留学生assignment代写范例：Theories of motivation compared and contrasted
留学生assignment代写范例-动机理论的比较与对比。本文是一篇由本站代写服务提供的assignment代写参考，主要内容是讲述本文将研究的另一个理论是弗雷德里克·赫兹伯格的“双因素理论”。正如马斯洛的理论，赫兹伯格的双因素理论，多年来对组织产生了深远的影响。与马斯洛的理论相比，可以指出的一个相似之处是，他们都将动机放在一个尺度上。马斯洛把他的理论放在等级尺度上，而类似地，赫兹伯格使用了两个因素；激励因素和hygenes作为衡量动机的尺度。下面就一起来看一下这篇留学生assignment代写范例。
Motivation is one of the most heavily researched areas within modern psychology. Dawson 1986(cited in Thomas & McHugh, 2009, p.307) states that motivation “refers to the mainspring of behaviours; it explains why individuals expend a degree of effort towards achieving particular goals”. Throughout the years, many psychologists have looked at motivation and created an array of theories to try and explain what motivation is and what in fact motivates us as individuals. Looking further into these theories, the majority of theories can come under two headings; content theories and process theories. These headings state what the focus of the theory will in fact be. The focus of content theories is that everybody has the same set of needs; this is why they display certain behaviours. Contrastingly, Process theories look at the individuals cognitive processes. This essay will compare and contrast two of the most influential theories of motivation to date; Abraham Maslow’s ‘hierarchy of needs’ and Fredrick Herzberg’s ‘two factor theory’. This essay will then use these theories to explain how a team leader might use these to motivate their team members.
动机是现代心理学研究最多的领域之一。Dawson 1986（引用于Thomas&McHugh，2009，第307页）指出，动机“是指行为的主要动力；它解释了为什么个人会为实现特定目标付出一定程度的努力”。多年来，许多心理学家研究了动机，并创造了一系列理论，试图解释什么是动机，以及实际上是什么激励了我们。进一步研究这些理论，大多数理论可以分为两个标题；内容理论和过程理论。这些标题说明了理论的重点。内容理论的重点是每个人都有相同的需求；这就是他们表现出某些行为的原因。相反，过程理论着眼于个体的认知过程。本文将对迄今为止最具影响力的两种动机理论进行比较和对比；亚伯拉罕·马斯洛的“需求层次论”和弗雷德里克·赫茨伯格的“双因素理论”。然后，本文将使用这些理论来解释团队领导者如何利用这些理论来激励团队成员。
Abraham Maslow outlined one of the most significant theories of motivation; the ‘Hierarchy of needs’. This hierarchy included five needs that determine most of our behaviour. This theory states that an individual must fulfil certain basic needs within their lives before they can ‘climb’ the hierarchy and look to fulfil more advanced needs. These needs start from physiological needs; basic needs for food and shelter and culminate with self-actualisation needs; the more advanced needs to develop our potential. (Fincham & Rhodes, 2005). Maslow stated that we do have an innate desire to automatically ascend the hierarchy once a lower order need is fulfilled. (Huczynski & Buchanan 2007).
亚伯拉罕·马斯洛概述了最重要的动机理论之一；“需求层次”。这种层次结构包括五种需求，它们决定了我们的大部分行为。这一理论指出，个人必须满足生活中的某些基本需求，才能“攀登”等级制度，寻求满足更高级的需求。这些需求从生理需求开始；对食物和住所的基本需求，并以自我实现的需求达到顶峰；越先进就需要开发我们的潜力。（Fincham&Rhodes，2005）。马斯洛指出，一旦一个较低层次的需求得到满足，我们确实有一种天生的愿望，想要自动提升等级。（Huczynski和Buchanan，2007年）。
Looking at how team leaders can use this theory to motivate workers, the psychological needs of the individual need to be looked at. This is where each individual starts within the hierarchy. The very nature of holding down a job fulfils our primal needs of survival. By offering an individual a job and in turn a salary or wage, it allows them to fulfil these basic needs by providing themselves and others they are responsible for with food, shelter and warmth. (Wilson, 2003). By completing this team leaders have effectively motivated their workers and they are fulfilling this need and individuals need to be motivated by this need before they can move onto the second rung of the hierarchy; security needs.
