代写assignment：Theories of Motivation and their application to the workplace
代写assignment-激励理论及其在工作中的应用。本文是一篇由本站代写服务提供的assignment代写参考，主要内容是讲述动机被定义为“说明个人为实现目标而努力的强度、方向和持久性的过程”。动机来自拉丁语词义运动。Campbell和Pritchard根据《动机理论的未来工作》一文提出“动机与一组独立/因变量关系有关，这些关系解释了个人行为的方向、幅度和持续性，保持了能力、技能和理解任务以及环境中的限制因素的不变”。下面就一起来看一下这篇留学生assignment代写范文。
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What is motivation? Motivation is defined as “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal” Motivation comes from the Latin word meaning movement. According to the article The Future Work of Motivation Theory Campbell and Pritchard suggest that “motivation has to do with a set of independent/dependant variable relationships that explain the direction, amplitude, and persistence of an individual’s behavior, holding constant the effects of aptitude, skills and understanding the task and the constraints operating in the environment”. When looking into motivation one must look at the entire picture to analyze the process in its entirety. Intensity is describing how hard a person tries, do they try a little or do they try a lot. Direction needs to benefit the company; the direction needs to be towards the company’s goal. Persistence describes how long a person can stick to the task, how much effort they will give to actually achieve a goal. In the theory of motivation the subject wants to minimize pain and increase pleasure. Furthermore, there are two types of motivation: intrinsic motivation and extrinsic motivation. Intrinsic motivation has to do with enjoyment in the task one is involved in. When a person enjoys doing a task they don’t have to be pressured by an outside party to complete the task, they just do it. Extrinsic motivation comes from such things as money, rewards or threat of punishment. People do these tasks to win the reward and compete with other people to get the reward.
什么是动机？动机被定义为“说明个人为实现目标而努力的强度、方向和持久性的过程”。动机来自拉丁语词义运动。Campbell和Pritchard根据《动机理论的未来工作》一文提出“动机与一组独立/因变量关系有关，这些关系解释了个人行为的方向、幅度和持续性，保持了能力、技能和理解任务以及环境中的限制因素的不变”。在研究动机时，必须从整体上分析动机的整个过程。强度是指一个人努力的程度，是尝试了一点还是尝试了很多。方向需要有利于公司；方向必须朝着公司的目标发展。坚持性描述了一个人能坚持任务多久，他们会为实现目标付出多少努力。在动机理论中，受试者希望尽量减少痛苦，增加快乐。此外，动机有两种类型：内在动机和外在动机。内在动机与参与任务的乐趣有关。当一个人喜欢做一项任务时，他们不必受到外界的压力来完成任务，他们只需要去做。外在动机来自金钱、奖励或惩罚威胁。人们做这些任务是为了赢得奖励，并与其他人竞争以获得奖励。
In discussing motivation it is important to discuss the theories associated with it. The Hierarchy of Needs Theory by Maslow is one of the first theories. In this theory the hierarchy of human needs is discussed. The first need physiological includes hunger, thirst, shelter, sex and bodily needs. The second is safety including security and protection from physical and emotional harm. The first two are lower-order needs and can be satisfied internally. The third is social which encompasses affection, belongingness, acceptance and friendship. The fourth is esteem which deals with internal factors such as self respect, autonomy, achievement and internal factors such as status, recognition and attention. The final need is self actualization which is the drive to become what we are capable of becoming includes, growth, achieving our potential and self fulfillment. These last three needs are higher-order needs and must be satisfied externally (usually by employers with bonuses, cash etc.).This theory shows that when a need is satisfied it no longer becomes a motivator and we must move onto the next need. If someone is on one level you need to figure out if they are satisfied with that level and either stay on that level or move to a different one. “Maslow argued that the first three needs on the list represent deficiency needs that people must master before they can develop into a healthy personality, while the last two represent growth needs that relate to the individual achievement and the development of human potential” (Steer, 2004). It is essential to remember that an employees needs are always changing and that what an employee needs today, may not be what they need tomorrow.
在讨论动机时，讨论与之相关的理论是很重要的。马斯洛的需求层次理论是最早提出的理论之一。在这一理论中，人们讨论了人类需求的层次结构。生理上的第一需求包括饥饿、口渴、住所、性和身体需求。第二是安全，包括人身和精神伤害的保障和保护。前两个是低阶需求，可以在内部得到满足。第三是社会性，包括情感、归属、接受和友谊。第四是自尊，它涉及自尊、自主、成就等内部因素，以及地位、认可和关注等内部因素。最后的需求是自我实现，这是成为我们有能力成为的人的动力，包括成长、实现我们的潜力和自我实现。后三种需求是更高层次的需求，必须由外部满足（通常由雇主提供奖金、现金等）。这一理论表明，当一个需求得到满足时，它不再成为激励因素，我们必须转向下一个需求。如果有人在一个级别上，你需要弄清楚他们是否对那个级别感到满意，要么留在那个级别上，要么转到另一个级别。“Maslow认为，列表中的前三个需求代表了人们在发展成为健康人格之前必须掌握的不足需求，而后两个需求则代表了与个人成就和人类潜力发展相关的成长需求”（Steer，2004）。重要的是要记住，员工的需求总是在变化，员工今天需要的可能不是明天需要的。
This chart shows the Hierarchy of Needs Theory by Maslow very clearly. As this chart displays it is easier to grasp the theory when everything is put in the proper chart. The physiological needs are at the bottom of the chart as they state the first needs that a human being needs fulfilled. As they move up the chart they need more intense needs fulfilled. Physiological and Safety needs can be satisfied internally while the top three must be satisfied externally. The top need is self actualization and is important in developing a person and becoming the person an employee wants to be in the end. This is a visual way of seeing how this theory is all tied together.
