管理学—员工激励(英文
激励员工 英语作文
激励员工英语作文Title: Strategies for Motivating Employees。
Employee motivation is a crucial aspect of organizational success. A motivated workforce is more productive, innovative, and engaged, leading to higher overall performance and profitability. In this essay, we will explore various strategies for motivating employees and enhancing their job satisfaction.Firstly, recognition and rewards play a significantrole in motivating employees. Acknowledging their contributions, whether through verbal praise, certificates, or performance-based bonuses, helps boost morale and encourages them to continue performing at their best. Additionally, creating a culture of appreciation where colleagues celebrate each other's achievements fosters a positive work environment.Secondly, providing opportunities for growth anddevelopment is essential for employee motivation. Offering training programs, workshops, and career advancement opportunities demonstrates a commitment to employees' professional growth. When employees see a clear path for advancement and skill enhancement, they are more motivated to invest their time and effort in their roles.Moreover, fostering open communication and feedback channels is vital. Employees should feel comfortable expressing their ideas, concerns, and feedback without fear of reprisal. Regular feedback sessions, both formal and informal, enable managers to understand employees' needs and make necessary adjustments to improve job satisfaction.Furthermore, promoting work-life balance contributes significantly to employee motivation. Encouraging flexible work arrangements, such as telecommuting options orflexible hours, helps employees manage their personal and professional responsibilities more effectively. When employees feel supported in achieving a healthy work-life balance, they are more motivated and engaged at work.In addition to these strategies, creating a positive organizational culture is key to sustaining employee motivation. A culture that values diversity, inclusivity, and mutual respect fosters a sense of belonging and encourages employees to contribute their best efforts. Celebrating achievements, fostering teamwork, and promoting a collaborative environment contribute to a positive organizational culture.Another effective strategy for motivating employees is setting clear goals and expectations. When employees have a clear understanding of what is expected of them and how their contributions contribute to the organization's success, they are more motivated to perform well. Regularly revisiting and revising goals ensures alignment with the organization's objectives and keeps employees motivated and focused.Lastly, leading by example is crucial for motivating employees. Managers and leaders who demonstrate passion, integrity, and a strong work ethic inspire their teams to do the same. By exhibiting positive behaviors and values,leaders create a motivating environment where employeesfeel inspired to excel.In conclusion, employee motivation is a multifaceted aspect of organizational management. By implementing strategies such as recognition and rewards, providinggrowth opportunities, fostering open communication, promoting work-life balance, cultivating a positive culture, setting clear goals, and leading by example, organizations can effectively motivate their employees and enhanceoverall performance and productivity.。
格里芬管理学英文题库领导职能及其答案
格里芬管理学英文题库：领导职能第16章员工激励与绩效的管理1、Individual job performance is determined by motivation and environment.1)TRUE2)FALSE2、The motivation process begins with1)Efforts to fulfill needs.2)A need deficiency.3)Evaluation of need satisfaction.4)Performance.5)None of the above 3、Hygiene factors are related to the1)Work content.2)Work environment.3)Esteem needs.4)Growth needs.4、According to Maslow, when the needs at a particular level are met, these needs are no longer a motivator, and the next higher level of needs becomes operative.1)TRUE2)FALSE5、Self-actualization needs are the most difficult for a manager to address.1)TRUE2)FALSE6、The Japanese used to have lifetime employment with one company. But in the 90s the Japanese economy experienced serious setbacks and Japanese workers were forced to address _____ needs previously almost guaranteed.1)Physiological2)Belongingness3)Security4)Self-actualization7、According to Herzberg’s two-factor theory of motivation, which of the following is a motivator?1)Pay2)Working conditions3)Hygiene factors4)An opportunity to show what you can do5)A quality supervisor8、Ellen claims her job is so easy she goes to work to relax after a busy weekend. She says she’ll never retire. Using Herzberg’s theory of motivation1)Ellen needs to satisfy her actualization need.2)Existence is the need most important to Ellen.3)Hygiene factors are more important to Ellen than motivators.4)The need for affiliation motivates Ellen.5)Ellen has a high effort-to-performance expectancy level.9、Students who want their exams graded and returned as soon as possible probably have a high need for1)Power.2)Affiliation.3)Security.4)Achievement.10、People with a strong need for power prefer jobs that offer a chance to make friends.1)TRUE2)FALSE11、The extent to which an individual wants a particular outcome is1)Valence.2)Outcome.3)Expectancy.4)Performance.12、Which of the following factors would most likely cause an employee to havea low effort-to-performance expectancy?1)The company keeps its pay schedules secret.2)The employee perceives his or her ability as low. Management increases standards for receiving a bonus when workers start increasing productivity.3)It is a well-known fact that the organization pays below industry standards.4)The employee feels that the organization’s reward is not adequate.13、Treating everyone the same is fair according to equity theory.1)TRUE2)FALSE14、When A&P employees earn large bonuses based upon high rates of efficiency, this is an example of addressing __________ expectancy.1)Effort-to-valence2)Effort-to-performance3)Performance-to-outcome4)Performance-to-valence15、Nate perceives that no matter