Frontline Employees Motivation
罗宾斯管理学英文版14章
• Jneral attitude toward his or her job
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
14–7
Psychological Factors Affecting Employee Behavior
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
14–10
Psychological Factors (cont’d)
• Job Satisfaction and Absenteeism
Satisfied employees tend to have lower levels of absenteeism.
Attitudes (cont’d)
• Explain how individuals reconcile inconsistencies between attitudes and behavior.
Personality
• Contrast the MBTI and the big-five model of personality. • Describe the five personality traits that have proved to be most powerful in explaining individual behavior in organizations. • Tell how emotions and emotional intelligence impact behavior.
8th edition Steven P. Robbins Mary Coulter
典型示范作用发挥情况汇报
典型示范作用发挥情况汇报尊敬的领导：经过一段时间的努力和观察，我对典型示范作用的发挥情况进行了汇报如下：1. 建立典型示范单位：我们在各个部门中选取了一些组织纪律好、工作积极主动、团队合作良好的一线员工作为典型示范单位。
通过他们的示范作用，其他员工可以观察到他们的工作态度和方法，并加以学习和借鉴。
2. 建立典型示范活动：我们组织了一系列典型示范活动，包括招聘面试过程、工作流程优化、团队协作培训等。
这些活动旨在通过实际案例和演示，向员工展示工作的标准和规范，激发其工作激情和创新能力。
3. 典型示范员工的表彰和提升：我们定期对典型示范员工进行表彰和提升，如月度优秀员工、年度十佳员工等。
通过这些荣誉的激励，典型示范员工会更加努力地工作，同时也能感染和带动其他员工努力工作。
4. 建立典型示范经验的分享机制：我们鼓励典型示范员工与其他员工分享自己的工作经验和心得体会。
通过分享，其他员工可以更加直观地了解典型示范员工的工作方式，同时也可以借鉴和应用到自己的工作中。
总体来说，我们的典型示范作用发挥情况还算良好。
通过建立典型示范单位、活动、员工的表彰和提升以及经验的分享机制，我们已经取得了一些积极的成果。
然而，仍然存在一些问题，如典型示范单位和员工的选择过程还需要进一步完善，活动的质量和范围也需要进一步提高。
我将继续努力改进，使典型示范作用发挥得更加充分。
以上是我对典型示范作用发挥情况的汇报，请您审阅并提出宝贵的意见和建议。
感谢您对我们工作的关心和支持！敬礼！（参考翻译）Dear leader,After a period of effort and observation, I would like to report on the situation of the typical demonstration effect:1. Establishing typical demonstration units: We have selected some frontline employees in various departments who have good organizational discipline, work proactively, and collaborate well as typical demonstration units. Through their demonstration effect, other employees can observe their work attitude and methods and learn from them.2. Organizing typical demonstration activities: We have organizeda series of typical demonstration activities, including recruitment interview processes, workflow optimization, team collaboration training, etc. These activities aim to demonstrate work standards and norms to employees through practical cases anddemonstrations, and stimulate their work enthusiasm and innovation ability.3. Commendation and promotion of typical demonstration employees: We regularly commend and promote typical demonstration employees, such as monthly outstanding employees, annual top ten employees, etc. Through the motivation of these honors, typical demonstration employees will work harder, and at the same time, infect and drive other employees to work hard.4. Establishing a mechanism for sharing typical demonstration experiences: We encourage typical demonstration employees to share their work experiences and insights with other employees. Through sharing, other employees can have a more intuitive understanding of the work methods of typical demonstration employees, and can also learn from and apply them to their own work.Overall, the performance of our typical demonstration effect is good. Through the establishment of typical demonstration units, activities, commendation and promotion of employees, and the sharing mechanism for experiences, we have achieved some positive results. However, there are still some problems, such as the need to further improve the process of selecting typical demonstration units and employees, and to enhance the quality and scope of activities. I will continue to work on improving and fully harnessing the typical demonstration effect.The above is my report on the situation of the typical demonstration effect. Please review and provide valuable opinionsand suggestions. Thank you for your concern and support for our work!Salute!(Reference translation)。
人力资源管理英文版选择题题库1
Chapter1Exam Questions1. The human resource management function (56)A. is concerned with ensuring that a firm's human resources have the land, capital, andequipment needed to perform their jobs effectively.B. helps an organization deal effectively with its people during the various phases of theemployment cycle--pre-selection, selection, and post-selection.C. is necessary only in those organizations where labor-management relations are strained.D. is irrelevant in an age of rapidly changing work processes.Answer: B2. The dominant activity in the pre-selection phase of the employment cycle isA. planning.B. performance management.C. selection.D. assessment.Answer: A3. Developing human resource practices for effectively managing people is most closely associatedwith which phase of the employment cycle? (38)A. pre-selectionB. selectionC. post-selectionD. management phaseAnswer: C4. Human resource planning has as its primary goal (39)A. gathering, analyzing, and documenting information about jobs.B. locating and attracting job applicants.C. helping managers anticipate and meet the changing need for human resources.D. measuring the adequacy of an employee's job performance.Answer: C5. The decision to use a personality inventory in the employee selection process would be madebased on (43)A. job analysis information.B. human resource planning information.C. performance appraisal information.D. recruitment information.Answer: A6. Which of the following is not among the external factors influencing human resourcemanagement?A. rapid advances in technologyB. a high rate of illiteracy among the work forceC. company policy regarding flexible work arrangementsD. emphasis on quality improvementAnswer: C7. Unions are most likely to influence company policies regarding (59)A. human resource planning, job analysis, and recruitment.B. discipline, promotions, and