这张图表非常清楚地展示了马斯洛的需求层次理论。如图所示，当所有东西都放在正确的图表中时，更容易掌握理论。生理需求在图表的底部，因为它们说明了人类需要满足的第一个需求。随着他们在排行榜上的上升，他们需要满足更强烈的需求。生理和安全需求可以在内部得到满足，而前三名必须在外部得到满足。最重要的需求是自我实现，这对培养一个人并最终成为员工想要成为的人很重要。这是一种直观的方式来观察这个理论是如何联系在一起的。
McClelland later created his own theory using Maslow’s theory, his own Theory of Needs. He took a more defined approach and only used very distinct needs. He described his theory as people having many needs at one time and this driving motivation, more specific to the workplace environment. His theory had three parts, need for achievement, need for power and need for affiliation. Need for achievement is a person’s need for success. Need for power is a person’s need to feel in charge, make people behave in a certain standard way. Need for affiliation is the “desire for friendly and close interpersonal relationships” .
麦克莱伦后来利用马斯洛的理论，即他自己的需求理论，创立了自己的理论。他采取了更明确的方法，只使用了非常独特的需求。他将自己的理论描述为人们同时有许多需求和这种驱动动机，更具体地说是针对工作环境。他的理论有三个部分，成就的需要、权力的需要和从属关系的需要。对成就的需要是一个人对成功的需要。对权力的需求是一个人需要有掌控感，让人们以某种标准的方式行事。对从属关系的需求是“对友好和亲密的人际关系的渴望”。
Theory X and Y by Douglas McGregor are also used in motivation. This theory states there are two completely different types of human beings and managers mold their behaviors according to certain assumptions. Theory X is when an employee dislikes work and a manager must guide them to get tasks completed. The employee just simply does not want to work and will most likely be motivated by money. The theory states that people inherently dislike work and need to be supervised and pushed into completing work. The employee needs to be rewarded, enticed, threatened or bribed to motivate them and they need a narrow span of control to keep them on the correct path. Theory Y states that an employee views responsibilities as the norm and can complete tasks and take on responsibility. It is believed that these employees exhibit determination and self control and are motivated to achieve progress. In this theory the employees want to do well and have a creative way of accomplishing their goals. They are usually very positive and can drive themselves to complete tasks. Human resource departments were in a way developed for Theory Y as it is a bigger emphasis on the needs of people individually. This theory is used today to help motivate employees and has set some of the rules for the human resource departments in organizations. It is important to assess the employees you currently have, understand which type of personality they are and use the correct motivation theory for them. Doing it this way you will become more successful in your approach with your employees and they will be appreciative of your commitment to understanding who they are and how they fit within the organization.
Douglas McGregor的X和Y理论也被用于动机。该理论指出，人类有两种完全不同的类型，管理者根据某些假设来塑造他们的行为。理论X是指员工不喜欢工作，经理必须指导他们完成任务。员工只是不想工作，很可能是出于金钱的动机。该理论指出，人们天生不喜欢工作，需要得到监督和督促才能完成工作。员工需要得到奖励、引诱、威胁或贿赂来激励他们，他们需要一个狭窄的控制范围来让他们走上正确的道路。理论Y指出，员工将责任视为规范，能够完成任务并承担责任。据信，这些员工表现出决心和自我控制，并有动力取得进步。在这个理论中，员工希望做得好，并有一种创造性的方式来实现他们的目标。他们通常非常积极，能够推动自己完成任务。人力资源部门在某种程度上是为Y理论而发展的，因为它更强调个人的需求。这一理论今天被用来帮助激励员工，并为组织中的人力资源部门制定了一些规则。重要的是要评估你目前的员工，了解他们的性格类型，并为他们使用正确的激励理论。这样做，你会在与员工相处的过程中更加成功，他们会感激你对了解他们是谁以及他们如何融入组织的承诺。
This graph shows the detailed difference between Theory X and Theory Y that McGregor proposed. Theory X is the traditional theory while Theory Y is more modern. Theory X is also more geared towards lower level employees that value the lower end needs such as physiological and safety. They also value financial incentives more than Theory Y employees. Theory Y is more geared towards higher skilled employees, who value the higher level needs such as social esteem and self actualization. As displayed the Theory X and Theory Y are related to the Hierarchy of Needs proposed by Maslow.
这张图显示了麦格雷戈提出的X理论和Y理论之间的详细区别。X理论是传统的理论，Y理论是现代的理论。理论X也更倾向于重视生理和安全等低端需求的低级别员工。他们也比Theory Y员工更看重经济激励。Y理论更倾向于更高技能的员工，他们重视更高层次的需求，如社会尊重和自我实现。如图所示，理论X和理论Y与马斯洛提出的需求层次有关。
Two factor theory by Fredrick Hertzberg believes a persons relationship to work is basic. He can be credited with introducing job design and bringing in the importance of job enrichment. A survey was conducted in which people were asked to remember a time when they were happy/unhappy with their jobs and provide reasons and descriptions. When he conducted his research he found that such factors as achievement, advancement and recognition were related to the good in job satisfaction. Employees who disliked their work used such words as pay, supervision and working conditions. The theory compared two factors: motivating factors and hygiene factors. Motivating factors were more intrinsic (more geared towards Theory Y), such as challenging work load. Hygiene factors (more geared towards Theory X) were more extrinsic such as, job security and compensation. Other Hertzberg hygiene factors were quality of supervision, pay, company policies and physical working conditions. He described how managers must motivate by associating these factors with the work itself and bring in such motivators as promotion, recognition and give responsibility. Today they have stated that you need motivation factors to make sure employees continue to perform at a higher level, but that you need hygiene factors to know an employee is never dissatisfied.