how much he studies he won’t do as well as Carol on the test. What makes it worse is Carol doesn’t even study. According to equity theory Nate will1)Study harder.2)Lower his goal.3)Tell Carol to study.4)Study with Carol.5)None of the above16、The least productive way to get employees to perform desired behaviors is to use1)Positive reinforcement.2)Avoidance.3)Punishment.4)Extinction.17、Raj sells office-management software to people in the medical profession. His sales manager has advised Raj that one of his goals this year should be to increase the time he spends on after-the-sale service. Raj sees after-the-sale service as a poor use of time that could be used to sell. In terms of the goal-setting theory, the likelihood that Raj will achieve his sales manager’s goal is low due to a lack of goal1)Consistency and uniformity.2)Congruity and consistency.3)Acceptance and commitment.4)Difficulty and acceptance.5)Conformity and flexibility.18、Positive reinforcement will strengthen behavior.1)TRUE2)FALSE19、Behavior modification is a technique of applying the concepts of the __________ model of motivation.1)Reinforcement2)Equity3)Goal-setting4)Porter-Lawler20、At the U. S. Military Academy cadets receive demerits if they show up to class late,don’t keep their rooms clean, and numerous other offenses. This is an example of1)Positive reinforcement.2)Punishment.3)Avoidance.4)Extinction.5)An extrinsic reward.21、A fixed-interval schedule provides the least incentive for good work.1)TRUE2)FALSE22、The two methods of reducing the frequency of behavior are punishment and avoidance.1)TRUE2)FALSE23、Oscar likes to pass along gossip about coworkers to his supervisor. However, his supervisor just ignores his comments and keeps talking about work-related issues. His supervisor is using _____ to weaken Oscar’s behavior.1)Punishment2)Extinction3)Avoidance4)Resentment5)Denial24、Robyn sells real estate for a large franchised organization. She likes the fact that she is allowed to set her own work goals, make decisions, and solve problems having to do with the houses that her customers are buying and selling. The real estate company for which Robyn works uses _____ to enhance employee motivation.1)Empowerment2)Autonomy3)Self-relevance4)Employees’ need for affiliation5)Employees’ need for self-actualization 25、Flexible work schedules, the 4/40 workweek, job sharing, and home-based work are all examples of what the text calls1)Work redesign plans.2)Goal-setting theory issues.3)Alternative work arrangements.4)Behavior modification plans.5)Organizational modifications.26、Employees work harder when earnings are1)Based upon seniority.2)Higher than average.3)Based upon performance.4)Equal for everyone in the organization.27、Incentive pay plans result in permanent increases to an employee’s base compensation at the end of the year.1)TRUE2)FALSE28、An organization that pays two workers doing the same job a different wage because one has the ability to perform more tasks than the other is using a gain-sharing pay system.1)TRUE2)FALSE29、Which of the following is a basic characteristic of an effective reward system?1)Rewards are distributed fairly.2)The reward system offers various ways to satisfy individual needs.3)The rewards satisfy employees’ basic needs.4)The rewards are comparable to those offered by other organizations in the immediate area.5)All of the above30、Employee Stock Ownership Plans (ESOPs) represent a group-level performance plan whereby employees are gradually given a stake in ownership of a corporation.1)TRUE2)FALSE第17章领导和影响的过程1、Leadership is1)A process.2)A property.3)Using influence to shape behavior without using force.4)A set of characteristics found in people who are leaders.5)All of the above.2、A person cannot be a manager without also being a leader.1)TRUE2)FALSE3、Which of the following is an example of an individual who is leading?1)A person identifying defects2)A person organizing staff functions3)A friend convincing you to try a new restaurant4)A person planning detailed evaluations5)All of the above4、All managers have legitimate power.1)TRUE5、Using power by the method of information distortion is sometimes considered unethical.1)TRUE2)FALSE6、Power derived from one’s position within the organizational hierarchy is referred to as__________ power.1)Referent2)Expert3)Legitimate4)Authority7、A boss ni cknamed the “Ax Man” by his employees would most likely use _____ power frequently.1)Expert2)Legitimate3)Referent4)Reward5)Coercive8、Actor Ronald Regan became a president. Wrestler Jessie Ventura became a governor. There is a political theory that because of the _____ powers these men have, their election to public office was virtually guaranteed.1)Referent2)Expert3)Legitimate4)Coercive5)Reward9、When an employee does what she is asked to do because she wants to earn a bonus, her behavior is in fluenced primarily by the leader’s use of _____ power.1)Reward2)Coercive3)Expert5)Legitimate10、The more a manager uses coercive power, the more1)Power he/she has.2)Authority he/she has.3)He/she is not leading.4)He/she is leading.11、Andrea, the deputy director of public relations, has been with the firm 27 years. Her primary power is1)Referent.2)Expert.3)Legitimate.4)Coercive.5)Reward.12、A person can have power without using it.1)TRUE2)FALSE13、The trait approach to leadership has identified a small set of personal characteristics that accurately predict leader success.1)TRUE2)FALSE14、Favorableness of situation is determined from the point of view of the1)Subordinates.2)Leader.3)Peers.4)Organization.15、Situational models assume there is one best style of leadership.1)TRUE2)FALSE16、When a leader’s style and the situation do not match, Fiedler argues that the manager should change his/her style.1)TRUE2)FALSE *correct answer17、A participative leader would be preferred by an employee with a high internal locus of control.1)TRUE2)FALSE18、Daniel has been appointed leader of a project task force. His legitimate power in this position is minimal. The task is unstructured since no guidelines exist for the project. Also, Daniel has had