grievances.C. international human resource management.D. strategic planning and resource allocation.Answer: B8. Which of the following is not one of the issues that needs to be addressed when establishingoperations in other countries?A. setting performance standardsB. use of expatriatesC. cultural differencesD. compensationAnswer: A9. Which statement below best describes the relationship between line management and HRprofessionals? (58)A. HR professionals focus more on developing human resource programs, while line managersare more involved in implementing those programs.B. HR professionals are solely responsible for evaluating programs designed to manage humanresources.C. Line management requires the services of the HR professional only infrequently.D. Line management focuses more on developing human resource programs, while the HRprofessional is more involved in implementing programs.Answer: A10 Which of the following activities is most consistent with the HR professional’s role ofdeveloping/choosing HRM methods? (31)A. determining the order in which job applicants should complete selection measures.B. determining that a test of cognitive ability should be used as part of a selection process.C. determining that a personality test has been ineffective in screening job applicants.D. offering a manager instruction on how to appraise employee performance.Answer: B11. Which of the following activities is not part of the line manager's role in the HRM process? (32)A. interview job applicantsB. settle grievance issuesC. provide and communicate job performance ratingsD. develop an evaluation strategy for training programsAnswer: D12. A competitive advantage is defined in the text as (33)A. a demonstrated willingness to take on all competitors in the marketplace.B. hiring a workforce that has a high need for achievement.C. achieving a superior marketplace position relative to one’s competition.D. organizational self-confidence.Answer: C13. A cost leadership strategy for gaining competitive advantage can be produced by(34)A. reducing the cost of production, regardless of the number of units produced.B. increasing the number of units produced, regardless of the cost per unit.C. cutting overhead costs while maintaining or increasing the number of units produced.D. performing regularly scheduled maintenance on production equipment.Answer: C14. Product differentiation can offer a firm a competitive advantage because (35)A. it allows a firm to offer a unique product not being offered by competitors.B. it can reduce a product’s cost per unit.C. it reduces a firm’s dependence on one supplier for raw materials.D. imitating a competitor’s strategy is the surest way to be competitive.Answer: A15. Which of the following statements best characterizes the relationship between a firm’s HRMpractices and important outcome measures such as productivity, profits, and overall organizational performance? (36)A. HRM practices have little impact on such“hard measures” of organizational performance.B. Firms with progressive HRM practices tend to perform better on such hard measures oforganizational performance than those using less sound practices.C. Those firms that use sophisticated HRM practices tend to be only slightly less successful thanother firms.D. The more money a firms spends on salaries for HRM personnel, the more successful it willbe.Answer: B16. According to Jeffrey Pfeffer, a firm that adopts a program of employee participation andempowerment is most likely to generate (37)A. uncertainty among the workforce regarding job responsibilities.B. support from union leadership.C. a decline in short-term profits until the organization adapts to the change.D. a competitive advantage by increasing employee satisfaction and productivity.Answer: D17. According to the model linking HRM practices to competitive advantage discussed in chapter 1,which of the following HRM practices can have a direct effect on achieving competitive advantage?A. performance appraisalB. HR planningC. unionsD. workplace justice programsAnswer: A18. According to the model linking HRM practices to competitive advantage discussed in chapter 1,which of the following employee-centered outcomes is a direct result of implementing progressive HRM practices?A. employee retentionB. legal complianceC. employee competenceD. company imageAnswer: C19. Organizational citizenship concerns(40)A. an employee’s willingness to engage in work behaviors that are not usually specified in a jobB. the relative strength of an employee’s identification with and involvement in a particularorganization.C. the favorableness of an employee’s attitude toward his or her job.D. the tendency of an organization to be involved in the civic affairs of the community in whichit resides.Answer: A20. An employee is overheard saying“I think the company is doing the right thing by introducing thisnew product line. I hope I get the chance to work on it.” This statement most likely reflects the employee’s (41)A. organizational commitment.B. organizational citizenship.C. job satisfaction.D. self-efficacy.Answer: A21. Which of the following pairs of HRM practices is most likely to influence employeemotivation?