Employee Motivation--------------------------------------------------------------------------------1996 TEN article by Ed Zimmer, 734-663-8000, The Entrepreneur Network, Ann Arbor, MI.--------------------------------------------------------------------------------This article is in response to Edd Tury's questioning in last month's Growing Pains column of how to motivate employees.The classic paper on this subject is one by Frederick Herzberg, One More Time: How Do You Motivate Employees?", published sometime in the '70s in the Harvard Business Review. (I don't remember the issue, but if you want a copy, I'm sure a librarian can find it for you.)Herzberg was (and maybe still is) Professor and Chairman of the Psychology Department at Case Western Reserve. He's the father of the "job enrichment" approach to employee motivation, coining that term in that paper (and if still living, I'm sure quite distraught with the gross caricature others have made of that term in the intervening years).The essential insight that he added to the subject is that job satisfaction is NOT the opposite of job dissatisfaction. Rather the opposite of job satisfaction is no job satisfaction and, likewise, the opposite of job dissatisfaction is no job dissatisfaction. And he went on to show that the factors that influence job satisfaction are different from -- and largely independent of -- those that affect job dissatisfaction.Herzberg's paper, when I discovered it in the late '70s, caused a paradigm shift in my understanding of employee motivation. It resulted in a total reorganization of my company and in the way I viewed (and continue to view) employees and my responsibilities to them.Following are some of the rules that evolved from my understanding of Herzberg.Be decisive in hiring.Every company has a personality -- a culture. If new hires fit into that culture, they'll adapt to what's required and learn to do the job. If they don't fit into that culture, they'll never learn and will be a continual problem to you and your employees.Under expanding employee-rights law, you have like 90 days to make that determination. If they're not fitting in -- or even if you have reservations about their fitting in -- let them go! Once they've passed that initial trial period, you have an obligation -- moral if not legal -- to help that person become the best employee that he or she can be.If you do let them go, make it clear that the problem is in the fit. They may well be a great employee for another company. Give them the chance to find out! Every person can eventually find a "fit". When they do, both they and the company will be happy. You'll not be doing either them or your company any favors by letting mis-fits stay.
參考答案:职工积极性 92 1996年的第10版Zimmer,734-663-8000,企业网AnnArbor,MI. 92 根据本条EddTury的问题在上个月的专栏越来越多地激励员工如何. 关于这个问题的文件是一个典型的弗雷德Herzberg,一遍:您激励员工? "但是在上世纪70年代出版的<哈佛商业审查. (我不记得这个问题,但是如果你想要一份,我敢肯定,你可以找到一个图书馆). Herzberg是(或许现在仍然是)教授兼心理系西方储备情况. 他的父亲"就业致富"的方针职工积极性,选这个词在该文件(如住,恐怕相当痛心与其他漫画美元取得这个词在过去几年). 基本见解,他说,这个问题是没有满足感相反职务不满. 而相反的满足感不满足感,相对的,相反的工作没有做好的不满情绪. 他接着表示因素影响满足感不同--主要是与独立--那些影响工作情绪. Herzberg的文件,当我发现它在上世纪70年代后期,我国的转变使员工了解动机. 这导致我国整体重组公司的方式,我认为(并将继续观点),我国职工的责任. 以下是一些规则,从我了解Herzberg. 聘请具有决定性意义. 每个公司有个性--文化. 如果新员工融入到文化,就会适应它的要求去做,学习. 如果不配合,文化、学习他们永远会不断向你和你的员工问题. 在扩大职工的法律权利,你像90日发表的决心. 如果不恰当的--甚至是有保留的,如果你在恰当--让他们走! 一旦通过了最初的试用期,你有责任--如果不是道德的法律--来帮助这个人成为最好的雇员,他或她可以. 如果你放他们一马,清楚说明问题的是身体健康. 他们很可能是另一个大公司员工. 让他们有机会看看! 每个人都能最终找到了"合适". 在这种情况下,他们与该公司乐意. 你不会做任何人或任何公司主张让你错完全停止.