some personality clashes with some of the task force members, so leader-member relations are poor. According to Fiedler’s LPC theory, what type of leadership style is appropriate in this situation?1)Relationship-oriented2)Task-oriented3)Participative4)Transformational leadership5)None of the above19、Frank refers to Dan as his “go to guy.” When the project is critical Dan gets the job.This is an example of_____ approach to leadership.1)Path-goal2)Leader-member exchange3)Vroom-Yetton-Jago4)Substitutes for leadership5)Life cycle theory20、One of the problems with many family-owned businesses is that the father or mother who started the business uses a(n) _____ leader behavior. Sons and daughters who are brought into the business are still treated as children rather than as equals. The members of the newer generation are told what to do, how to do it, and when it should be done.1)Directive2)Supportive3)Participative4)Achievement-oriented5)Relationship-oriented21、An important situational variable in Vroom’s decision tree model is1)Number of subordinates.2)Time.3)Locus of control.4)Self-efficacy.22、Subordinates who are in the in-group tend to have better job performance.1)TRUE2)FALSE23、President Clinton was an example of a _____ leader who set high expectations for the country and energized others to achieve his expectations while maintaining a high level of sympathy and understanding with the American public, although his overall success is debatable.1)Charismatic2)Figurehead3)Symbolic4)Integrative5)Participative24、A formal, inflexible reward system may neutralize leader behavior.1)TRUE2)FALSE25、Self-confidence is an important characteristic of __________ leadership.1)Task2)Employee-centered3)Substitute4)Charismatic26、Charismatic leaders would make extensive use of their referent power.1)TRUE2)FALSE27、Which of the following forms of political behavior is most likely to involve giving something to someone in exchange for that person’s support?1)Persuasion2)Inducement3)Creation of an obligation4)Coercion5)Campaigning28、Direct and intentional efforts to enhance one’s image in the eyes of others is1)Impression management.2)Creation of an obligation.3)A leader-member exchange.4)Use of legitimate power.29、Managers can reduce political behavior by1)Using coercive power.2)Providing feedback to subordinates.3)Keeping tight control of subordinates.4)Keeping arguments behind closed doors.30、Political behavior occurs at all levels and in all directions within organizations.1)TRUE2)FALSE第18章人际关系与沟通的管理1、The difference between communication and effective communication is mutual understanding.1) TRUE2) FALSE2、Managers spend more than half of their time communicating.1) TRUE2) FALSE3、Good interpersonal relations within an organization are often a source of1) Conflict.2) Synergy.3) Entropy.4) Jealousy.4、Combining oral and written communication is often too confusing to be effective.1) TRUE2) FALSE5、When the message to an employee is personal, non-routine, and brief, the most appropriate form of communication is a formal letter.1) TRUE2) FALSE6、One disadvantage of oral communication is that it can lack accuracy.1) TRUE2) FALSE7、“Noise” during communication occurs1) All during the process.2) During transmission of the message.3) During encoding.4) During decoding.8、Non-managers use horizontal communication more often than managers.1) TRUE2) FALSE9、In your office, it is not necessary for all members of your staff to communicate directly with each other. In fact, the most effective communication takes place when each subordinate talks only with you because the work to be done is relatively simple. According to the research on communications networks, what type of network would be most effective in your office?1) Chain2) Y3) Circle4) All-channel5) Wheel10、The content of __________ communication is often suggestions and complaints.1) Downward2) Horizontal3) Upward4) Nonverbal11、A manager not physically in the office is likely to be cut out of the grapevine; which is good because the grapevine is gossip.1) TRUE2) FALSE12、Managers who rely heavily upon electronic communication give up valuable1) Informal communication.2) Time.3) Feedback.4) Encoding.13、You have a job interview in which you and the interviewer sit in two armchairs with nothing between you. The room is bright and tastefully decorated. These characteristics are all part of the form of nonverbal communication called image.1) TRUE2) FALSE14、When a line supervisor of the day shift coordinates with the line supervisor of the night shift they are engaging in _____ communication.1) Vertical2) Upward3) Downward4) Horizontal5) Transactional15、A work team composed of various functional managers would tend to encourage1) Horizontal communication.2) Professional jargon.3) Downward communication.4) Effective communication.5) A managerial grapevine.16、Which of the following is an example of downward communication?1) Employee suggestion box2) Expense account filed by a sales representative with her supervisor3) Standard operating procedure4) Letter to the editor in the company newsletter5) Absenteeism report from the clerk who keeps employee records17、Which of the following is likely to occur if electronic communication is used at the expense of face-to-face meetings and conversations?1) It will be harder to build a strong organization culture.2) It will be harder to develop solid working relationships.3) It will be harder to create a mutually supportive atmosphere of trust andcooperation.4) It will be easier for members of the organization to work from widelyseparated locations.5) All of the above18、A common individual barrier to communication is1) Semantics.2) Timing.3) Noise.4) Inconsistency.19、Recent research has shown that the information carried in the organizational grapevine is very inaccurate.1) TRUE2) FALSE20、Over 90 percent of the meaning of a message is transmitted through nonverbalcommunication.1) TRUE2) FALSE21、When a CEO meets with the board of directors, this is an example of management by wandering around.1) TRUE2) FALSE22、If a manager decided to respond