(42)A. job analysis and HR planningB. selection and productivity improvement programsC. training and safety and health programsD. motivation is one of the few variables that cannot be improved using HR practices.Answer: B22. According to the model linking HRM practices to competitive advantage discussed in Chapter 1,how can one describe the relationship between organization-centered outcomes and employee-centered outcomes?A. organization-centered outcomes are believed to“cause” employee-centered outcomes.B. employee-centered outcomes are believed to“cause” organization-centered outcomes.C. both employee-centered and organization-centered outcomes are believed to have direct pathsto competitive advantage but no effect on each other.D. organization-centered outcomes are directly influenced by certain HRM practices, whileemployee-centered outcomes are not.Answer: B23. Which of the following strategies is not used by HR professionals to achieve cost leadership? (44)A. motivating workers to be more productive by introducing a productivity improvementprogram.B. developing a performance appraisal system that provides workers with the feedback necessaryto be more productive.C. introducing a new piece of equipment to improve worker efficiency.D. using a more efficient recruitment strategy to reduce the cost of hiring new workers.Answer: C24. The use of HRM practices can promote a sustained competitive advantage because(45)A. being the first to institute an innovative HR practice discourages a firm's competition.B. HR practices cannot be imitated.C. people are a firm’s most valuable resource.D. the organizational environment in which innovative HR practices are implemented can rarelyAnswer: D25. Which of the following HR practices is likely to have the greatest and most direct impact onachieving competitive advantage through product differentiation?A. compensationB. selectionC. job analysisD. performance appraisalAnswer: B。
动机理论和激励方法【外文翻译】
原文：Motivational Theories and Incentives ApproachesRai SumitaReward System: The Objective Motivating FactorMotivational theorics can also be conceptualised into the views of three different schools: physiological, cognitive and behavioural. It is obvious that none of these theories provides a complete answer. Some focus solely on monetary aspects, and others on the relationship aspect. The physiological school of thought holds that all behaviour is determined by physiological needs; cognitive theorists assume that the employee’s behaviour is entirely based on rational thought processes; and behaviourists assume that certain behaviours can be selectively reinforced through reward, and others discouraged. To sum up, we may say that the link between performance and motivation started with the notion that financial rewards do help improve performance, but this was later developed to include a number of non-financial factors. At present none of the theories can adequately describe the link between the two. However, the contextual approach appears to be a better option to define the relationship, as it focuses on both financial and non-financial reward and the component of significant environment, and integrates the notion of individual’s self with his/her context. Here the external context includes the nature of task, kind of reward etc., while the internal context includes the need and value system of an individual and, at the organisational level, the culture. The power of context over motivation is an important area of study.The definition of reward and the structure of the reward system have undergone many changes in the last two decades. In today’s business environment the word reward covers a broad range involving all aspects of fixed pay and other employee benefits including bonuses, pension schemes, base compensation, holidays, sick pay, medical benefits, low interest loans, cars, stock options, and cash. As mentioned earlier, the main emphasis in this study is on incentive schemes, especially the financial aspect.What Motivates an Employee?How can we get workers to be more productive? Management experts have tried to answer this question for several years. In the early part of the 20th Century, employees were considered just another input in the production of goods and services, but this view underwent a drastic change after the publication of the Hawthorne Studies, where Elton Mayo pointed out that employees are motivated not only by money, and that employee behaviour is related to other behaviour. Studies conducted in this area show that ‘interesting work’ is one of the most important criteria for hard work. Creating interesting work might be a challenge for organisations but at the individual level employees would certainly be more productive if the work were interesting. This raises the question, is it possible to make all the work in organizations interesting? Unfortunately, this does not appear to be feasible, partly because what is interesting to one person may not be interesting to another.In this connection several cross-cultural studies also reported that interesting and challenging work inspires people to perform more than what is required of them. They exert additional effort in order to experience a sense of fulfilling their potential and accomplishing worthwhile ends. There are certain qualities attached with intrinsically motivated employees such as greater concern with the expressive aspects of work, and less with financial rewards. Some cross-cultural studies noted that while young people in the Far and Middle East differed from those in North and South America, the major determinant of particular behaviour is the situation. Situation plays an important role and motivation varies over time and situation. Kovach’s study shows that younger workers with low incomes in non-supervisory positions were most concerned with money while older workers with higher incomes and higher organizational positions were motivated more by the work and its quality.Recognition or appreciation for work done involves positive feedback, which helps improve the performance of employees. The rules of feedback follow the principles advocated in