研究团队领导者如何利用这一理论来激励员工，需要考虑个人的心理需求。这是每个人在层次结构中的起点。保住工作的本质满足了我们生存的基本需求。通过为个人提供工作，进而提供工资或工资，它使他们能够通过为自己和他们负责的其他人提供食物、住所和温暖来满足这些基本需求。（Wilson，2003）。通过完成这一任务，团队领导有效地激励了员工，他们正在满足这一需求，个人在进入第二层之前需要受到这一需求的激励；安全需求。
Looking further into Maslow’s hierarchy of needs, there are many other ways in which a team leader could effectively utilise this theory to motivate their team. For example, after individuals have achieved physiological needs, they will look for security needs. (Fincham & Rhodes, 2005). Team leaders can look at these security needs and look at what tactics they can employ to ensure that the individual is motivated by these needs. One thing they could do is by creating a safe environment. Working environments have become safer over the years thanks to a variety of different factors including legislation. If a team leader deploys initiatives that help the individual feel they are safe at work, their safety needs will be met and this will be an effective motivator.
进一步研究马斯洛的需求层次，团队领导者可以通过许多其他方式有效地利用这一理论来激励团队。例如，在个人达到生理需求后，他们会寻找安全需求。（Fincham&Rhodes，2005）。团队领导者可以考虑这些安全需求，并考虑他们可以采用什么策略来确保个人受到这些需求的激励。他们可以做的一件事就是创造一个安全的环境。多年来，由于包括立法在内的各种不同因素，工作环境变得更加安全。如果团队领导采取措施，帮助个人在工作中感到安全，他们的安全需求就会得到满足，这将是一个有效的激励因素。
Even though Maslow’s work has been highly influential in the area of motivation, it can be criticised on many counts. Firstly, it is not backed by a huge amount of empirical research, which is needed for a theory to gain validity. Furthermore, his theory can be criticised for population validity, his theory is based on American, white, middle class individuals, even though his theory was proposed as a universal theory. So this can’t be generalised to the wider population. (Huczynski & Buchanan 2007). Contrastingly, Herzberg’s theory does try and offer some evidence to back up its claims. Initially, his theory could have been criticised for population validity, as he only interviewed 203 Pittsburgh accountants and engineers. Wanting to prove his theory was universal and to eliminate these criticisms, Herzberg went on to draw samples from a further 1,685 participants who ranged in profession. (Wilson, 2003). Keen to further reduce these criticisms and show that his theory was in fact universal, he undertook research in many other countries, including: Hungary, Italy, Israel, Japan & South Africa. (Huczynski & Buchanan 2007).
尽管马斯洛的工作在激励领域具有很高的影响力，但它也可能在许多方面受到批评。首先，它没有大量的实证研究支持，这是理论获得有效性所必需的。此外，他的理论可能因人口有效性而受到批评，他的理论是基于美国白人中产阶级的个人，尽管他的理论是作为一种普遍理论提出的。因此，这不能推广到更广泛的人群。（Huczynski和Buchanan，2007年）。相比之下，赫兹伯格的理论确实试图提供一些证据来支持其说法。最初，他的理论可能因人口有效性而受到批评，因为他只采访了203名匹兹堡会计师和工程师。为了证明他的理论是普遍的，并消除这些批评，赫兹伯格继续从1685名不同专业的参与者中抽取样本。（Wilson，2003）。为了进一步减少这些批评，并表明他的理论实际上是普遍的，他在许多其他国家进行了研究，包括：匈牙利、意大利、以色列、日本和南非。（Huczynski和Buchanan，2007年）。
The other theory this essay will look at is Fredrick Herzberg’s ‘two factor theory’. Just like Maslow’s theory, Herzberg’s two factor theory, it has had a profound effect on organisations over the years. In comparison to Maslow’s theory, one similarity that can be stated is that they both place motivation on a scale. Maslow places his theory on a hierarchal scale, whereas similarly, Herzberg uses two factors; motivators and hygenes as the scales upon which motivation is looked at.
