation usually stays very low in this situation. Checking in with your employees to see if they are happy is essential to maintaining motivation throughout the workplace.

今天，由于經(jīng)濟(jì)困難，我們看到許多人被金錢所激勵(lì)。這種動(dòng)機(jī)并不少見；然而，這最終不會(huì)讓你的員工保持快樂和持續(xù)的動(dòng)力。管理者必須了解當(dāng)今組織的時(shí)代，并重新評(píng)估他們作為管理者的技術(shù)，以保持積極的工作環(huán)境。許多人擔(dān)心自己和家人的未來，因此他們作為一名員工需要工作保障，這對(duì)員工來說至關(guān)重要。管理者需要了解他們每天與之打交道的每一位員工，并努力滿足他們的需求。審視每個(gè)員工的個(gè)性，發(fā)現(xiàn)他們的價(jià)值，并根據(jù)他們的專業(yè)調(diào)整他們的任務(wù)，這將有助于提高他們的動(dòng)力，因?yàn)樗麄儠?huì)覺得雇主關(guān)心他們。如果雇主不滿足員工的需求，他們就會(huì)落后，失去動(dòng)力，這可能會(huì)導(dǎo)致許多不必要的后果。沒有動(dòng)力的員工會(huì)導(dǎo)致代價(jià)高昂的錯(cuò)誤、士氣下降、負(fù)面反饋、懶惰的員工和利潤(rùn)下降。敬業(yè)的員工似乎是有動(dòng)力的員工，因?yàn)樗麄冴P(guān)心整個(gè)公司，同時(shí)也在努力養(yǎng)家。在當(dāng)今社會(huì)，管理者必須意識(shí)到員工的態(tài)度，并盡快解決這些問題，以保持組織始終以最大能力和效率工作。高效的員工是有動(dòng)力的個(gè)人，他們?cè)诠ぷ魈卣髂Ｐ椭幸揽糠答伜鸵蛩刈聣殉砷L(zhǎng)。幸福感是激勵(lì)和留住員工的一個(gè)重要因素。如果員工對(duì)自己的工作不滿意，他們的生產(chǎn)力就會(huì)下降，也會(huì)失去動(dòng)力。當(dāng)員工對(duì)工作和工作環(huán)境不滿意時(shí)，離職率和缺勤率會(huì)增加。工作中的不快樂也可能來自于其他同事的互動(dòng)，尤其是當(dāng)他們是消極和敵對(duì)的時(shí)候。在充滿敵意和不舒服的工作場(chǎng)所工作的員工往往會(huì)更快地失去動(dòng)力，在這種情況下，動(dòng)力通常會(huì)很低。與員工溝通，看看他們是否開心，這對(duì)于在整個(gè)工作場(chǎng)所保持動(dòng)力至關(guān)重要。

According to coach4u.com this chart is a good way to find out how happy you are at your own job. Understanding this chart will help assess the happiness of your employees and understand what they need as individual employees. As managers it is necessary to keep employees happy.

根據(jù)coach4u。com這張圖表是一個(gè)很好的方法來了解你對(duì)自己的工作有多滿意。了解此圖表將有助于評(píng)估員工的幸福感，并了解他們作為個(gè)體員工需要什么。作為管理者，讓員工開心是必要的。

The article Motivating and Energizing Your Team: 10 Tips for Success talks about motivating your team, which could be your employees as an employer or manager. In this article there are ten successful ways to motivate employees. The first tip is to acknowledge your employees on a daily basis by starting conversation about a topic both parts are interested in. Appreciate the performance of your employee by telling them, competent performance needs to be praised. Even if the task is routine they should still be recognized for performing the task at a high competent level. Providing feedback in a way that still motivates the employee is important. If the feedback is negative find the professional way to approach the employee so the correct behavior can be displayed in the future. It is also important to recognize correct and proper behaviors as well. Letting the employee know they are part of the bigger picture will motivate them to achieve their tasks in a timely manner. The fifth tip is encouraging the competence of your employees by asking their input frequently. Make sure to “come thru” for your employees, when a request is made, make sure to follow thru with an action of some sort. Always recognize extra efforts employees give and don’t take these efforts for granted as they will become less frequent. Show the employee trust is there by assigning challenging tasks and new tasks; this allows them to see you trust their knowledge and hard work to complete this new task. Training should be available to enhance the knowledge of your employees; it also shows them that the company is invested in them. And the last tip is affirming your teams efforts publicly, for example, providing a special lunch to show recognition to a job well done will “l(fā)ift the spirits” of the employees. As Maslow said “assume that everyone likes to be justly and fairly appreciated, preferably in public”. As this article displays our team is our employees and as managers it is our responsibility to motivate them to keep our company on the right successful path.