reinforcement theory. But in the last decade, good wages have taken the centre stage. All employees, regardless of gender, occupation, age, and income or employment status generally value it. To be noted however is that thestudies cited here are specific to developed countries like the US and the UK. There is to date no proper survey based study conducted in Indian setting to identify the factors that motivate employees to work hard. Demographic factors play a crucial role in levels of motivation. Individuals at different organizational levels, in different environments may have different motivational values. Hence, there is a need to take a look at income level and other demographic factors when analysing attitude for motivational purposes. Even in the era of globalization, where diverse workforces are common, people still carry some aspects from their culture and societal beliefs, which partially explains such variations in behaviour as the Japanese preference for collective recognition.Incentive SchemesIncentives are a special form of reward that encourage and stimulate employees to produce the desired behaviour. There are contrary views on the linkage of incentive and performance. While some researchers assert the significant positive impact of incentives on motivation, others refute it. Some management experts argue that money only motivates people who are already motivated. Opponents of the use of incentives point to the fact that countries like Germany, Japan and Sweden, where incentives programmes are not in use, produce quality goods and services. They argue that incentives are demanding and manipulative, create competition within the firm and divide employees, and distract employees from the importance of their work. It is also difficult to reward on the basis of individual performance because measurement of individual performance is only possible in the rare cases when the work that an individual does is independent of others. In most software companies, for instance, the emphasis is on teamwork spanning a cross section of technologies and businesses.According to Kohn, rewards by and large succeed in securing only temporary compliance, and do not create an enduring commitment to any value or actions. Bribes in the workplace simply cannot work because pay is not a motivator and rewards punish, rupture relationships, ignore reasons, discourage risk-taking, and undermine interest. Similarly, Herzberg holds that fear and coercion cannot create or increase motivation, and that KITA may produce a kind of movement but cannotcreate motivation.In a classic study of incentive-pay plans, W F Whyte pointed out that individuals who believed that incentives are important to motivation tend to be loners who do not join group activities. They believe that money making is a mark of virtue because it is a sign that they work hard.Other researchers have found evidence that rewards influence employee motivation and satisfaction, and play an important role in attracting the right employees, encouraging these employees to develop the critical skills and knowledge and finally retaining those employees for the future success of the organisation. In a competitive, consumerist globalised environment, the number of firms competing for excellent employees especially in knowledge-based industries is constantly increasing, and it is imperative to retain high performers by rewarding them.Incentive schemes are established with the objective of improving performance through fulfilling the needs of the employees. The importance of rewards could be high or low, depending on the context. Employees who are at the stage of struggling to fulfill basic needs would prefer cash rewards, while those who are a little more comfortable will tend to seek reward and recognition in the form of ‘satisfaction income’ – appreciation, interesting work, freedom to work, empowerment. In order to reap the full benefits of the reward system it is imperative to ensure good processes that are fair, equitable, appropriate and relative to the market place.Financial IncentivesThere are many methods of relating the performance of employees directly to their remuneration. It has been found that performance related remuneration has been partially useful in the context of some developed countries. Hume has reported that 78.5% of the organisations surveyed believed that PRR motivates employees and provides a better scope of the notion of social equity, and operated at least one system of PRR. Hume has also reported that financial reward had a great effect on employee performance in the UK and some other countries. Payment by results, profit sharing, gain sharing, commission, and ESOP are some of the commonly used forms of PRR.Base pay, as opposed to payment by results, is the traditional regular income thatpeople receive for their contribution. It follows the principle of rewarding employees according to their role and designation. In this method, individual accountability for receiving a reward is very low. Today, companies everywhere are seeking ways to minimise base pay and increase the variable component of rewards in the pay, thereby controlling costs, achieving maximum performance and ensuring individual accountability. Thus, those who perform better will receive higher pay than those whose level of work is only average or below average.Organisations in some developed countries follow the merit pay system, either in the form of salary increases or in the form of a bonus. However, the efficacy of merit pay in boosting employee performance in developing countries like India has not been studied. Further, in western countries the budget of