to a grapevine by _____, it would most likely be a waste of his or her time.1) Determining who the key people in it are2) Trying to get information from it3) Testing employee reactions to various bits of untrue gossip4) Attempting to control the kind of information in it5) Attempting to eliminate it23、Grapevines are found only in very large organizations.1) TRUE2) FALSE24、Edward Lewis, CEO of Essence Communications, strolls around the organization and starts spontaneous conversations with employees and others involved with the company. He says it allows him to keep his finger on the pulse of the organization. Lewis engages in1) Management by objective.2) Formal grapevine management.3) Management by exception.4) Management by wandering around.5) Participative management.25、If you want to engage in successful negotiations, one of the important rules to follow is to have the negotiation meeting held in your offices rather than in the office of the party with whom you are negotiating. This is an example of the use of1) Nonverbal communication.2) Transactional communication.3) Oral communication.4) Status differences as a barrier to communication.5) Noise.26、Maurice asked Lyle if he had calculated the activity ratios for the last quarter. Lyle said that he had because he had calculated turnover ratios. The much broader definition of activity ratios that Maurice assigned to the term led to a communication problem caused by1) Jargon.2) Semantics.3) Synergetics.4) Overload.5) Dialog.27、Bill and Dave are working on a problem, but they are having trouble getting through to each other because one of them thinks the problem is a promotional problem and the other thinks it is a distribution problem. The barrier causing this ineffective communication is different perceptions.1) TRUE2) FALSE28、When Bill arrived at work he had 159 email messages. He quickly deleted most of them. But accidentally deleted an important one. His mistake was most likely due to1) Overload.2) Poor listening skills.3) Status or power differences.4) Semantics.5) Reluctance to communicate.29、Which of the following sender techniques for improving communication is probably most important?1) Maintaining credibility2) Being sensitive to the other person’s position3) Being aware of the meanings others may place on words4) Providing channels for feedback5) Practicing30、Ramon plays golf with his coworkers every Friday. Managers should _____ such informal interaction because _____.1) Encourage; it promotes strong culture and enhances understanding2) Discourage; it promotes gossip3) Encourage; golf relaxes people4) Discourage; it promotes the grapevine5) Discourage; some people are too competitive at golf and it will causefriction格里芬管理学英文题库答案领导职能第16章1 ~10：2，2，2，1，1；3，4，3，4，2；11~20：1，2，2，3，2；3，3，1，1，2；21~30：1，2，2，1，3；3，2，2，5，1。
《管理学》专业词汇中英文对照ABC
第二部分专业词汇中英文对照AAbsenteeism 缺勤，旷工Acceptance of authority权威的认可Accommodation 顺应（对待冲突的策略）Achievement-oriented leader 成就导向型领导者Acid test ratios 速动比率Acquisition 并购，收购Active listening 积极倾听Activities 活动Adjective rating scales描述性评分表Affective component of an attitude 态度的情感成分Affirmative action programs 确认行动计划，积极行动方案Age Discrimination in Employment Act 反就业年龄歧视法案Agreeableness 随和Agriculture wave 农业化阶段，农业时代Americans with Disabilities Act 美国人对待残疾法案Analytic decision-making style 分析型决策制定风格Answering questions 回答问题Anthropology 人类学Assaults 袭击，攻击Assertiveness 专断，肯定，强制取向（划分解决冲突风格的维度）Assumed similarity 假定相似性Attentional processes 注意过程Attitudes 态度Attribution theory 归因理论Authority 职权，权威Autocratic style of leadership 专制式领导，独裁式领导Autonomy 自主，自主权Availability heuristic 只利用现有信息决策的取巧途径，以易代难倾向Avoidance 回避，规避BBaby boomers 婴儿潮Bargaining strategies 争价策略，谈判策略Barriers to communication沟通障碍Basic corrective action彻底纠错行动Behavioral component of an attitude 态度的行为成分Behavioral science theorists 行为科学理论家Behavioral style of decision making 行为型决策制定风格Behavioral theories of leadership 行为领导理论Behaviorally anchored rating scales (BARS) 行为定位评分法Behavior-related symptoms行为表征Benchmarking 标杆瞄准，基准化Big five model 五因素模型，大五模型Board representatives 员工代表Body language 身体语言“Boiled frog phenomenon”“煮青蛙现象”Borderless organizations无边界组织（内部）Boundaryless organization无界组织Bounded rationality 有限理性Brainstorming 头脑风暴法Break-even analysis 盈亏平衡分析Broad-banding 基于员工能力付酬的一种方式Bureaucracy 官僚行政组织Bureaucratic control 行政控制Business evaluation method 企业评估方法C“Calm waters” metaphor“风平浪静”观Career 职业生涯Centralization 集权，集中Certainty 确定性Chain of command 指挥链Change agent 变革推动者Change 变革，改革，变化Changing economy 变化的经济Channel 渠道，媒介Charismatic leadership theory 魅力型领导理论Civil Rights Act 民权法案Clan control 文化控制Classical approach 经典观念，经典学派Closed system 封闭系统Coach 教练Code of ethics 道德规范Coercive power 强制权力，强制权Cognitive component of an attitude 态度的认知成分Cognitive dissonance 认知失调Collaboration 合作（对待冲突的策略）Combination strategy 组合战略Communication differences沟通差异Communication process 沟通过程Communications 沟通Compensation 薪酬Compensation administration薪酬管理Competence 技能，专长，能力，胜任特征Competency-based compensation 基于能力的报酬Competitive advantage 竞争优势Competitive intelligence竞争情报Competitive strategy 竞争战略Conceptual skills 概念技能，抽象能力Conceptual style of decision making 概念型决策制定风格Concurrent control 并行控制，同期控制Conflict management 冲突管理Conflict managers 冲突管理者Conflict 冲突Conscientiousness 正直，尽责Consideration 关心，关怀Consistency 一贯性Consultants 顾问，咨询者Contingency approach 权变观念，权变学派Contingency theories of leadership 权变领导理论Contingency variable 权变变量Contingent workforce 应急工，临时工Continuous improvement 持续改进，不断改进Contract workers 合同工Control 控制Controlling 控制职能Cooperativeness 合作取向（划分解决冲突风格的维度）Core competency 核心能力，核心专长Core employees 核心员工Cost-leadership strategy成本领先战略Creative-thinking skills创造思维能力Creativity 创造力Critical incidents 关键事件法Critical path scheduling analysis 关键路径计划分析法Critical path 关键路径Crossword comprehension填字游戏，纵横字谜理解Current ratio 流动比率Customer departmentalization 按顾客划分部门Customer service 顾客服务Customer-responsive culture 顾客响应文化DData Protection Act 数据保护法案Debt to assets ratio 资产负债率Decentralization 分权，分散Decision criteria 决策准则Decision implementation 决策实施Decision making 决策制定Decision-making process决策制定过程Decision-making styles 决策风格Decision trees 决策树Decisional entrepreneur决策方面的创业家角色Decoding 