本文将研究的另一个理论是弗雷德里克·赫兹伯格的“双因素理论”。正如马斯洛的理论，赫兹伯格的双因素理论，多年来对组织产生了深远的影响。与马斯洛的理论相比，可以指出的一个相似之处是，他们都将动机放在一个尺度上。马斯洛把他的理论放在等级尺度上，而类似地，赫兹伯格使用了两个因素；激励因素和hygenes作为衡量动机的尺度。
Herzberg developed a ‘two factor theory’. This broke down two lists of factors that affect an individual at work. These were ‘motivators’ and ‘hygenes’. Motivators were placed under this heading as they seemed to offer some satisfaction to the worker and as the title suggests they were in fact motivating. (Fincham & Rhodes, 2005). Contrastingly, Herzberg stated that ‘hygiene’ factors were merely to prevent job satisfaction and not actually there to motivate and individual (Doyle, 2003). Motivators included factors such as; achievement, recognition and also responsibility. Moreover, ‘hygiene’ factors include factors such as; salary, work conditions and relationships with colleagues. (Wilson, 2003).
赫茨伯格提出了“双因素理论”。这分解了影响个人工作的两个因素列表。这些是“激励因素”和“hygenes”。激励者被放在这个标题下，因为他们似乎给员工带来了一些满足感，而且标题表明他们实际上是在激励。（Fincham&Rhodes，2005）。相比之下，Herzberg指出，“卫生”因素只是为了防止工作满意度，实际上并不是为了激励和个人（Doyle，2003）。动机包括以下因素：；成就、认可和责任。此外，“卫生”因素包括以下因素：；工资、工作条件以及与同事的关系。（Wilson，2003）。
Looking at how a team leader could use this theory to motivate their workers, the list of motivators could help them to design initiatives that catered for these needs. For example, they could offer employees more responsibility. Responsibility is one of the ‘motivators’ that offers individuals job satisfaction. If a team leader recognises this, they can utilise this and motivate workers to work more effectively. So, for example, they could offer individuals more responsibility within a certain area of their job, individuals will feel satisfied by this and in turn be motivated. One way in which team leaders could do this is by job enrichment. Job enrichment was utilised effectively by experiments in the 1960’s and 70’s. American mobile company AT & T showed the effectiveness of this by employing job enrichment. In turn, they found a ‘27% reduction in the termination rate and a production cost saving of $558,000’ (Wilson, 2003).
看看团队领导者如何利用这一理论来激励员工，激励因素列表可以帮助他们设计满足这些需求的举措。例如，他们可以为员工提供更多的责任感。责任感是为个人提供工作满意度的“激励因素”之一。如果团队领导认识到这一点，他们可以利用这一点并激励员工更有效地工作。因此，例如，他们可以在工作的某个领域为个人提供更多的责任，个人会对此感到满意，进而受到激励。团队领导者能够做到这一点的一种方法是丰富工作。20世纪60年代和70年代的实验有效地利用了工作丰富性。美国移动电话公司AT&T通过丰富工作内容展示了这一点的有效性。反过来，他们发现“终止率降低了27%，生产成本节省了558000美元”（Wilson，2003）。
Another way, in which a team leader could use this theory to motivate their team members, is to ensure that hygiene factors are present within the working environment. Hygiene factors are those that have the potential to cause dissatisfaction. They do not motivate the individual; they are just required so that the individual can be motivated by the motivators. During his research Herzberg found that company policy and administration; which are hygiene factors, was at least partly to blame for 31% of reported dissatisfaction’ (Wilson,2003). This shows how significant hygiene factors are within an organisation. A team leader could use this theory, by ensuring that all the hygiene factors are in place for a member. For example, salary, work environment and company policies. If a team member enforces all of these factors, an employee will be able to feel satisfied and then will be able to get motivated by the motivators that are also linked to Herzberg’s theory.