offering merit pay is very small. It is difficult to award an increase of above 5% individually without denying the pay increase of other people. Hence the actual range of merit increase could be so low as to be meaningless from the employee point of view.W Edwards Deming held that firms should not differentiate individual performance with merit increases. Such systems, he and some other researchers believe, emphasise individual performance, even though individuals are rarely responsible for quality problems. They argue that it is important to focus on systemic causes of low quality rather than individual performance and its relationship to quality. Since people expect their annual pay increase in any case, merit pay does not have a significant effect on motivation.ESOP and other equity-related programmes are also believed to improve the productivity of the firm and the motivation levels of employees. The effectiveness of ESOP and other stock based incentives may depend on the structure of the organisation. In a large organisation, it may be a better motivator for key level executives rather than the average level of employee, as the decisions of the top management level are reflected in the market. Though there are advantages to using ESOP, there are certain problems too. The value of the award basically depends on the performance of the firm in the eyes of investors. These kinds of rewards are basically designed to retain employees, because they lose out if they leave the organisation. Butthe effectiveness of the strategy is arguable. Companies like PeopleSoft, Intel, HP, and IBM have rejected this incentive programme. Recently Microsoft has stopped rewarding employee through ESOP.ConclusionAn attempt has been made in the present article to argue that among other things, motivation is crucial for good performance and hence it is important to study what motivates employees for better performance. There are two views regarding money as a motivator: some scholars favour the idea of motivating employees through financial reward whereas others advocate psychological rewards as more important to promote better performance. The literature indicates that good wages as well as appreciation of work done are important in the modern context.Different types of incentives come under financial motivation and it is important for an organisation to design good reward systems appropriate to its employees, and keeping in mind individual as well as organisational goals. Concerns of equity and fairness need to be addressed if the incentives are to prove an effective motivator for organisational growth.While there does not seem to be a clear-cut linkage between any particular method of financial incentive and employee performance (and organisational performance), it is clear that financial incentives do have a significant influence on the motivation level, from worker to CEO. The level and the form could be different but their importance in the present scenario cannot be denied. In the words of Drucker, ‘There is not one shred of evidence that people have taken the turning away from material rewards…anti-materialism is a myth, no matter how much it is extolled, economic incentives are becoming rights rather than rewards.’（节选）IIMB Management Review (Indian Institute of Management Bangalore)，Dec2004，V ol.16 Issue 4，p43-50，8p，3 Charts.译文：动机理论和激励方法Rai Sumita奖励系统：目标激励因素动机理论也能运用在三种不同的领域：心理、认知和行为。
employee motivation 的方式
Employee MotivationIntroductionEmployee motivation is a critical aspect of any organization’s success. Motivated employees are more engaged, productive, and committed to their work, leading to improved performance and greater overall success for the company. In this article, we will explore various ways to motivate employees and create a positive work environment.1. Recognition and RewardsOne of the most effective ways to motivate employees is through recognition and rewards. Recognizing employees’ achievements and rewarding their efforts can boost morale and create a sense of accomplishment. Some strategies for recognition and rewards include:•Employee of the month/year: Acknowledging outstanding employees ona regular basis can inspire others to strive for excellence.•Performance-based bonuses: Providing financial incentives based on individual or team performance can motivate employees to exceedexpectations.•Public recognition: Applauding employees’ achievements in team meetings or company-wide events can enhance their sense of valueand encourage others to excel.2. Career Development OpportunitiesEmployees are often motivated by the opportunity for personal and professional growth. Organizations should invest in their employees’ development by providing training programs, workshops, and mentorship opportunities. Some ways to foster career development include:•Training programs: Offering skill-building workshops and training sessions can enhance employees’ knowledge and expertise, makingthem feel valued and motivated to contribute.•Mentoring programs: Pairing employees with experienced mentors can provide guidance, support, and opportunities for professionalgrowth.•Promotions and advancement: Providing clear pathways for advancement within the organization can motivate employees to work towards their career goals.3. Positive Work EnvironmentCreating a positive work environment is crucial for employee motivation.A supportive and inclusive workplace fosters employee engagement and satisfaction. Here are some ways to promote a positive work environment:•Open communication: Encouraging open and honest communication between employees and management promotes trust and collaboration.