弗雷德里克·赫茨伯格的双因素理论认为人与工作的关系是基本的。他引入了工作设计，并引入了丰富工作的重要性，这一点值得称赞。进行了一项调查，要求人们记住他们对工作感到高兴/不高兴的时间，并提供原因和描述。当他进行研究时，他发现成就、晋升和认可等因素与良好的工作满意度有关。不喜欢自己工作的员工会使用诸如薪酬、监督和工作条件之类的词语。该理论比较了两个因素：激励因素和卫生因素。激励因素更为内在（更倾向于理论Y），例如具有挑战性的工作负荷。卫生因素（更倾向于理论X）更为外在，如工作保障和薪酬。赫茨伯格的其他卫生因素包括监督质量、薪酬、公司政策和身体工作条件。他描述了管理者必须如何通过将这些因素与工作本身联系起来进行激励，并引入晋升、认可和赋予责任等激励因素。今天，他们已经表示，你需要激励因素来确保员工继续保持更高的绩效，但你需要卫生因素来知道员工永远不会不满意。
The next theory is self-determination theory and this is a theory that states that people like to feel that they have control over a situation. This theory goes into detail about the beneficial effects of intrinsic motivation, while discussing the negative effects of extrinsic motivation. The theory states people want to feel as though they have a choice in what activity or task they complete. When a person feels as though they must complete a task, they become less motivated because the control is lost. This theory then goes into cognitive evaluation theory which describes how people feel as though individuals who are paid for work view that more as something they have to do and they lose motivation to complete the tasks. If it was a voluntary act to work they would feel motivated to complete the tasks. There are a few studies to show that extrinsic rewards motivate employees more so than intrinsic rewards. If an employee is verbally acknowledged for a “job well done” their motivation increases. It is all about control for an employee in this theory and goal setting is a way for an employee to hold control. Deadlines are a way for an employee to maintain control over their own work and completion of tasks. In this theory employees strive to be happy and need to choose a job more for extrinsic reasons, instead of pay or monetary rewards. Motivated employees are the happy employees according to this theory and they work harder when they have control in their situation.
下一个理论是自决理论，这是一个理论，指出人们喜欢感觉他们可以控制一个局势。该理论详细讨论了内在动机的有益影响，同时讨论了外在动机的负面影响。该理论指出，人们希望感觉自己在完成什么活动或任务方面有选择权。当一个人觉得自己必须完成一项任务时，他们会因为失去控制而变得缺乏动力。然后，这一理论进入了认知评估理论，该理论描述了人们的感受，就好像有报酬的人认为他们必须做的事情越多，他们就失去了完成任务的动力。如果这是一种自愿的工作行为，他们会觉得有动力完成任务。有一些研究表明，外在奖励比内在奖励更能激励员工。如果员工被口头认可“工作做得很好”，他们的动力就会增强。在这个理论中，这一切都是关于员工的控制，而目标设定是员工控制的一种方式。截止日期是员工对自己的工作和任务完成保持控制的一种方式。在这个理论中，员工努力快乐，需要更多地出于外在原因选择工作，而不是薪酬或金钱奖励。根据这一理论，有动力的员工是快乐的员工，当他们能够控制自己的处境时，他们会更加努力地工作。
Goal setting theory states that specific and difficult goals, with feedback, lead to higher performance (Robins & Judge, 2011). It is important to see how setting goals can actually motivate employees in the workplace. Employees were motivated at work when goals were set according to Locke and Latham in 1960. Their theory states that specific and difficult goals with feedback can lead to higher performance. In this study it was shown that difficult tasks lead to more effort and therefore, employees display more work motivation. The more difficult the goal the better the performance is from the employee. Challenging an employee leads to higher work performance and a successful work environment. If each employee is working at a high performance level the organization will be successful in attaining goals as whole. Studies show giving an employee a specific goal to concentrate on gives them meaning in the company and an employer will automatically see a higher performance from the employee. Also, providing challenging goals to an employee will result in more effort because it is more satisfying to achieve a difficult goal. An employee will strive to achieve this specific goal to receive positive feedback from the company itself and their peers. Receiving that positive feedback will reinforce positive behavior for future goals that a company wants to achieve. Commitment is a trait an employee must posses and is important in goal setting. Commitment is important in goal setting because an employee must be dedicated to the goal and must not give up, they must be willing to complete the tasks. It is important for managers to set specific challenging goals for their employees. If they challenge their employees in this way it will result in the entire organization attaining many concrete and important goals, which leads to greater motivation throughout, along with better performance.