另一种方法是，团队领导者可以使用这一理论来激励团队成员，即确保工作环境中存在卫生因素。卫生因素是那些有可能引起不满的因素。它们不会激励个人；它们只是为了让个人能够被激励者所激励。赫茨伯格在研究中发现，公司的政策和管理；这是卫生因素，至少是31%的不满报告的部分原因”（Wilson，2003）。这表明了卫生因素在一个组织中的重要性。团队领导可以使用这一理论，通过确保成员的所有卫生因素都到位。例如，工资、工作环境和公司政策。如果团队成员强制执行所有这些因素，员工将能够感到满意，然后能够受到与赫兹伯格理论相关的激励因素的激励。
Comparing the two theories, it can be said that there are differences between Maslow’s and Herzberg’s theories. Maslow started that there was a hierarchy to follow, and for an individual to ‘climb’ up the hierarchy, they must first complete the lower order needs. The needs won’t be effective motivators until they are completed. If an individual doesn’t complete a level, they can’t progress to their ultimate goal; self-actualisation. Maslow stated that very few people actually reach self-actualisation.( Huczynski & Buchanan 2007). Contrastingly, Herzberg theory does not focus on this. There is no stage to complete in his theory. Hygenes and motivators are not placed in a structure where one needs to be achieved before another. This highlights the fact that the two theories have a different structure and how they place emphasis on different things. Maslow’s theory seems a rigid structure, whereas, Herzberg’s doesn’t have any order in which factors are completed which indicates flexibility, to an extent.
比较这两种理论，可以说马斯洛和赫兹伯格的理论是有区别的。马斯洛开始说，有一个层次需要遵循，个人要想“爬”上层次，必须首先完成较低阶的需求。这些需求在完成之前不会成为有效的激励因素。如果一个人没有完成一个级别，他们就无法达到最终目标；自我实现。马斯洛表示，很少有人真正实现了自我。（Huczynski和Buchanan，2007年）。相比之下，赫兹伯格理论并没有关注这一点。他的理论没有可完成的阶段。Hygenes和激励因素并不是放在一个需要先实现后实现的结构中。这突出了一个事实，即这两种理论有着不同的结构，以及它们如何强调不同的东西。马斯洛的理论似乎是一个刚性的结构，而赫兹伯格的理论没有任何因素完成的顺序，这在一定程度上表明了灵活性。
Further comparing the two theories, one similarity can be found between the two. Herzberg’s ‘ Motivators’ can be seen as the top two factors of the hierarchy of needs and also the ‘ hygenes’ can be seen as the other 3 factors of the hierarchy of needs. This can be seen to correspond to each other and Herzberg’s work was influenced by Maslow and this is clearly evident within his theory. (Montana & Charnov, 2008). Furthermore, another similarity that can be found between the two theories is that they both have specific criteria that an individual must fulfil to be motivated. With Maslow, this is a ‘hierarchy’ of needs, whereas with Herzberg it is a list of two factors. Maslow’s hierarchy includes; physiological needs, safety needs, belonging needs, esteem needs and finally self-actualisation. (Preziosi, 2008). Herzberg theory also has a specific criteria relating to motivation. The basis of the theory is two factors; hygenes and motivators. Specific hygenes and motivators include salary and responsibility. What can be seen in these theories that there is a lot of emphasis on higher order needs. Self-actualisation is seen as one of the most important things to achieve and Maslow argued that it is one of the ultimate goals. (Huczynski & Buchanan 2007).