•Team-building activities: Organizing team-building activities and social events can foster camaraderie and a sense of belonging.•Work-life balance: Supporting work-life balance through flexible schedules, remote work options, and wellness programs can improve employee morale and motivation.4. Clear Goals and ExpectationsEmployees are more motivated when they have a clear understanding of their goals and expectations. Providing employees with well-defined objectives and regular feedback can increase their motivation and performance. Some strategies include:•SMART goals: Setting Specific, Measurable, Achievable, Relevant, and Time-bound goals helps employees understand what they need to accomplish.•Regular feedback: Providing constructive feedback and recognition on a regular basis helps employees track their progress and makenecessary improvements.•Performance evaluations: Conducting periodic performance evaluations allows employees to assess their strengths and areasfor development.5. Employee EmpowermentEmpowering employees by giving them autonomy and decision-making authority can significantly boost motivation and job satisfaction. Some ways to empower employees include:•Delegating responsibilities: Allowing employees to take ownership of projects and make decisions empowers them and fosters a senseof trust.•Encouraging innovation: Creating an environment that values and encourages new ideas and innovation can motivate employees tothink creatively and contribute to the company’s success.•Employee involvement: Involving employees in decision-making processes and seeking their input on important matters can makethem feel valued and motivated to contribute.ConclusionEmployee motivation plays a crucial role in the success of any organization. By implementing strategies such as recognition and rewards, career development opportunities, fostering a positive work environment, setting clear goals and expectations, and empowering employees, companies can create a motivated workforce that drives growth and achieves outstanding results. Investing in employee motivation not only benefits the individuals but also the overall success and profitability of the organization.。
服务营销第八版英文教辅 CHAPTER 11
• Service firms are characterized by a distinctive culture of service leadership, and role modeling by its top management.
describe determinants of a climate for service. • Explain qualities of effective leaders in service organizations. • Understand different leadership styles, importae Personnel As Source Of Customer Loyalty And Competitive Advantage
Importance of Service Employees:
– Is a core part of the product – Is the service firm – Is the brand – Affects sales – Is a key driver of customer loyalty – Determines productivity
6
Service-Profit Chain
It demonstrates the chain of relationships among:
(1)employee satisfaction, retention, and productivity;
大一管理学英文版知识点
大一管理学英文版知识点With the advancement of globalization and the increasing interconnectivity of businesses across the world, a solid understanding of management principles has become crucial for professionals in various fields. As a result, learning the foundations of management in the English language has become increasingly important for students pursuing degrees in business and related fields. In this article, we will explore some key knowledge points covered in a first-year management course, focusing on the English version of the materials.1. Introduction to ManagementThe first topic covered in a management course typically delves into the fundamental concepts and theories of management. This includes an overview of the role of managers, the functions they perform, and the skills required to be an effective manager. Moreover, students will learn about the different management levels within an organization, from top-level executives to frontline supervisors.2. PlanningPlanning is a critical function of management that involves setting goals, determining strategies, and developing action plans to achieve organizational objectives. Under this topic, students will learn aboutvarious planning tools and techniques, such as SWOT analysis, PESTEL analysis, and SMART goals. Additionally, they will explore the concept of strategic planning and its importance in guiding an organization's long-term direction.3. OrganizingOrganizational structure and design play a significant role in the success of any business. In this section, students will study different organizational structures, such as functional, divisional, and matrix structures, and their advantages and disadvantages. They will also learn about the process of job design, including job specialization, job rotation, and job enrichment, and how it affects employee motivation and productivity.4. LeadingEffective leadership is essential for motivating and inspiring employees to achieve organizational goals. In this section, students will learn about different leadership styles, such as autocratic, democratic, and transformational leadership. They will also explore the importance of communication, teamwork, and motivation in effective leadership, as well as the challenges that leaders may face in managing diverse teams.5. ControllingControlling is the final step in the management process, focusing on measuring and evaluating performance to ensure that objectives are being met. Students will learn about various control techniques, such as financial statements analysis, budgeting, and variance analysis. Additionally, they will study the concept of quality control and how it can be implemented to ensure product or service excellence.6. Human Resource ManagementHuman resource management (HRM) is a critical area of management that deals