目标设定理论指出，具体而困难的目标，加上反馈，会带来更高的绩效（Robins&Judge，2011）。了解设定目标如何在工作场所真正激励员工是很重要的。根据Locke和Latham在1960年提出的观点，当设定目标时，员工在工作中是有动力的。他们的理论指出，有反馈的具体而困难的目标可以带来更高的绩效。这项研究表明，困难的任务会带来更多的努力，因此，员工表现出更多的工作动机。目标越难，员工的表现就越好。挑战员工会带来更高的工作绩效和成功的工作环境。如果每个员工都以高绩效水平工作，那么整个组织将成功实现目标。研究表明，给员工一个专注的特定目标会给他们在公司带来意义，雇主会自动看到员工的更高表现。此外，为员工提供具有挑战性的目标会带来更多的努力，因为实现一个困难的目标更令人满意。员工将努力实现这一特定目标，以获得公司本身和同事的积极反馈。接受积极的反馈将加强公司未来想要实现的目标的积极行为。承诺是员工必须具备的特质，在设定目标时非常重要。承诺在目标设定中很重要，因为员工必须致力于目标，不能放弃，他们必须愿意完成任务。对于管理者来说，为员工设定具有挑战性的具体目标是很重要的。如果他们以这种方式挑战员工，将使整个组织实现许多具体而重要的目标，从而在整个过程中获得更大的动力和更好的绩效。
Self-efficacy is an individual’s belief that he or she is capable of performing a task (Robbins & Judge, 2011). This theory created by Bandura concentrates on ones self confidence, meaning the higher your self-efficacy the more convinced you are you can achieve a task. People with higher self-efficacy will give more energy and won’t give up in reaching a goal. However, people with low self-efficacy will have little stamina and tend to give up in achieving goals. In terms of receiving feedback it is also very different depending on what level of self-efficacy an employee displays. If an employee has high self-efficacy they will take negative feedback and use it as more motivation. If an employee has low self-efficacy they use negative feedback as a reason to lessen their effort, which therefore decreases motivation. Studies show that it is important to consider the self-efficacy theory and the goal-setting theory together. In considering the two theories together an employee with high self-efficacy will set higher goals for themselves and will put more effort towards the achievement of goals. A manager can increase an employee’s self-efficacy by assigning challenging goals to an employee. In the real world when an employee is assigned a difficult task they feel their manager is certain of their abilities to complete this task. You become more confident and start to believe in your own abilities as a person, this sets in higher motivation. Bandura describes four ways to increase self-efficacy. Enactive mastery is when an employee knows that in the past they had successfully completed a task and are fully confident they can achieve it again. Vicarious modeling is when you observe someone else successfully completing something. For example if you observe a co-worker achieving a reward for highest sales in a month you become confident that you can do the same. Verbal persuasion is when you are “amped” up by someone. They display confidence in you, talk about your positive qualities and how they know you are capable of anything and suddenly you believe these words and become self-assured. Arousal happens when a person gets “psyched up” and uses this energy to complete the tasks. The next effect discussed in self efficacy is the Pygmalion effect which is described as believing something enough that it becomes true. If an employee is told they are a great learner, achiever and self sufficient they will start to believe all of these qualities are true. This is a great motivating tool to use to boost the confidence of your employees. Telling your employees positive characteristics they possess will get them to become more confident therefore leading to increased efforts towards business goals. In training an employee to believe a mangers positive feedback is true, the workers will start to perform at a higher standard. Motivation should affect performance in a positive way and that is what managers need to focus on in an organization. In this theory highly motivated employees can be achieved through self efficacy.
自我效能感是指个人相信自己有能力完成任务（Robbins&Judge，2011）。班杜拉创立的这一理论专注于一个人的自信，这意味着你的自我效能感越高，你就越确信自己能够完成任务。自我效能感较高的人会给予更多的能量，不会放弃实现目标。然而，自我效能感低的人会缺乏耐力，往往会放弃实现目标。在接受反馈方面，这也因员工表现出的自我效能水平而异。如果员工有很高的自我效能感，他们会接受负面反馈，并将其作为更多的动力。如果员工的自我效能感较低，他们会使用负面反馈作为减少努力的理由，从而降低动机。研究表明，将自我效能理论和目标设定理论结合起来考虑是很重要的。在综合考虑这两种理论的过程中，具有高自我效能感的员工会为自己设定更高的目标，并会为实现目标付出更多的努力。经理可以通过给员工分配具有挑战性的目标来提高员工的自我效能。在现实世界中，当员工被分配一项艰巨的任务时，他们会觉得经理确信他们有能力完成这项任务。你变得更加自信，开始相信自己作为一个人的能力，这会带来更高的动力。班杜拉描述了四种提高自我效能的方法。主动掌握是指员工知道自己过去已经成功完成了一项任务，并完全有信心能够再次完成任务。邪恶建模是指你观察到别人成功地完成了某件事。例如，如果你观察到一位同事在一个月内获得了最高销售额的奖励，你就会相信自己也能做到。口头说服是当你被某人“激怒”时。他们对你表现出信心，谈论你的积极品质，以及他们如何知道你有能力做任何事情，突然你相信了这些话，变得自信起来。当一个人“兴奋起来”并利用这种能量完成任务时，就会发生唤醒。自我效能论中讨论的下一个效应是皮格马利翁效应，皮格马利翁效应被描述为相信某件事，使其成为现实。如果员工被告知他们是一个很好的学习者、成就者和自给自足的人，他们就会开始相信所有这些品质都是真实的。这是一个很好的激励工具，可以用来增强员工的信心。告诉员工他们拥有的积极特征会让他们变得更加自信，从而为实现业务目标付出更多努力。通过培训员工相信经理的积极反馈是真实的，员工将开始以更高的标准工作。激励应该以积极的方式影响绩效，这也是管理者在组织中需要关注的。在这个理论中，积极性高的员工可以通过自我效能感来实现。
Instinct theories began to gain popularity and theories based on drive began. Thorndike, Woodworth and Hull all worked on the concept regarding how present behavior is largely influenced by past behavior. Hedonism was described by Allport as a “past action that led to positive outcomes would tend to be repeated, whereas past actions that led to negative outcomes would tend to diminish” (Steers, 2004). Reinforcement theory was developed by Skinner and is defined as a “theory that says that behavior is a function of its consequences” (Robbins & Judge, 2011). Reinforcement theory is really concentrated on employee behaviors and explains how reinforcement causes behavior good or bad. Operant conditioning is mentioned in this theory as a way to strengthen this theory. Operant conditioning is acting in a way or behaving in a way to get something, some type of a reward and to avoid anything negative. Skinner argues in operant conditioning that if an employer wants a specific behavior to be repeated they must positively reward the employee. Positively rewarding an employee will lead to the behavior being repeated and using negative consequences will reduced the occurrence of the less desired behavior. Skinner’s research states that a person will associate an action with a reward and will therefore always act this way to receive this reward regardless of anything else, such as emotion, environment etc. Findings suggest that if an employer motivates an employee with a bonus for a job well done, the employee will continue to perform at the level desired to receive that bonus. However, if an employee does not receive that bonus after the desired behavior is complete, this positive behavior will decline.