进一步比较这两种理论，可以发现两者之间有一个相似之处。赫茨伯格的“动机”可以被视为需求层次的前两个因素，“hygenes”也可以被视是需求层次的其他三个因素。这可以看出是相互对应的，赫兹伯格的工作受到了马斯洛的影响，这在他的理论中是显而易见的。（Montana和Charnov，2008）。此外，这两种理论之间的另一个相似之处是，它们都有特定的标准，个人必须满足这些标准才能被激励。对于马斯洛来说，这是一个需求的“层次”，而对于赫兹伯格来说，这则是两个因素的列表。马斯洛的层次结构包括：；生理需求、安全需求、归属需求、尊重需求，最后是自我实现。（Preziosi，2008）。赫兹伯格理论也有一个与动机相关的具体标准。该理论的基础是两个因素；hygenes和激励因素。具体的健康因素和激励因素包括工资和责任。从这些理论中可以看出，人们非常重视更高阶的需求。自我实现被视为最重要的事情之一，马斯洛认为这是最终目标之一。（Huczynski和Buchanan，2007年）。
When looking at these theories another similarity is clearly apparent; they have both been criticised and the validity of both of these theories has been questioned many times. For example, both theories don’t extensively look at motivation and look at the differences between males and females. Research into these areas has shown that males and females are motivated differently and not in the same way as in which these theories propose. For example Betz 1984, (cited in Fiona M Wilson, 2003, p 113) study shows that homemakers are much likely to focus on the lower levels in comparison to working women. This shows how even within females, the way in which needs motivate are different, so there is definitely a difference between males and females. Research regarding Herzberg’s theory shows that males and females differ when it comes to what they are concerned with at work. Donnell & Hall 1980 (cited in Fiona M Wilson, 2003, p 116) found that females focused on opportunities for growth, autonomy and challenge. Whereas, males looked at work environment and pay. This research shows how there is a clear difference between males and females in regards to motivational factors and how any theory must always be taken with caution. However, it needs to be noted that both of these theories have been highly significant within psychology and have stood the test of time.
当审视这些理论时，另一个相似之处显而易见；它们都受到了批评，这两种理论的有效性也多次受到质疑。例如，这两种理论都没有广泛地研究动机以及男性和女性之间的差异。对这些领域的研究表明，男性和女性的动机不同，与这些理论提出的方式不同。例如Betz 1984（引用于Fiona M Wilson，2003年，第113页）的研究表明，与职业女性相比，家庭主妇更可能关注较低的水平。这表明，即使在女性内部，需求激励的方式也是不同的，因此男性和女性之间肯定存在差异。关于赫兹伯格理论的研究表明，男性和女性在工作中所关心的问题上有所不同。Donnell和Hall 1980（引用于Fiona M Wilson，2003，第116页）发现，女性关注成长、自主和挑战的机会。而男性则关注工作环境和薪酬。这项研究表明，男性和女性在动机因素方面存在明显差异，任何理论都必须谨慎对待。然而，需要注意的是，这两种理论在心理学中都具有非常重要的意义，并经受住了时间的考验。
In conclusion, when looking at these theories there are clear similarities and differences. These have been discussed in detail throughout the essay. One of the most significant similarities is that both have clear criteria of what motivates individuals. However, it is also important to consider the differences. With reference to the differences, one that stands out is the fact that the theories differ in the way they describe how an individual progresses and achieves these needs. Maslow states that an individual must progress through the hierarchy, whereas Herzberg just states that there are two factors of motivators and can be achieved at any time, with no need for completing other needs. In addition to this, the essay also looked at how a team leader would use these theories to motivate their team members. For example, a team leader could use Maslow’s theory by looking at a certain need that they could fulfil e.g. security needs. In addition to this, a team leader could use Herzberg’s theory by deploying tactics that use ‘motivators’, which in turn will offer job satisfaction and motivate their team members. Maslow & Herzberg’s theories have both provided valuable insights into motivation and will always have certain significance in organisational psychology.
总之，当审视这些理论时，有明显的相似之处和不同之处。这篇文章对这些问题进行了详细的讨论。最显著的相似之处之一是，两者都有明确的激励个人的标准。然而，考虑这些差异也很重要。关于这些差异，一个突出的事实是，这些理论在描述个人如何进步和实现这些需求方面存在差异。马斯洛指出，个人必须在等级制度中进步，而赫兹伯格只是指出，激励因素有两个，可以在任何时候实现，而无需完成其他需求。除此之外，本文还研究了团队领导者如何使用这些理论来激励团队成员。例如，团队领导者可以使用马斯洛的理论，通过观察他们可以满足的特定需求，例如安全需求。除此之外，团队领导者可以利用赫兹伯格的理论，部署使用“激励因素”的策略，这反过来会提供工作满意度并激励团队成员。Maslow和Herzberg的理论都为激励提供了宝贵的见解，在组织心理学中也具有一定的意义。
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