《激勵(lì)和激勵(lì)你的團(tuán)隊(duì)：成功的10個(gè)技巧》一文談到了激勵(lì)你的球隊(duì)，可以是你的雇主或經(jīng)理。在這篇文章中，有十種成功的方法來激勵(lì)員工。第一個(gè)建議是，通過就雙方都感興趣的話題開始對(duì)話，每天向員工表示感謝。贊賞員工的表現(xiàn)，告訴他們，勝任的表現(xiàn)需要表揚(yáng)。即使任務(wù)是例行的，他們?nèi)匀粦?yīng)該被認(rèn)可以高能力水平執(zhí)行任務(wù)。以一種仍然激勵(lì)員工的方式提供反饋是很重要的。如果反饋是負(fù)面的，請(qǐng)找到專業(yè)的方式接近員工，以便在未來展示正確的行為。同樣重要的是要認(rèn)識(shí)到正確和適當(dāng)?shù)男袨椤Ｗ寙T工知道他們是大局的一部分將激勵(lì)他們及時(shí)完成任務(wù)。第五個(gè)技巧是通過經(jīng)常詢問員工的意見來鼓勵(lì)他們的能力。確保你的員工“通過”，當(dāng)提出要求時(shí)，確保采取某種行動(dòng)。一定要認(rèn)識(shí)到員工付出的額外努力，不要認(rèn)為這些努力是理所當(dāng)然的，因?yàn)樗鼈儠?huì)變得不那么頻繁。通過分配具有挑戰(zhàn)性的任務(wù)和新任務(wù)來顯示員工的信任；這讓他們看到你信任他們的知識(shí)和辛勤工作來完成這項(xiàng)新任務(wù)。應(yīng)提供培訓(xùn)以增強(qiáng)員工的知識(shí)；這也向他們展示了公司對(duì)他們的投資。最后一條建議是公開肯定你的團(tuán)隊(duì)的努力，例如，提供一頓特別的午餐來表示對(duì)出色工作的認(rèn)可，這將“振奮”員工的精神。正如馬斯洛所說，“假設(shè)每個(gè)人都喜歡得到公正和公平的贊賞，最好是在公共場(chǎng)合”。正如本文所展示的，我們的團(tuán)隊(duì)就是我們的員工，作為管理者，我們有責(zé)任激勵(lì)他們，讓我們的公司走上正確的成功之路。

Another factor to look at is cultural differences in employees and organizations.

另一個(gè)需要考慮的因素是員工和組織的文化差異。

To have a successful motivation factor throughout a business all cultures must be taken into consideration. What might motivate one employee could upset another employee at the same company. Motivation throughout a diverse workplace is not a “one size fits all” method. According to the article Motivating Employees on a Global Scale: Author Bob Nelson an employer has to be aware of different cultures in their organization. For example in a Hispanic culture they are very family orientated and a reward that can be used for their entire family would motivate this employee. Japanese culture is group orientated and would be motivated by work-group recognition. Mangers in the United States must be aware of the fact that many cultures believe our solo motivators to be embarrassin

為了在整個(gè)企業(yè)中擁有成功的激勵(lì)因素，必須考慮所有文化?？赡芗?lì)一名員工的事情可能會(huì)讓同一公司的另一名員工感到不安。在多元化的工作場(chǎng)所激勵(lì)員工并不是一種“一刀切”的方法。根據(jù)《激勵(lì)全球員工：作者Bob Nelson》一文，雇主必須意識(shí)到組織中的不同文化。例如，在西班牙裔文化中，他們非常注重家庭，可以用于整個(gè)家庭的獎(jiǎng)勵(lì)會(huì)激勵(lì)這名員工。日本文化是以群體為導(dǎo)向的，并將受到工作群體認(rèn)可的激勵(lì)。美國(guó)的管理者必須意識(shí)到這樣一個(gè)事實(shí)，即許多文化都認(rèn)為我們單獨(dú)的動(dòng)機(jī)會(huì)讓人尷尬

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