本能理论开始流行起来，基于动力的理论也开始流行起来。Thorndike、Woodworth和Hull都致力于研究当前行为在很大程度上受过去行为影响的概念。Allport将享乐主义描述为“过去导致积极结果的行动往往会重复，而过去导致消极结果的行动则往往会减少”（Steers，2004）。强化理论由Skinner发展而来，被定义为“行为是其后果的函数的理论”（Robbins&Judge，2011）。强化理论真正关注的是员工的行为，并解释了强化是如何导致行为好坏的。该理论中提到了操作条件作用，以此来加强这一理论。操作条件反射是以某种方式或行为来获得某种东西，某种类型的奖励，并避免任何负面的事情。斯金纳在操作条件反射中认为，如果雇主希望重复某一特定行为，他们必须积极奖励员工。积极奖励员工会导致行为重复，而使用负面后果会减少不太希望的行为的发生。斯金纳的研究表明，一个人会将一项行动与奖励联系起来，因此无论情绪、环境等其他因素如何，他都会以这种方式获得奖励。研究结果表明，如果雇主为员工的出色工作提供奖金，员工将继续以期望的水平获得奖金。然而，如果员工在完成所需行为后没有获得奖金，这种积极行为就会下降。
Related to reinforcement is the social-learning theory, which states “the view that we can learn through both observation and direct experience (Robbins & Judge, 2011). This learning is important to develop oneself as an individual because we learn through the people we are exposed to in our lifetime. We use many people we come into contact with as models for learning and we take away our direct experience from these learning experiences. There are four processes used in the social learning theory to determine influence on an individual. Attentional process “people learn from a model only when they recognize and pay attention to its critical features” (Robbins & Judge, 2011). This means as humans we are more influenced by attractive people or people we can relate too in some way. Retention processes is how well an individual remembers an actions of an individual once the person is no longer in their presence. Did you retain the knowledge? A motor reproduction process is described as modeling a behavior. After an individual observes a behavior they must turn the observation into an action and continuously follow through with the model behavior. Reinforcement processes is described as motivating employees to behave a certain way, if an employee is given some sort of an incentive to behave a specific way, this behavior suddenly becomes more attractive. Once reinforcement comes into place an employer has the power to positively or negatively reinforce to get the desired results.
与强化相关的是社会学习理论，其中指出“我们可以通过观察和直接经验学习的观点（Robbins&Judge，2011）.这种学习对发展个人很重要，因为我们是通过一生中接触到的人来学习的。我们将接触到的许多人作为学习的榜样，并从这些学习经验中汲取直接经验。社会学习理论中有四个过程用于确定对个人的影响。注意过程“人们只有在识别并注意到模型的关键特征时才能从模型中学习”（Robbins&Judge，2011）。这意味着，作为人类，我们更容易受到有吸引力的人的影响，或者我们也可以以某种方式与之建立联系。保留过程是指当一个人不再在场时，他对自己行为的记忆程度。你保留了这些知识吗？运动再现过程被描述为对行为进行建模。在一个人观察到一种行为后，他们必须将观察转化为一种行动，并不断地遵循模型行为。强化过程被描述为激励员工以某种方式行事，如果员工受到某种激励以某种特定方式行事，这种行为会突然变得更有吸引力。一旦强化到位，雇主就有权积极或消极地强化，以获得期望的结果。
“A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate inequalities” (Robbins & Judge, 2011). This theory is known as equity theory; it demonstrates that when employees put in long hours and hard work they expect to be compensated fairly. The employees will start comparing what is called the output-input ratio of them and other employees to make sure everything is fair. This theory is all about comparing your current situation at your company with other employees, friends, family members or people in similar companies. Tension will form once an employee is aware of the unfair treatment. Justice must be served if an employee is treated unfairly. There are three forms of justice under the equity theory. Distributive justice has to do with the decision that was made to make the situation just and fair. Procedural justice is defined as the fairness in the process of conclusion. Lastly, interactional justice is focused on how an employee is treated; they are to be treated with respect.
“一种理论认为，个人将自己的工作投入和结果与他人进行比较，然后做出反应来消除不平等”（Robbins&Judge，2011）。这一理论被称为公平理论；它表明，当员工投入长时间和艰苦的工作时，他们希望得到公平的补偿。员工们将开始比较他们和其他员工的产出投入比，以确保一切都是公平的。这个理论是关于将你在公司的现状与其他员工、朋友、家人或类似公司的人进行比较。一旦员工意识到这种不公平待遇，就会形成紧张气氛。如果雇员受到不公平待遇，就必须伸张正义。公平理论下的正义有三种形式。分配正义与为使情况公正和公平而做出的决定有关。程序公正是指结论过程中的公正性。最后，互动公正关注的是如何对待员工；他们应该受到尊重。
Lewin and Tolman saw behavior as “purposeful, goal directed and largely based on conscious intentions” (Steers, 2004). Expectancy theory is “a theory that says that the strength of a tendency to act in a certain way depends on he strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual” (Robbins & Judge, 2011). This theory researched and presented by Victor Vroom is still used today when discussing motivation. The employee will rationally evaluate which option will give them the best reward. This theory states that an employee is more likely to act a certain way or perform at a high level when they know it will lead to a reward. Therefore, this theory has three relationships it concentrates on to describe the expectancy theory. Effort-performance relationship “the probability perceived by the individual that exerting a given amount of effort will lead to performance”, if they know there is a high chance they will receive a reward, they will complete the task. If the probability or chance that the reward will be non-existant the employee will most likely not complete the task. Performance-reward relationship “the degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome”, employees want to know that if they do good they will receive some sort of praise. If an employee is performing at an above average level, they should receive compensation or praise to keep their efforts constant. Rewards-personal goals relationship “the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual”, many times a certain goal satisfies an employee both at their job and in their personal life. A simple example would be excelling at your job in general way, this satisfies one employee personal and work goal.