解码Delegation 授权Democratic style of leadership 民主式领导Democratic-consultative leader 民主咨询式领导者Democratic-participativeleader 民主参与式领导者Departmentalization 划分部门，部门化Design 设计Deterrence-based trust 基于威慑的信任Devil’s advocate吹毛求疵者Differentiation strategy差异化战略Direct supervision 直接监督Directional plans 指导性计划Directive leader 指示型领导者Directive style of decision-making 指示型决策制定风格Discipline 纪律Disseminator 传播者Distinctiveness 独特性Distributive bargaining分配型讨价还价，零和分配争价Disturbance handler 故障排除者Division of labor 劳动分工Downsizing 缩小规模Dysfunctional conflict 功能失调的冲突，不利的冲突Ee-business 电子企业，虚拟企业e-commerce 电子商务Economic order quantity (EOQ) 经济定货批量Economics 经济学Effectiveness 效果Efficiency 效率Elderly 年长者，老年人Electronic meeting 电子会议E-mail 电子邮件E-manufacturing 电子制造Emotional intelligence (EI) 情商Emotional stability 情绪稳定Emotions 情绪Employee assessment 员工评价Employee assistance programs (EAPs) 员工帮助计划Employee benefits 员工福利Employee counseling 员工咨询Employee oriented 员工导向的Employee theft 员工偷窃Employee training 员工培训Employment planning 招聘计划，雇佣计划Empowerment skills 赋权技巧Empowerment 赋权Encoding 编码English-only rules 仅使用英语进行交流Entrepreneurs 企业家，创业家Entrepreneurship 创业Environmental scanning 环境扫描e-organization 虚拟组织Equal Pay Act 平等工资法案Equity theory 公平理论Escalation of commitment过度承诺Esteem needs 尊重需要Ethics 道德Events 事件Expectancy theory 期望理论Expert power 专家权力，专长权Expert systems 专家系统Expertise 专业知识，专门技术Extinction 消除Extranets 企业外网，广域网Extroversion 外向FFair labor standards Act公平劳动标准法案Family and Medical Leave Act家庭和医疗假期法案Federal Electronic Communications Privacy Act 联邦电子通讯隐私法案Feedback 反馈Feedback control 反馈控制Feedforward control 前馈控制Fiedler contingency leadership model 菲德勒权变领导模型Figurehead 挂名首脑Filtering （信息）过滤First-line managers 基层管理者，一线管理者Fixed-point reordering system 定点定货系统Flexibility 灵活性Flextime 弹性工作时间Focus strategy 集中化战略Forcing 强制（对待冲突的策略）Formal planning 正式计划Free-market democracies自由市场经济Functional conflict 有利的冲突Fundamental attribution error 基本归因错误Future orientation 未来导向GGantt Chart 甘特图Gender differences 性别差异General administrativetheorists 一般行政管理理论家Geographic departmentalization 按地区划分部门Global Leadership and Organizational Behavioral Effectiveness (GLOBE) 全球领导与组织行为效果Global village 地球村Globalization 全球化Goal-setting theory 目标设定理论Gossip 流言Grand strategies 总体战略Grapevine 小道消息Great Depression 大萧条Group 群体，小组Group behavior 群体行为Group cohesiveness 群体内聚力，群体凝聚力Group decision making 群体决策Group-order ranking 分组排序法Groupthink 趋同思维Growth strategy 增长战略HHalo effect 晕轮效应Harvesting 收回（投资）Heuristics 取巧途径，倾向Hierarchy of needs theory 需要（求）层次理论Homicide 行凶，杀人Honest 诚实Hostile environment 敌对的环境Human relations view of conflict 冲突的人际观Human resource inventory report 人力资源储备报告Human resource management(HRM)人力资源管理Humane orientation 人本导向Hygiene factors 保健因素IIdentification-based trust 基于认同的信任Ill-structured problems非结构化问题Immediate corrective action 立即纠错行动Immigration Reform and Control Act 移民改革和控制法案Individual ranking 个人排序法Individualism vs. collectivism 个人主义与集体主义Industrial engineering 工业工程Industrial Revolution 产业革命，工业革命Industrialization wave 工业化阶段，工业时代Informal planning 非正式计划Information handling 信息处理Information overload 信息超载Information technologists信息技术专家Information technology (IT) 信息技术Information wave 信息化阶段，信息时代Informational monitor 信息方面的监控者角色In-group collectivism 圈内集体主义，圈内合作Initiating structure 定规结构Innovation 创新Integrative bargaining整合型讨价还价，共赢争价Integrity 正直Intellectual property 智力资源Interactionist view of conflict 冲突的互动观Intergroup development 团际发展，组际发展Internet 因特网Interpersonal demands 人际需求Interpersonal skills 人际技能Interview 面试，访谈Intranets 企业内网，局域网Intrapreneurs 内企业家，内部创业者Intrinsic task motivation内在工作动机Inventory turnover ratios库存周转率ISO 9000 series ISO 9000 系列JJargon 技术用语，行话Job analysis 职务分析，工作分析Job characteristics model (JCM)职务特征模型，工作特征模型Job description 职务描述，工作描述Job enrichment 职务丰富化，工作丰富化Job involvement 工作投入Job satisfaction 工作满意度Job sharing 职务分担，工作分担（分享）Job specification 职务说明，工作说明Just-in-time (JIT) inventory systems 准时制库存系统KKaizen 改善Kanban 看板Karoshi 劳累过度而猝死Knowledge-based trust 基于了解的信任Knowledge management 知识管理Knowledge workers 知识工人LLabor relations 劳工关系Labor supply 劳动力供应Laissez-faire style of leadership 放任式领导Language 语言Layoffs 裁员Layoff-survivor sickness裁员幸存者心态（综合症）Leader-participation model 领导者参与模型Leaders 领导者Leadership 领导Leading 领导职能Learning 学习Learning organization s学习型组织Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Legitimate power 法定权力，法定权Leverage ratios 财务杠杆比率Leverage test 杠杆能力测试Liaison 联络者Line authority 直线职权Linear programming 线性规划Liquidity 流动Liquidity test 流动性测试Load chart 负荷图Locus of control 控制中心，控制点Long-term plans 长期计划Long-term vs. short-term orientation 长期（短期）倾向Loyalty 忠心，忠诚MMachiavellianism (“Mach”)马基雅维里主义Management 管理Management by objectives (MBO) 目标管理Management by walking around (MBWA) 走动管理Management charter initiative (MCI) 管理宪章运动（英国研究管理能力的组织）Management competencies 管理能力Management processes 管理过程，管理职能Management science 管理科学Management workshop 管理研讨与实践Managerial grid 管理方格Managerial roles 管理者角色Managers 管理者，经理Mandatory Retirement Act 强制退休法案Manufacturing organization 生产企业，制造企业Market control 市场控制Mass production 大量生产Matrix structure 矩阵制组织结构Measurement 度量，衡量Mechanistic organization机械式组织Merger 兼并Message 消息，信息Middle managers 中层管理者Minimum-wage employees 最低工资员工Mission statement 使命陈述Motivation 动机，激励Motivation-hygiene theory激励保健理论，双因素理论Motivators 激励因素Motor reproduction process 机械再现过程，动力复制过程Multinational corporations (MNCs) 多国公司Myers-Briggs Type Indicator (MBTI) 迈耶—布里格斯类型指标NNational culture 民族文化National Labor Relations Act 全国劳工关系法案Need 需要Need for achievement 成就需要Need for affiliation 归属需要Need for power 权力需要Negative reinforcement 负强化Negotiation 谈判Negotiator 谈判者Networked communication capabilities 网络沟通能力Networked computer systems计算机网络系统Neural network 神经网络Neutralizers 中和New Deal 新政Nominal group technique名义群体（决策）技术Nonprogrammed decisions非程序化决策Nonverbal cues 非语言暗示Norms 规范Not-for-profit organizations 非赢利性组织OOn-the-job training 在职培训Open systems 开放系统Opening comments 开场白Openness 开放Operant conditioning 操作性条件反射，操作制约Operating ratios 经营比率Operations management 作业管理Operations research (OR)运筹学Operations Research Society of America 美国运筹学会Operations test 运营能力测试Operatives 操作者，作业人员Opportunities (Strategic)机会（战略的）Oral reports 口头报告Organic