发布时间 : 星期五 文章员工激励机制存在问题分析及对策研究毕业论文更新完毕开始阅读4eee0f5b17fc700abb68a98271fe910ef02dae7f
山东科技大学泰山科技学院学生毕业设计（论文）
prestige, recognition and respect from others. These, in turn, lead to self-confidence and strengthen an employee’s motivation and productivity. Research has shown that lack of recognition from their direct supervisor is one of the main reasons employees leave their jobs. Receiving recognition and praise are fundamental motivators across all levels of employees. Recognition and praise help an individual know that people appreciate what that person has accomplished. Again, self-confidence is strengthened and motivation is created for continued hard work. A study conducted by G. Graham at the Barton School of Business at Wichita State University found that 63 percent of American workers ranked recognition as a meaningful incentive.
Research also shows that many individuals will join or stay with a company to satisfy their esteem needs through a sense of accomplishment in their work. Employees like to feel that their work contributes to establishing a good reputation for them. To help foster these feelings, companies can implement many simple and cost-effective programs. Providing business cards with the employee’s name and title produces an emotional appeal, a sense of connection and pride in the organization. Many companies have started creating societies or prestigious groups that include the best technical professionals in order to keep their employees motivated.
Ambitious employees want to feel challenged and have opportunities to advance. They want a defined work role with distinct career possibilities. For these employees, titles and promotions are important. In small companies, if there is no vertical ladder to climb, then companies need to delegate responsibilities to help their employees with career development and keep them engaged.
5. Self-actualization need
The fifth and final tier of Maslow’s hierarchy is the need for self-actualization, which is the need for self-fulfillment and to become the best
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山东科技大学泰山科技学院学生毕业设计（论文）
one is capable of becoming. Employees who significantly have satisfied the four lower needs now are looking to better themselves, those around them and the world as a whole. There is a sense that once these needs are engaged, they likely will become stronger as they are fed and satisfied. Therefore, this layer within the hierarchy is used to inspire employees and to help them perform at their highest levels.
One of the basic ways in which companies can help their employees begin to satisfy this need is to offer tuition-reimbursement programs and encourage enrollment in classes and courses related to their job responsibilities. Education assistance plans help employees keep pace with the ever-changing work environment as well as provide valuable opportunities for personal and professional growth and development. Further-more, employees will bring new skills back into the workplace that will add value to the company.
Another benefit is allowing a paid sabbatical, typically ranging from a few weeks to a few months, in which the employee can participate in a humanitarian cause or work toward a lifelong goal. R. Levering and M. Moskowitz in Fortune detail REI’s practice of allowing a four-week sabbatical after 15 years of service. Employees use the time to tackle an outdoor goal, such as climbing Mount Everest. Sabbaticals also are offered by most educational institutions to support faculty in developing research agendas while taking a break from teaching classes. The result of a sabbatical is mental and physical renewal, which brings with it a renewed energy for the employee’s work, resulting in greater productivity upon a return to the workplace.
This is a great opportunity to get out of the office and partner with co-workers to do charity work, which also helps meet employee needs for love and belonging. Another way to help satisfy the need for self-actualization and motivate employees is to match dollar for dollar (or a percentage) of employees’ contributions to a charitable organization. This also helps build
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山东科技大学泰山科技学院学生毕业设计（论文）
company loyalty.
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山东科技大学泰山科技学院学生毕业设计（论文）
马斯洛需求激励理论的探究分析
动机与一系列的心理过程是引导个人向一个目标及引起的那个人继续追求这一目标的过程。动机常被形容为方向(选择一个活动超过另一个),强度(雇员如何努力尝试)和毅力(职员能继续一个行为多久，即使面临障碍或逆境)。激励员工努力工作,创造更高品质和更大量的工作,使其更多地从事组织公民行为,而不会离开该组织寻找更好的机会。
公司间的竞争中最吸引人才的方式是给予员工的权利不再仅仅是一份合理的工资、薪金,更有证据表明,公司开始倾听员工需求。最近的一项调查表明,工资只占影响工作满意度的20%的。为了保持全身心投入工作员工需要一系列的激励因素。针对这一需求,雇主都在思考如何满足雇员外在的金融水平以及内在的心理的水平。
研究表示，2004年员工福利研究所(EBRI)发现,92%的雇主的总薪酬开支在工资、薪金上；然而,接下来一年的工资开支降到81%。在平衡货币(外在)和非货币(内在)的奖励中,公司使用不同的激励因素,从竞争货币补偿和健康保险到礼宾服务和午睡时间。不断的努力是创造性设计一种福利待遇从而吸引并保持有质量的雇员。
马斯洛的需求层次理论可以作为一个框架来确定各种能够提供满足员工需求的利益团体，从而反过来增加收入减少费用。心理学教授亚伯拉罕马斯洛1943年提出的理论中，确定了5个基本的需求促成了人类的一切活动。
马斯洛的需求层次的基本理论之一是个人的动机。这个理论可以帮助组织设计程序来激励员工,保持员工忠诚度,减少营业额,招聘有质量的员工和最终提高生产率和纯收入。A. Kinicki and R. Kreitner他们的书中提到组织行为学中,识别并定义了马斯洛的层次构成的5个基本的人类需求。五个人类的需求,提出了从最基本到最先进的等级秩序,生理、安全、爱/归
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