Lewin和Tolman认为行为是“有目的的，目标导向的，主要基于有意识的意图”（Steers，2004）。期望理论是“一种理论，认为以某种方式行事的倾向的强度取决于对行为之后会有特定结果的期望的强度，以及该结果对个人的吸引力”（Robbins&Judge，2011）。Victor Vroom研究和提出的这一理论至今仍在讨论动机时使用。员工会合理地评估哪种选择会给他们最好的奖励。这一理论指出，当员工知道这会带来奖励时，他们更有可能以某种方式行事或表现出高水平。因此，这一理论有三个关系，它集中描述了预期理论。努力-绩效关系“个人感知到的施加一定量的努力会导致绩效的概率”，如果他们知道很有可能获得奖励，他们就会完成任务。如果不存在奖励的可能性，员工很可能无法完成任务。绩效-奖励关系“个人认为在特定水平上的表现会导致达到预期结果的程度”，员工希望知道，如果他们做得好，他们会得到某种赞扬。如果员工的表现高于平均水平，他们应该得到补偿或表扬，以保持他们的努力不变。奖励-个人目标关系“组织奖励满足个人目标或需求的程度，以及这些潜在奖励对个人的吸引力”，很多时候，某个目标会让员工在工作和个人生活中都感到满意。一个简单的例子是以一般的方式在工作中表现出色，这满足了一名员工的个人和工作目标。
In discussing motivation it is important to look into the job characteristics model. This model developed by Hackman and Oldham described it as a model that could describe any job with just five core dimensions. The first core dimension is skill variety and this has to do with the variety of the job. If a job has many different activities it will keep an employee engaged. The more variety a job has the more skills and talents an employee will be using. This will keep the job interesting for the employee. Task identity is the next dimension and it is when a job requires the completion of a whole piece of work. Meaning an employee doesn’t just want to complete a part of a project, they want to complete the entire project themselves. A shoe maker does not want to just create the sole of the shoe; they want to complete the project from start to finish. Task significance is the degree to which your job has an influence on lives or work of other people. Autonomy represents the freedom or flexibility an employee has over his or her own procedures. An employee is very independent if they have high autonomy in their job and they create their own schedules. And the last core dimension is feedback and it is all about how effective the completed performance really was according to people. Once an employee carries out the duties of their job, through feedback they can see how effective their performance was. In order for an employee to stay motivated knowledge of results, experienced responsibility and experienced meaningfulness must be present. An employee will be motivated if they know about the subject, have responsibility towards the task and understand what the purpose or meaning of this task is. If all of these factors are present motivation will increase and absenteeism will decrease.
在讨论动机时，研究工作特征模型是很重要的。这个由Hackman和Oldham开发的模型将其描述为一个可以描述任何只有五个核心维度的工作的模型。第一个核心维度是技能的多样性，这与工作的多样性有关。如果一份工作有许多不同的活动，它会让员工保持参与。一份工作的种类越多，员工使用的技能和才能就越多。这将使员工对这份工作保持兴趣。任务标识是下一个维度，它是指一项工作需要完成一整项工作。这意味着员工不仅想完成项目的一部分，他们还想自己完成整个项目。制鞋商不想仅仅制造鞋底；他们想从头到尾完成这个项目。任务重要性是指你的工作对他人生活或工作的影响程度。自主性代表员工对自己的程序拥有的自由或灵活性。如果员工在工作中有高度的自主权，并制定自己的时间表，他们就会非常独立。最后一个核心维度是反馈，这一切都是关于人们认为完成的表现有多有效。一旦员工履行了他们的职责，通过反馈，他们可以看到自己的表现有多有效。为了让员工对结果保持积极性，必须具备经验丰富的责任感和经验丰富的意义。如果员工了解该主题，对任务负有责任，并理解该任务的目的或意义，他们就会受到激励。如果所有这些因素都存在，动机就会增加，缺勤率就会降低。
This chart was discussed in class and shows how to enrich an employee’s job so they become more motivated. For example, when you establish client relationships you can do so by using skill variety, autonomy and feedback. Each of those factors is enhanced by the right side column. In today’s society it is very important to keep motivating employees and challenging them using the job characteristics model or variations of this theory. This theory is also discussed in the article Motivating and Energizing Your Team. MORE INFORMATION
这张图表在课堂上进行了讨论，展示了如何丰富员工的工作，使他们更有动力。例如，当你建立客户关系时，你可以通过使用技能多样性、自主性和反馈来做到这一点。右侧栏增强了这些因素中的每一个。在当今社会，使用工作特征模型或该理论的变体不断激励员工并向他们提出挑战是非常重要的。这一理论也在《激励和激励你的团队》一文中进行了讨论。更多信息
Motivating employees can be done by redesigning a job to make the tasks more interesting to the employee. If there are new incentives, challenges or rewards an employee will be more likely to stay motivated. Using job enrichment, which really allows the employee to control the scheduling and planning. Some alternative work arrangements might also be necessary to motivate employees as well, given that 87% of America’s workforce has some sort of family obligation. Some options to offer your employees include flextime (flexible work hours), job sharing (two or more people split a 40 hr week), on site child care, banking, dry cleaning and telecommuting (working from home). Johnson & Johnson reported that 71% of the employees cited the family-friendly programs as one of the key reasons they stay. Aetna reported that its turnover rate was decreased by 20% due to these programs (Boyett, 2006). In today’s society it is essential to adopt these types of programs and redesign businesses. Today we can still see research being done on all of these theories as they are the solid foundation for the theories of motivation. Retaining, attracting and motivating employees in today’s workplace has become a challenge with now managing a more diverse workforce, but they must stay firm and confident in proven methods of motivation.