organization 有机式组织Organization culture 组织文化Organization design 组织设计Organization development (OD) 组织发展Organization structure 组织结构Organizational behavior (OB) 组织行为Organizational change 组织变革Organizational citizenship 组织公民Organizational commitment组织承诺Organizational leadership组织领导Organizational processes组织过程Organizational strategy组织战略Organizations 组织Organizing 组织职能Orientation 导向，定向Outsourcing 业务外包PPaired comparison approach 两两比较法，配对比较法Parochialism 狭隘观念Part-time employees 兼职员工Path-goal theory 目标路径理论Pay-for-performance programs按业绩付酬，业绩工资制Payoff matrices 工资矩阵Perception 知觉Performance appraisal methods 绩效评估方法Performance-based compensation 基于业绩的薪酬Performance management 绩效管理Performance management system 绩效管理系统Performance orientation绩效导向Performance-simulation tests 绩效模拟测试Personal differences 个体差异Personal growth and development 个人成长与发展Personal observation 亲自观察Personality 个性PERT network analysis 计划评审技术网络分析方法Philosophy 哲学Physiological needs 生理需要Planning 计划职能Policy 政策Political science 政治科学Political skills 政治技能Polygraph Protection Act测谎器（使用）保护法案Positive reinforcement 正强化Power 权力Power distance 权力差距Pregnancy Discrimination Act（反）孕期歧视法案Presentations 演讲Principles of management管理原则Privacy Act 隐私权法案Proactive personality 主动个性Problem 问题Procedure 程序Process 过程，流程Process approach 过程观念，过程学派Process consultation 过程咨询Process departmentalization 按流程划分部门Process production 流程生产Product departmentalization 按产品划分部门Production oriented 面向生产的，生产导向Productivity 生产率Profit margin on revenues ratio 边际销售利润率Profit organizations 盈利性组织Profitability 盈利性，收益性Profitability ratios 收益性比率Programmed decisions 程序化决策Project 项目Project management 项目管理Protégé新手，学生Psychological symptoms 心理表征Psychology 心理学Punishment 惩罚Pygmalion effect 皮格马利翁效应QQuality 质量Quality control 质量控制Quality management 质量管理Quantitative approach to management 管理定量方法Quantity of life vs. quality of life 生活的数量（质量），追求物质（质量）的生活观念Queuing theory 排队论RRailroad Unemployment Insurance Act 铁路工人失业保险法案Range of variation （允许）差异范围，偏差范围Ratio analysis 比率分析Rational 理性的，合理的Rational decision making理性决策Realistic job preview (RJP) 真实的工作预览，面试时向求职者提供真实的信息Recruitment 招聘Referent 参量，参照对象Referent power 感召权力，感召权Reinforcement processes强化过程Reliability 信度，可靠性Representative heuristic只依据自己熟悉的事物判断与决策的取巧途径，以偏盖全倾向Resistance to change 变革抵制力量，变革障碍Resource allocator 资源分配者Responsibility 职责，责任Resume preparation 简历准备Retention processes 保持过程Retrenchment strategy 收缩战略Return on investment ratio 投资收益率Reverse mentoring 反向指导Reward power 奖赏权力，奖赏权Rewards 奖励，奖赏Rightsizing 规模调整Ringisei 全票通过，一致同意Risk 风险Risk taking 风险承担Role 角色Role ambiguity 角色模糊Role conflicts 角色冲突Role demands 角色要求Role overload 角色超载，任务超负荷Rule 准则，规则Rumors 谣传，流言SSafety needs 安全需要Sarbanes-Oxley Act 萨班斯－奥克斯利法案Satisfice 满意决策Scheduling tools 计划工具Scientific management 科学管理Selection process 选择过程，甄选过程Selective perception 选择性知觉Selectivity 选择性Self-actualization needs自我实现需要Self-Assessment Library自我测试库Self-esteem (SE) 自尊Self-fulfilling prophecy自证预言Self-monitoring 自我监控Self-serving bias 自我服务偏见，自利偏见Senior Citizen’s Freedom to Work Act 年长公民自由工作法案Service organization 服务型组织Sexual harassment 性骚扰Short-term plans 短期计划Simple structure 简单式组织结构Single-use plans 一次性计划，单项计划Situational approach 情境（权变）观念，情境（权变）学派Situational leadership (SL) theory 情境领导理论Six sigma 六σ（一种管理理念）Skill variety 技能多样性Slack time 松弛时间，富余时间Small business 小企业Social learning theory 社会学习理论Social loafing 滥竽充数现象Social needs 社会需要Social obligation 社会义务Social responsibility 社会责任Social responsiveness 社会响应Social security 社会安全Sociology 社会学Span of control 管理幅度，控制跨度Specific plans 具体计划Spokesperson 发言人Stability strategy 稳定战略Staff authority 参谋职权Stakeholders 利害相关者，利益相关者Standard 标准Standing plans 常用性计划，标准计划Statistical reports 统计报告Status 地位Stem cell research 干细胞研究Stereotyping 墨守陈规，因循守旧Stock options 股票期权Strategic alliances 战略联盟Strategic human resource management process 战略人力资源管理过程Strategic management process 战略管理过程Strategic planning 战略规划Strategic plans 战略计划Strategic problem solving战略性的问题解决Strengths (Strategic) 优势（战略的）Stress 压力Stress interview 压力面试Stressor 压力因素，压力源Structural differentiation 结构差异Subcontractors 转包商Supervisors 监督者Supply chain management供应链管理Supportive leader 支持型领导者Survey feedback 调查反馈SWOT analysis SWOT分析Systems approach 系统观念，系统学派TTactical plans 战术计划Task identity 任务同一性Task significance 任务重要性Team leaders 团队领导者Team leadership 团队领导Team-based structure 基于团队的组织结构Team-building 团队建设Technical skills 技术技能Technology 技术Telecommuting 远程办公，电子通勤Teleconferencing 电子会议，电信会议Temporary employees 临时员工Theory X X 理论Theory Y Y 理论Therbligs 基本动作Threats 威胁360-degree appraisal 360?评估Three-needs theory 三种需要理论Time interest earned ratio 已获利息倍数Tomorrow’s workforce 未来的劳动力Top managers 高层管理者Total assets turnover ratio总资产周转率Traditional view of conflict 冲突的传统点Trait theories of leadership 特质领导理论Transactional leaders 事务型领导者Transformation process 变革过程，转换过程Transformational leaders变革型领导者Transnational corporations (TNCs) 跨国公司Troubleshooters 麻烦解决者Trust 信任Turnover 流动，周转Type A personality A型个性Type B personality B型个性UUncertainty 不确定性Uncertainty avoidance 不确定性规避Unit coordinators 单位（部门）协调者Unit production 小批量生产Unity of command 统一指挥Unsatisfactory performance 令人不满意的业绩. labor shortage 美国劳动力短缺VValidity 效度Valuation techniques 评价方法Value 价值Value chain 价值链Value chain management 价值链管理Verbal intonation 语调Videoconferencing 视频会议，电视会议Visionary leadership 富于远见的领导Vocational Rehabilitation Act职业恢复法案WWeaknesses 劣势Wellness programs 福利计划Well-structured problems结构化问题“White-water rapids” metaphor “急流险滩”观“Whiz Kids”“神童”Wireless communications无限通讯Women 妇女Work councils 员工委员会，工会Work process engineering工作流工程Work specialization 工作专业化，劳动分工Worker Adjustment and Retraining Notification Act 工人调整与再培训告知法案Workforce diversity 劳动力多样化，员工多样化Workplace violence 工作场所暴力Written essay 书面总结Written reports 书面报告Written tests 书面测试，笔试。
薪酬管理专业术语（中英文对照）