with the recruitment, selection, training, and development of employees. Under this topic, students will learn about the different HRM functions, including job analysis, performance appraisal, and compensation management. They will also explore the challenges and legal considerations associated with managing human resources in a diverse and dynamic workforce.7. Operations ManagementOperations management focuses on the efficient and effective delivery of products and services. In this section, students will study the concepts of process design, capacity planning, quality management, and supply chain management. They will also explore the role of technology, such as automation and digitization, in optimizing operations and improving business performance.8. Ethical and Social ResponsibilitiesIn today's socially conscious world, organizations are expected to operate with ethical and social responsibilities. This topic introduces students to ethical theories and decision-making frameworks, such as utilitarianism, deontology, and virtue ethics. They will also examine real-world case studies and discuss the ethical dilemmas faced by organizations in areas such as corporate governance, sustainability, and corporate social responsibility.In conclusion, a first-year management course covers a wide range of topics that are essential for building a strong foundation in the field. From understanding the basic concepts and functions of management to exploring topics like leadership, HRM, and ethics, students gain a comprehensive understanding of the principles and practices necessary for successful management. Mastering these knowledge points in English equips students with the language skills needed to excel in the global business environment and communicate effectively with professionals from diverse backgrounds.。
Motivating-Employees-Chapter16-激励雇员-PPT
Personal and Work Outcomes
High Internal Work Motivation
High-Quality Work Performance
High Satisfaction with the Work
Low Absenteeism and Turnover
17
Guidelines for Job Redesign
Motivators: intrinsic 固有 (psychological) factors that create job satisfaction
Attempted to explain why job satisfaction 满意 does not result in increased performance
1
LEARNING OUTLINE
Early Theories
Maslow hierarchy of needs
Describe the five levels
McGregor’s X&Y Herzberg’s Two-Factors
views of satisfaction and dissatisfaction
Maslow’s Hierarchy of Needs Theory
篮球比赛、指导与训练英文(二)
EEastern Conference ：东区。
eat up the clock：进攻方以运球或传球方式消耗掉比赛所剩时间。
ectomorphy：外胚型；体型的一种，身体瘦长纤细之型。
ejection：驱逐出场。
elbowing：打拐子；end period：半场终结、结束。
endomorph：内胚型；体型一种，身体肥满而柔软如Charles Barkley. ergogenicaids：增补剂。
exercises chain：运动链，或称协调性。
Expansion Draft：扩张选秀；expiration1（of game，first half…）：（全场比赛，上半场…的比赛）时间终了。
extra pass：额外传球；指战术路线外的空档传球。
Ffade：退守，当对手抢夺篮板球，最靠近球做对球施压阻运外，其它人都该马上退回半场，做盯人或区域防守之准备称之，或称回守。
fade-away shot：后仰投篮，也作fade-away jumper.fake：假动作（n），做假动作（v）；包含持球时头部、脚等假动作。
fast break Pts：快攻得分。
fast break：快攻。
fatigue：疲劳；因长时间过度用力造成疲倦、不舒服和效率减低谓。
field goal percentage：投球命中率。
field goal：投篮得分（总称），包括两分球的投篮也包括三分球的投篮（缩写：FG.）。
field goal：投球命中。
fighting：斗殴。
final：总决赛。
finals：决赛、semifinals半决赛。
finger roll：挑篮；低手上篮时手指拨球的动作。
first half：上半场。
first round：首轮比赛。
first（second，third，fourth）period：比赛第1（2、3、4）节。
five ticks left on the （game clock，shot clock…）：（全场比赛，时限钟上…的）时间只剩下5秒钟。
人员激励 英文
人员激励英文Employee motivation is a critical aspect of organizational success. It refers to the factors that drive and inspire employees to perform their duties effectively and efficiently. Motivated employees are more engaged, productive, and committed to the organization's goals. In today's competitive business environment, organizations must prioritize employee motivation to attract and retain top talent, improve performance, and foster a positive work culture.One of the key factors in employee motivation is the sense of purpose and meaning that employees derive from their work. Employees who feel that their work is meaningful and contributes to the organization's mission are more likely to be motivated and engaged. Providing employees with a clear understanding of how their roles and responsibilities align with the organization's overall objectives can help foster this sense of purpose.Another important factor in employee motivation is recognition and appreciation. Employees who feel that their hard work and contributions are acknowledged and valued by their employers aremore likely to be motivated and committed to the organization. This can be achieved through various forms of recognition, such as verbal praise, performance-based bonuses, or awards and recognition programs.Effective communication and feedback are also crucial for employee motivation. Employees need to receive regular feedback on their performance, both positive and constructive, to understand their strengths, areas for improvement, and the impact of their work. Open and transparent communication from management can help employees feel informed and involved in the decision-making process, further enhancing their motivation.Opportunities for professional development and career advancement can also serve as powerful motivators for employees. Employees who feel that their organization is invested in their growth and development are more likely to be motivated to excel and take on new challenges. Providing training programs, mentorship opportunities, and clear paths for career progression can help employees feel valued and engaged.Additionally, a positive work environment and a supportive company culture can significantly impact employee motivation. Employees who feel that they are part of a collaborative, inclusive, and supportive team are more likely to be motivated and engaged.Fostering