激励员工可以通过重新设计工作来实现，使任务对员工来说更有趣。如果有新的激励措施、挑战或奖励，员工将更有可能保持积极性。使用工作丰富性，这确实允许员工控制日程安排和计划。考虑到87%的美国劳动力有某种家庭义务，一些替代性的工作安排也可能是激励员工的必要条件。为员工提供的一些选择包括弹性工作时间（弹性工作时间）、工作分担（两人或两人以上每周工作40小时）、现场儿童保育、银行、干洗和远程办公（在家工作）。强生公司报告称，71%的员工认为家庭友好计划是他们留下来的主要原因之一。安泰保险报告称，由于这些项目，其离职率下降了20%（Boyett，2006）。在当今社会，采用这些类型的计划并重新设计业务是至关重要的。今天，我们仍然可以看到对所有这些理论的研究，因为它们是动机理论的坚实基础。在当今的工作场所，留住、吸引和激励员工已经成为一项挑战，因为现在管理着一支更加多样化的劳动力队伍，但他们必须对行之有效的激励方法保持坚定和信心。
When motivating your employees you should focus on the “how”, how do I motivate my employees? Employees are the most important asset to a company (Boyett, 2006). One suggestion is to become interested in the employees life at a personal level. “One of the greatest complaints of employees is that the person they work for isn’t interested in who they are and what goes on in their lives, personally or professionally”, “if they feel anonymous they’ll dread going to work and return home deflated” (Lencioni, 2010). This problem will decrease motivation for an employee at all levels, no matter what the job title. “The consequences of unmotivated employees are a huge expense in the way of innovation, production, and quality. Management cannot treat people like machines and expect positive results; people offer specialized abilities, actions, vigor and time commitments that machines cannot provide” (Harell & Daim 1). It is important for an employee to find fulfillment at work and understand why their role is important to the organization. A company must provide meaning and purpose in work (Boyett, 2006). Having a mission or vision that is exciting and energizing to the staff will increase motivation. Informing the employee about the company will help to drive the employees to become more emotionally invested in the company’s progress. Training an employee will show them how invested you are in them and how much you find them to be an essential piece of the company. When you invest in your employees they see that as a form of job security. Listening to the wants and needs of your employees can guide you in the right direction as well. Managers must treat their employees as people and as individuals to motivate them in the specific way they need to be motivated or pushed. Each employee is a different person and has a few different needs. Getting to know your employees will benefit you as a manager and the company as a whole. Also, sharing in the rewards of the company can also motivate an employee. We are seeing a shift in compensation as employees want to be compensated on the value they add to the company and not the hours invested. This will motivate an employee to bring out their creative sides and use that in their job or task.
当激励员工时，你应该关注“如何”，我如何激励员工？员工是公司最重要的资产（Boyett，2006）。一个建议是从个人层面对员工的生活产生兴趣。“员工最大的抱怨之一是，他们工作的人对他们是谁以及他们生活中发生的事情不感兴趣，无论是个人还是职业”，“如果他们感到匿名，他们会害怕去工作，然后泄气地回家”（Lencioni，2010）。无论职位是什么，这个问题都会降低各级员工的积极性。“没有动力的员工的后果是在创新、生产和质量方面的巨大支出。管理层不能像对待机器一样对待人并期望积极的结果；人们提供了机器无法提供的专业能力、行动、活力和时间承诺”（Harell&Daim 1）。员工在工作中找到满足感并理解为什么他们的角色对组织很重要，这一点很重要。公司必须在工作中提供意义和目的（Boyett，2006）。拥有一个对员工来说令人兴奋和充满活力的使命或愿景将增加动力。向员工介绍公司情况将有助于促使员工对公司的发展投入更多的情感。培训员工将向他们展示你对他们的投资，以及你发现他们在多大程度上是公司的重要组成部分。当你投资于你的员工时，他们认为这是一种工作保障。倾听员工的愿望和需求也可以引导你朝着正确的方向前进。管理者必须将员工视为人和个体，以激励或推动他们的特定方式激励他们。每个员工都是不同的人，有一些不同的需求。了解你的员工将使你作为一名经理和整个公司受益。此外，分享公司的奖励也可以激励员工。我们看到了薪酬的转变，因为员工希望获得的薪酬是他们为公司增加的价值，而不是投资的时间。这将激励员工展现他们创造性的一面，并将其用于工作或任务中。
Today we see many people being motivated by money because of the difficult economic times. This type of motivation is not uncommon; however it will not ultimately keep your employees happy and consistently motivated. Managers must understand the times of today in their organization and reevaluate their techniques as managers to maintain a positive work environment. Many people are worried about their future and their family’s future so they need job security as an employee, this becomes essential to employees. Managers need to be aware of each employee they are dealing with on a daily basis and work to satisfy them and fulfill their needs. Looking at each employee’s personality, discovering their worth and adjusting their tasks to their specialties will help improve their motivation because they will feel as though their employer cares for them as a person. If an employer does not fulfill the employees needs they fall behind and become unmotivated, which can lead to many unwanted consequences. Unmotivated employees can lead to costly mistakes, decreased morale, negative feedback, lazy employees and decreased profit. Dedicated employees seem to be motivated employees, as they care about the company as a whole and also work to support their families at the same time. In today’s society managers must be aware of the attitude employees possess and address those as quickly as possible to keep the organization always working at full capacity and efficiency. Efficient employees are motivated individuals who thrive on feedback and factors in the job characteristic model. Happiness is a huge factor in motivation and keeping employees. If an employee is unhappy with their job their productivity will decrease and they will lose motivation. Turnover and absenteeism can increase when an employee is not happy at their job and in their work environment. Unhappiness in a job can also come from thing such as other co-worker interactions, especially if they are negative and hostile. Employees who work in a hostile and uncomfortable workplace tend to lose their motivation at a quicker rate and motivation usually stays very low in this situation. Checking in with your employees to see if they are happy is essential to maintaining motivation throughout the workplace.