薪酬管理专业术语（中英文对照）1.薪酬管理总论报酬:(reward)薪酬:(compensation)总薪酬:(total compensation)薪酬管理:(compensation administration)直接薪酬:(direct compensation)间接薪酬:(indirect compensation)基本薪酬:(basic pay)可变薪酬:(variable pay)员工福利:(employee benefit)人力资源管理:(human resource management)2.战略性薪酬管理经营战略:(business strategy)竞争战略:(competition strategy)战略性薪酬管理:(strategic compensation administration)全面薪酬战略:(total compensation strategy)全面报酬战略:(total reward strategy)3.职位薪酬体系与职位评价职位薪酬:(job-based pay)职位分析:(job analysis)职位描述:(job description)职位规范:(job specification)职位评价:(job evaluation)报酬要素:(compensable factor)排序法:(ranking method)分类法:(classification method)要素计点法:(point -factor method)职位结构:(job structure)要素比较法:(factor comparison method)4.技能和能力薪酬体系深度技能:(depth skill)广度技能:(breadth skill)工作设计:(job design)技能等级:(skill level)技能认证:(skill certification)技能薪酬体系:(skill-based pay system)胜任能力:(competency)胜任能力模型:(competency model)能力薪酬:(competency-based pay)5. 薪酬水平及其外部竞争性薪酬水平:(pay level)外部竞争性:(external competitiveness)薪酬领袖政策:(lead policy)市场追随政策:(match policy)拖后政策:(lag policy)混合政策:(hybrid policy)劳动力市场:(labor market)薪酬调查:(total compensation survey)工作搜寻理论:(job search theory)信号模型理论:(signaling theory)补偿性工资差别理论:(compensating differentials theory)效率工资理论:(efficiency wage theory)保留工资理论:(reservation wage theory)6.薪酬结构设计薪酬结构:(pay structure)薪酬内部一致性:(internal consistency)薪酬区间中值:(midpoint of grade)薪酬比较比率:(compa-ratio)薪酬区间渗透度:(range penetration)薪酬区间叠幅:(range overlap)薪酬中值极差:(midpoint difference)宽带型薪酬结构:(broad-banding structure)薪酬变动范围(区间）: (salary range)7.绩效奖励与认可计划利润分享计划:(profit sharing plans)收益分享计划:(gain sharing plans)成功分享计划:(success sharing plans)股票所有权计划:(stock owns plans)标准工时计划:(standard hour plan)员工持股计划:(ESOP)绩效加薪:(merit pay)一次性奖金:(lump sum bonus)绩效奖励计划:(pay for performance plans)个人绩效奖励计划:(individual incentive plans)群体绩效奖励计划:(group incentive plans)提案建议制度:(suggestion system)特殊绩效认可计划:(special performance recognizing plans)直接计件工资计划:(straight piece rate plan)差额计件工资计划:(differential piece rate plan) 8.员工福利管理员工福利:(employee benefit)法定社会保险:(social insurance)养老保险:(pension benefit)失业保险:(unemployment insurance)医疗保险:(medical insurance)工伤保险:(injury insurance)员工服务福利:(employee services)弹性福利计划:(flexible benefit plans)福利规划:(benefit planning)福利沟通:(benefit communication)生育保险:(maternity insurance)福利管理:(benefit administration)生育保险:(maternity insurance)福利管理:(benefit administration)企业补充养老金计划:(complementary pension plans)团体人寿保险计划:(group life insurance plans)健康医疗保险计划:(health care insurance plans) 9.特殊员工群体的薪酬管理特殊员工群体:(special groups)销售人员:(sales force)专业技术人员:(professionals)外派员工:(expatriate)管理人员:(manager)佣金制:(commission system)成熟曲线:(maturity curve)双重职业发展通道:(dual career path)10.薪酬预算、控制与沟通薪酬预算:(total compensation budget)宏观接近法:(macro-approach method)微观接近法:(micro-approach method)薪酬控制:(compensation control)薪酬沟通:(compensation communication)。
[管理学]如何有效激励员工
![[管理学]如何有效激励员工](https://img.taocdn.com/s3/m/4c82be06f08583d049649b6648d7c1c708a10b9d.png)
如何有效激励员工一、激励的含义中文的含义：激发鼓励，激发人的工作动机，鼓励人的工作干劲。
英文的含义：motivate，使人产生工作的动机或激发人的行为动机，来源于拉丁字movere，意为“使运动”或“使行动”。
激励就是通过满足员工的需要而使其努力工作，实现组织目标的过程。
它决定企业是否具有竞争力，能否长盛不衰的关键因素。
二、激励与绩效的关系（一）理论分析：绩效函数P=F（M*AB*E）P（PRRFORMANCE）指个人工作绩效M（MOTIV A TION）指工作积极性（激励水平）AB（ABILITY）指工作能力E（ENVIRONMENT）指工作条件（环境）这个公式体现了决定个人绩效的三个关键因素：工作积极性、能力和工作条件。
（二）实证分析：1963年奥格登的警觉性试验试验内容：在选定人数相等的四个组内进行，方法是通过调节某一选定光源的发光强度，记录试验者辨别光照强度变化的感觉，从而测定其警觉性。
A组为控制组，不施加任何激励，只是一般性地告诉他们试验的要求和方法；B组为奖惩组，对警觉正确和错误给予奖励和惩罚，假如每看对一次，奖励一角，反之罚三角；C组为个人竞赛组，告诉他们每个成员都是精心挑选出来的，被认为具有较强觉察能力，现在要试验哪一位的觉察力最强；D组为集体竞赛组，告诉他们这个组要与另一组比赛，看哪个组成绩好。
各组试验结果（平均误差次数）：实验表明个人竞赛组和奖惩组成绩最好，控制组成绩最差，这就说明了激励的重要性。
（三）专家观点：哈佛大学詹姆斯教授认为：员工只要发挥20-30%的能力，就可以保住饭碗，如果给予充分激励，他们一般能发挥到80-90%。
三、员工为什么能被激励：需要理论（一）马斯洛的需要层次论1、1943年的《人类动机论》和1954年的《动机与个性》两篇论文（1）生理需要，维持自身生存的最基本要求，包括衣、食、住、行、性等；（2）安全需要，保障自身安全、摆脱失业和丧失财产威胁、避免职业病、解除严酷的监督等；（3）社交需要，既友爱的需要和归属的需要；（4）尊重需要，稳定的社会地位，个人能力和成就能得到社会承认，包括内部尊重和外部尊重；（5）自我实现需要，最高层次的需要，实现个人理想、抱负、最大限度发挥个人潜力，完成与自己能力相称的一切事情。
激励员工英语作文
激励员工英语作文Title: Motivating Employees in the Workplace。
In today's dynamic and competitive work environment,the importance of motivating employees cannot be overstated. Motivated employees are the driving force behind thesuccess of any organization. Therefore, it is imperativefor employers to understand the various methods and strategies they can employ to inspire and encourage their workforce. In this essay, we will explore several effective ways to motivate employees in the workplace.First and foremost, recognition and appreciation play a pivotal role in motivating employees. When employees feel valued and appreciated for their contributions, they are more likely to be engaged and motivated to perform at their best. This can be achieved through simple gestures such as verbal praise, employee recognition programs, or even small rewards such as certificates or gift cards. By acknowledging their efforts and achievements, employers cancreate a positive work environment where employees feel motivated to excel.Secondly, providing opportunities for growth and development is essential for motivating employees. Most individuals have a natural desire to learn and grow professionally. Therefore, employers should invest in training and development programs that enable employees to enhance their skills and knowledge. This can include workshops, seminars, online courses, or even tuition reimbursement for further education. When employees seethat their employer is invested in their growth and development, they are more likely to feel motivated and committed to their job.Moreover, fostering a culture of open communication can significantly impact employee motivation. When employees feel that their voices are heard and their opinions are valued, they are more likely to feel engaged and motivated in their work. Employers should encourage regular feedback sessions, team meetings, and one-on-one discussions to ensure that employees feel comfortable expressing theirthoughts and concerns. By promoting transparency and open dialogue, employers can create a supportive work environment where employees feel motivated to contribute their ideas and opinions.Additionally, providing meaningful work is crucial for motivating employees. Employees are more likely to feel motivated when they believe that their work has a purpose and contributes to the overall success of the organization. Employers should strive to align employees' roles and responsibilities with the company's mission and goals. This can be achieved by clearly communicating the company's vision, values, and objectives to employees and helping them understand how their