员工激励外文参考文献及翻译 第8页
On which point, wherever it is necessary to ask an open-ended question, use the words 'what' and 'how' rather than 'why', if you want to discover motives and reasons. What and How will focus respondents on the facts objectively, whereas 'why' tends to focus respondents on defending themselves.
Examples:
It's okay to ask: What factors could be changed to help staff enjoy their work more in the XYZ depot?
Whereas it's not very clever to ask: Why is there such a crap attitude among staff at XYZ depot?
The second example is daft of course, but you see the point.
managing (just), or leading?
In this excellent guide article by motivation expert Blaire Palmer, ten central points (for some, myths) of employee motivation are exposed and explained, many with real case study references and examples.
employee motivation principles - a short case study - sounds familiar?
When Michael started his own consultancy he employed top people; people he'd worked with in the past who had shown commitment, flair and loyalty and who seemed to share his values. But a few months down the line one of his team members started to struggle. Jo was putting in the hours but without enthusiasm. Her confidence was dropping; she was unfocused and not bringing in enough new business.
Michael explained to Jo the seriousness of the situation. Without new business he would lose the company and that would mean her job. He showed her the books to illustrate his point. He again ran through her job description and the procedures she was expected to follow. He told her that he was sure she was up to the job but he really needed her to bring in the new business or they would all be out on their ear.
Jo told Michael that she understood. She was doing her best but she'd try harder.
But a month later nothing had changed. After an initial burst of energy, Jo was back to her old ways.
No matter how experienced a leader you are, chances are at times you have struggled to motivate certain individuals. You've tried every trick in the book. You've sat down one-to-one with the individual concerned and explained the situation. You've outlined the big vision again in the hope of inspiring them. You've given them the bottom line: "Either you pull your finger out or your job is on the line". You've dangled a carrot in front of them: "If you make your targets you'll get a great bonus". And sometimes it works. But not every time. And there have been casualties. Ultimately if someone can't get the job done they have to go.
The granddaddy of motivation theory, Frederick Herzberg, called traditional motivation strategies 'KITA' (something similar to Kick In The Pants). He used the analogy of a dog. When the master wants his dog to move he either gives it a nudge from behind, in which case the dog moves because it doesn't have much choice, or he offers it a treat as an inducement, in which case it is not so much motivated by wanting to move as by wanting choc drops! KITA does the job (though arguably not sustainably) but it's hard work. It means every time you want the dog to move you have to kick it (metaphorically).
Wouldn't it be better if the dog wanted to move by itself?
Transferring this principle back in to the workplace, most motivation strategies are 'push' or 'pull' based. They are about keeping people moving either with a kick from behind (threats, fear, tough targets, complicated systems to check people follow a procedure) or by offering choc drops (bonuses, grand presentations of the vision, conferences, campaigns, initiatives, etc). 10 management motivation examples to illustrate that there are better ways to motivate employees
Blaire Palmer's experience has enabled her to work with a wide range of individuals and groups from a variety of backgrounds. Some of these people are highly motivated themselves, but struggle to extend this state of mind to the people they manage. Other people are at the receiving end of KITA motivation strategies that (obviously) aren't working on them. These people know they 'should' be more engaged with their work. Sometimes they fake it for a few months but it's not sustainable. In this paper Blaire identifies some common assumptions about motivation and presents some new paradigms that can help motivate more effectively.
By adding these coaching tools and motivation principles to your capabilities you should find the job of leading those around you, and/or helping others to do the same, more of a joyful and rewarding activity. Instead of spending all your time and energy pushing and cajoling (in the belief that your people's motivation must come from you) you will be able to focus on leading your team, and 原文请找腾讯752018766辣.文-论'文"网
http://www.751com.cn , inspiration, and example will at times motivate followers, the leader's greatest role in motivating is to recognise people for who they are, and to help them find their own way forward by making best use of their own strengths and abilities. In this way, achievement, development, and recognition will all come quite naturally to the person, and it is these things which are the true fuels of personal motivation.
By necessity these case studies initially include some negative references and examples, which I would urge you to see for what they are. How not to do things, and negative references, don't normally represent a great platform for learning and development.
In life it's so important always to try to accentuate the positive - to encourage positive visualisation - so, see the negatives for what they are; silly daft old ways that fail, and focus on the the positives in each of these examples. There are very many.
Motivation example 1 - 'everyone is like me'
One of the most common assumptions we make is that the individuals who work for us are motivated by the same factors as us. Perhaps you are motivated by loyalty to the company, enjoying a challenge, proving yourself to others or making money. One great pitfall is to try to motivate others by focusing on what motivates you. 上一页 [1] [2] [3] [4] [5] [6] [7] [8]
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