今天，由于经济困难，我们看到许多人被金钱所激励。这种动机并不少见；然而，这最终不会让你的员工保持快乐和持续的动力。管理者必须了解当今组织的时代，并重新评估他们作为管理者的技术，以保持积极的工作环境。许多人担心自己和家人的未来，因此他们作为一名员工需要工作保障，这对员工来说至关重要。管理者需要了解他们每天与之打交道的每一位员工，并努力满足他们的需求。审视每个员工的个性，发现他们的价值，并根据他们的专业调整他们的任务，这将有助于提高他们的动力，因为他们会觉得雇主关心他们。如果雇主不满足员工的需求，他们就会落后，失去动力，这可能会导致许多不必要的后果。没有动力的员工会导致代价高昂的错误、士气下降、负面反馈、懒惰的员工和利润下降。敬业的员工似乎是有动力的员工，因为他们关心整个公司，同时也在努力养家。在当今社会，管理者必须意识到员工的态度，并尽快解决这些问题，以保持组织始终以最大能力和效率工作。高效的员工是有动力的个人，他们在工作特征模型中依靠反馈和因素茁壮成长。幸福感是激励和留住员工的一个重要因素。如果员工对自己的工作不满意，他们的生产力就会下降，也会失去动力。当员工对工作和工作环境不满意时，离职率和缺勤率会增加。工作中的不快乐也可能来自于其他同事的互动，尤其是当他们是消极和敌对的时候。在充满敌意和不舒服的工作场所工作的员工往往会更快地失去动力，在这种情况下，动力通常会很低。与员工沟通，看看他们是否开心，这对于在整个工作场所保持动力至关重要。
According to coach4u.com this chart is a good way to find out how happy you are at your own job. Understanding this chart will help assess the happiness of your employees and understand what they need as individual employees. As managers it is necessary to keep employees happy.
根据coach4u。com这张图表是一个很好的方法来了解你对自己的工作有多满意。了解此图表将有助于评估员工的幸福感，并了解他们作为个体员工需要什么。作为管理者，让员工开心是必要的。
The article Motivating and Energizing Your Team: 10 Tips for Success talks about motivating your team, which could be your employees as an employer or manager. In this article there are ten successful ways to motivate employees. The first tip is to acknowledge your employees on a daily basis by starting conversation about a topic both parts are interested in. Appreciate the performance of your employee by telling them, competent performance needs to be praised. Even if the task is routine they should still be recognized for performing the task at a high competent level. Providing feedback in a way that still motivates the employee is important. If the feedback is negative find the professional way to approach the employee so the correct behavior can be displayed in the future. It is also important to recognize correct and proper behaviors as well. Letting the employee know they are part of the bigger picture will motivate them to achieve their tasks in a timely manner. The fifth tip is encouraging the competence of your employees by asking their input frequently. Make sure to “come thru” for your employees, when a request is made, make sure to follow thru with an action of some sort. Always recognize extra efforts employees give and don’t take these efforts for granted as they will become less frequent. Show the employee trust is there by assigning challenging tasks and new tasks; this allows them to see you trust their knowledge and hard work to complete this new task. Training should be available to enhance the knowledge of your employees; it also shows them that the company is invested in them. And the last tip is affirming your teams efforts publicly, for example, providing a special lunch to show recognition to a job well done will “lift the spirits” of the employees. As Maslow said “assume that everyone likes to be justly and fairly appreciated, preferably in public”. As this article displays our team is our employees and as managers it is our responsibility to motivate them to keep our company on the right successful path.
《激励和激励你的团队：成功的10个技巧》一文谈到了激励你的球队，可以是你的雇主或经理。在这篇文章中，有十种成功的方法来激励员工。第一个建议是，通过就双方都感兴趣的话题开始对话，每天向员工表示感谢。赞赏员工的表现，告诉他们，胜任的表现需要表扬。即使任务是例行的，他们仍然应该被认可以高能力水平执行任务。以一种仍然激励员工的方式提供反馈是很重要的。如果反馈是负面的，请找到专业的方式接近员工，以便在未来展示正确的行为。同样重要的是要认识到正确和适当的行为。让员工知道他们是大局的一部分将激励他们及时完成任务。第五个技巧是通过经常询问员工的意见来鼓励他们的能力。确保你的员工“通过”，当提出要求时，确保采取某种行动。一定要认识到员工付出的额外努力，不要认为这些努力是理所当然的，因为它们会变得不那么频繁。通过分配具有挑战性的任务和新任务来显示员工的信任；这让他们看到你信任他们的知识和辛勤工作来完成这项新任务。应提供培训以增强员工的知识；这也向他们展示了公司对他们的投资。最后一条建议是公开肯定你的团队的努力，例如，提供一顿特别的午餐来表示对出色工作的认可，这将“振奋”员工的精神。正如马斯洛所说，“假设每个人都喜欢得到公正和公平的赞赏，最好是在公共场合”。正如本文所展示的，我们的团队就是我们的员工，作为管理者，我们有责任激励他们，让我们的公司走上正确的成功之路。
Another factor to look at is cultural differences in employees and organizations.
另一个需要考虑的因素是员工和组织的文化差异。
To have a successful motivation factor throughout a business all cultures must be taken into consideration. What might motivate one employee could upset another employee at the same company. Motivation throughout a diverse workplace is not a “one size fits all” method. According to the article Motivating Employees on a Global Scale: Author Bob Nelson an employer has to be aware of different cultures in their organization. For example in a Hispanic culture they are very family orientated and a reward that can be used for their entire family would motivate this employee. Japanese culture is group orientated and would be motivated by work-group recognition. Mangers in the United States must be aware of the fact that many cultures believe our solo motivators to be embarrassin
为了在整个企业中拥有成功的激励因素，必须考虑所有文化。可能激励一名员工的事情可能会让同一公司的另一名员工感到不安。在多元化的工作场所激励员工并不是一种“一刀切”的方法。根据《激励全球员工：作者Bob Nelson》一文，雇主必须意识到组织中的不同文化。例如，在西班牙裔文化中，他们非常注重家庭，可以用于整个家庭的奖励会激励这名员工。日本文化是以群体为导向的，并将受到工作群体认可的激励。美国的管理者必须意识到这样一个事实，即许多文化都认为我们单独的动机会让人尴尬
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