work contributes to achieving these goals. When employees see the bigger picture and understand the impact of their contributions, they are more likely to feel motivated and engaged in their work.Furthermore, offering competitive compensation and benefits is essential for employee motivation. While money may not be the sole motivator, it is undoubtedly a significant factor in employee satisfaction and engagement.Employers should ensure that their employees are fairly compensated for their work and offer competitive benefits packages that meet their needs. This can include competitive salaries, performance-based bonuses, health insurance, retirement plans, and other perks such as flexible work arrangements or wellness programs. By providing competitive compensation and benefits, employers can attract and retain top talent and motivate employees to perform at their best.In conclusion, motivating employees is essential for the success of any organization. By recognizing and appreciating employees, providing opportunities for growth and development, fostering open communication, offering meaningful work, and providing competitive compensation and benefits, employers can create a motivating work environment where employees feel engaged, valued, and committed to their jobs. Ultimately, investing in employee motivation not only improves individual performance but also contributes to the overall success and profitability of the organization.。
关于如何激励员工的英文文章
关于如何激励员工的英文文章Here is an English article about how to motivate employees:Motivating employees is crucial for the success of any organization. When employees are motivated, they are more productive, creative, and engaged, which leads to better business outcomes. Here are some tips on how to motivate employees:1. Set clear goals and expectations: Employees need to know what is expected of them and what they need to do to achieve those goals. Clear goals and expectations help employees stay focused and motivated.2. Provide recognition and rewards: Employees like to feel appreciated for their hard work. Recognizing and rewarding employees for their achievements can go a long way in motivating them.3. Offer growth opportunities: Employees want to feel like they are growing and developing in their careers. Offering training, development opportunities, and promotions can help motivate employees.4. Foster a positive work environment: A positive work environment can have a big impact on employee motivation. This includes creating a supportive and collaborative culture, providing adequate resources and tools, and listening to employee feedback.5. Communicate effectively: Good communication is essential for motivation. Employees need to feel like they are in the loop and that their opinions matter. Regular communication from management can help keep employees motivated.6. Empathize with employees: Employees have personal lives outside of work that can impact their motivation and productivity.Showing empathy and understanding can help build trust and loyalty.。
管理学原理：第9章 激励
六、公平理论（Equity theory）
2、参照对象（Referent）
参照对象包括三种： 他人，指组织内外的各种参照对象； 系统，指组织中的薪酬政策和程序； 自我，指员工的过去的体验。
9-23
六、公平理论（Equity theory）
感知到的比率比较 员工的评价
outcomesA outcomesB 不公平（报酬偏低）
inputsA
inputsB
outcomesA outcomesB
i nputsA
i nputsB
公平
outcomesA outcomesB 不公平（报酬偏高） inputsA inputsB
A代表本人，B代表参照对象
六、公平理论（Equity theory）
主要贡献：提出了公平对组织激励的重要性， 尤其是制度的公平性。
成就需要强烈，但权力需要不高者容 易登上其职业生涯的顶峰，但往往在 组织管理层次的较低层。
五、期望理论(Expectancy Theory)
维克托·弗洛姆(Victor Vroom)
人们从事一件工作的动力有多大，取决于努力达 成绩效的可能性（期望E）、绩效与奖励之间的相关性 （相关系数I）和员工对奖励的评价（效价V）。
安全需要 Security
生理需要 Physiological
Maslow’s Needs Hierarchy
二、赫茨伯格的双因素理论
Freederick Herzberg’s Two- factor theory
保健因素（Hygiene factors ）
是指那些当不具备时会导致员工不满意，但改 善它们只能安抚员工、维持员工情绪于现状， 却也不会激励员工的因素。
假设你是阿尔瓦纳多你会不会付给员工们 足够的工资来调动他们的积极性？你会怎么办？
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© 2007 Prentice Hall, Inc. All rights reserved.
16–4
What Is Motivation?
• Motivation
➢ Is the result of an interaction between the person and a situation; it is not a personal trait.
Current Issues in Motivation
• Describe the cross-cultural challenges of motivation. • Discuss the challenges managers face in motivating
unique groups of workers. • Describe open-book management, employee recognition,
• Maslow’s Hierarchy of Needs • MacGregor’s Theories X and Y • Herzberg’s Two-Factor Theory
© 2007 Prentice Hall, Inc. All rights reserved.
16–6
Early Theories of Motivation
• Discuss the motivation implications of equity theory.
• Contrast distributive justice and procedural justice.
• Explain the three key linkages in expectancy theory and their role in motivation.
STEPHEN P. ROBBINS
ninth edition
MARY COULTER
16 Chapter Motivating Employees
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
• Describe Herzberg’s motivation-hygiene theory. • Explain Herzberg’s views of satisfaction and
dissatisfaction.
© 2007 Prentice Hall, Inc. All rights reserved.
• Maslow’s Hierarchy of Needs Theory
➢ Needs were categorized as five levels of lower- to higher-order needs.
➢ Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal.
❖ Energy: a measure of intensity or drive. ❖ Direction: toward organizational goals ❖ Persistence: exerting effort to achieve goals.
© 2007 Prentice Hall, Inc. All rights reserved.
16–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
What Is Motivation?
• Define motivation. • Explain motivation as a need-satisfying process.
Early Theories of Motivation
• Describe Maslow’s hierarchy of needs and how it can be used to motivate.
• Discuss how Theory X and Theory Y managers approach motivation.
➢ Motivation works best when individual needs are compatible with organizational goals.
© 2007 Prentice Hall, Inc. All rights reserved.
16–5
Early Theories of Motivation
Байду номын сангаас
16–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Contemporary Theories of Motivation
• Describe the three needs McClelland proposed as being present in work settings.
• Explain how goal-setting and reinforcement theories explain employee motivation.
• Describe the job characteristics model as a way to design motivating jobs.