a culture of trust, respect, and work-life balance can help create an environment where employees feel valued and motivated to succeed.Furthermore, the role of effective leadership cannot be overstated in employee motivation. Leaders who are able to inspire, empower, and support their teams are more likely to have highly motivated employees. Effective leaders can provide clear direction, set achievable goals, and offer the necessary resources and support to help employees succeed.It is also important to recognize that employee motivation is not a one-size-fits-all approach. Different employees may be motivated by different factors, such as financial incentives, flexible work arrangements, or opportunities for personal growth. Organizations should strive to understand the unique needs and preferences of their employees and tailor their motivational strategies accordingly.Moreover, organizations should regularly assess and monitor employee motivation levels to identify areas for improvement. This can be done through employee surveys, performance reviews, and other feedback mechanisms. By understanding the factors that drive employee motivation, organizations can develop and implement effective strategies to maintain a highly engaged and motivated workforce.In conclusion, employee motivation is a crucial aspect of organizational success. By fostering a sense of purpose, providing recognition and appreciation, facilitating effective communication and feedback, offering opportunities for professional development, cultivating a positive work environment, and employing effective leadership, organizations can unlock the full potential of their employees and drive sustainable growth and success.。
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Running head: THE FRONTLINE EMPLOYEES’ MOTIVATION IN HOSPITALITY INDUSTRY IN CHINA
Frontline Employees’ Motivation
In Hospitality Industry in China
Hu Hanlu
3011520
TUC-FIU Cooperative School
November 15, 2010
Abstract
Motivation is one of the important functions for human resources management in hospitality industry. This paper forces on the frontline employees motivation in Chinese hospitality industry. Hospitality industry is the world largest service industry, which characterized by labor intensive and high turnover rate in worldwide especially in China. Frontline employees in hospitality industry play important roles in delivering service to customers. Highly motivated frontline employees are considered to be true assets for hospitality industry. This research paper attempts to analysis the situation about the frontline employees in Chinese hospitality industry, then find out the significant of frontline employees’motivation and “what”and “how”human resource management could put into practices to motivate frontline employees in Chinese hospitality industry.
Key words: Chinese hospitality industry, Frontline employee, Motivation, Human resource management
Table of Contents
Abstract
Introduction----------------------------------------------------------------------------------------------1 The current status of frontline employees in Chinese hospitality industry------------------1 Low personal quality-------------------------------------------------------------------------------2 High working pressure-----------------------------------------------------------------------------2 High level of employee turnover-----------------------------------------------------------------3 The Impact on Lack of Motivation------------------------------------------------------------------4 Affect the service quality and customers’ satisfaction-----------------------------------------4 Affect reputation------------------------------------------------------------------------------------5 Affect productivities--------------------------------------------------------------------------------5 Affect the labor force and turnover rate----------------------------------------------------------5 Affect operating costs------------------------------------------------------------------------------6 What Factors Motivate Frontline Employees? ---------------------------------------------------7 Motivation Techniques---------------------------------------------------------------------------------8 Good salaries and wages--------------------------------------------------------------------------8 Training----------------------------------------------------------------------------------------------9 Communication------------------------------------------------------------------------------------10 Empowerment--------------------------------------------------------------------------------------10 Good working environment----------------------------------------------------------------------11 Motivation Principal-----------------------------------------------------------------------------------11 Align goals of the organization with goals of employees------------------------------------12
Integrate of material and spiritual motivation-------------------------------------------------12 Make pay and other decisions as equitable as possible--------------------------------------13 Motivation timely---------------------------------------------------------------------------------13 Integrate positive and negative motivation----------------------------------------------------13 Summary------------------------------------------------------------------------------------------------14 Conclusion----------------------------------------------------------------------------------------------15 Reference------------------------------------------------------------------------------------------------16。