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外文文献One More Time: How Do You Motivate EmployeesHow many articles, books, speeches, and workshops have pleaded plaintively, ”How do I get an employee to do what I want?”The psychology of motivation is tremendously complex, and what has been unraveled with any degree of assurance is small indeed. But the dismal ratio of knowledge to speculation has not dampened the enthusiasm for new forms of snake oil that are constantly coming on the market, many of them with academic testimonials. Doubtless this article will have no depressing impact on the market for snake oil, but since the ideas expressed in it have been tested in many corporations and other organizations, it will help-I Hope-to redress the imbalance in the aforementioned ratio. What is the simplest, surest, and most direct way of getting someone to do something? Ask? But if the person responds that he or she does not want to do it, then that calls for psychological consultation to determine the reason for such obstinacy. Tell the person? The response shows that he or she does not understand you, and now an expert in communication methods has to be brought in to show you how to get through. Give the person a monetary incentive? I do not need to remind the reader of the complexity and difficulty involved in setting up and administering an incentive system. Show the person? This means a costly training program. We need a simple way.Every audience contains the “direct action?” manager who shouts,” Kick the person!” And this type of manager is right. The surest and least circumlocuted way of getting someone to doSomething is to administer a kick in the pants-to give what might be called the KITA.There are various forms of KITA, and here are some of them:Negative physical KITA. This is a literal application of the term and was frequently used in the past. It has ,however, three major drawbacks:（1）it is inelegant;(2)it contradicts the precious image of benevolence that most organizations cherish; and (3)since it is a physical attack, it directly stimulates the autonomic nervous system, and this often results in negative feedback-the employee may just kick you in return. These factors give rise to certain taboos against negative physical KITA.In uncovering infinite sources of psychological vulnerabilities and the appropriate methods to play tunes on them, psychologists have come to the rescue of those who are no longer permitted to use negative physical KITA.” He took my rug away”; “I wonder what she meant by that;” The boss is always going around me”-these symptomatic expressions of ego sores that have been rubbed raw are the result of application of:Negative psychological KITA. This has several advantages over negative physical KITA. First, the cruelty is not visible; the bleeding is internal and comes much later. Second, since it affects the higher cortical centers of the brain with its inhibitory powers, it reduces the possibility of physical backlash. Third, since the number of psychological pains that a person can feel is almost infinite, the direction and site possibilities of the KITA are increased many times. Fourth, the person administering the kick cans manager to be above it all and let the system accomplish the dirty work. Fifth, those who practice it receive some ego satisfaction (one-upmanship), whereas they would find drawing blood abhorrent. Finally, if the employee does complain, he or she can always be accused of being paranoid; there is no tangible evidence of an actual attack.Now, what does negative KITA accomplish？If I kick you in the rear (physically or psychologically), who is motivated? I am motivated; you move! Negative KITA does not lead to motivation, but to movement .so:Positive KITA. Let us consider motivation. If I say to you,” Do this for me or the company, and in return I will give you a reward, and incentive, more status, a promotion, all the quid profuse that exist in the industrial organization,” am I motivating you? The overwhelming opinion I receive from management people is,” Yes, this is motivation.”I have a year-old Schnauzer. When it was a small puppy and I wanted it to move, I kick it in the rear and it moved. Now that I have finished its obedience training, I hold up a dog biscuit when I want the Schnauzer to move. In this instance, who is motivated-I or the dog? The dog wants the biscuit, but it is I who want it to move. Again, I am the one who is motivated, and the dog is the one who moves. In this instance all I did was apply KITA frontally; I exerted a pull instead of a push. When industry wishes to use such positive KITAs, it has available an incredible number and variety of dog biscuits (jelly beans for humans) to wave in front of employee to get them to jump. Why is it that managerial audiences are quick to see that negative KITA is not motivation, while they are almost unanimous in their judgment that positive KITA is motivation? It is because negative KITA is rape, and positive KITA is seduction. But it is infinitely worse to be seduced than to be raped; the latter is an unfortunate occurrence, while the former signifies that you were a party to your own downfall. This is why positive KITA is so popular: it is a tradition; it is the American way. The organization does not have to kick you; you kick yourself.Why is KITA not motivation？If I kick my dog (from the front or the back), he will move. And when I want him again. Similarly, I can charge a persons battery, and then recharge it, and recharge it again. But it is only when one has a generator of ones own that we can talk about motivation. One the needs no outside stimulation. One wants to do it.With this in mind, we can review some positive KITA personnel practices that were developed as attempts to instill “motivation”1、Reducing time spent at work. This represents a marvelous way of motivating people to work-getting them off the job! We have reduced (formally and informally) the time spent on the job over the last 50 or 60 years until we are finally on the way to the “612-day weekend.” An interesting of off-hour recreation programs. The philosophy here seems to be that those who play together, work together. The fact is that motivated people seek more hours of work, not fewer.2、Spiraling wages. Have these motivated people? Yes, to seek the next wage increase. Some medievalists still can be heard to say that a good depression will get employees moving. They feel that if rising wages dont or wont do the job, reducing them will.3、Fringe benefits. Industry has outdone the most welfare-minded of welfare states in dispensing cradle-to-the-grave succor. One company I know of had an informal” fringe benefit of the mouth club”going for a while. The cost of fringe benefits in this country has reached approximately 25 of the wage dollar, and we still cry for motivation.People spend less time working for more money and more secondly than ever before, and the trend cannot be reversed. These benefits are no longer rewards; they are rights. A 6-day week is inhuman, a 10-hour day is exploitation, extended medical coverage is a basic decency, and stock options are the salvation of American initiative. Unless the ante is continuously raised, the psychological reaction of employee is that the company is turning back the clock.When industry began to realize that both the economic nerve and the lazy nerve of their employees had insatiable appetites, it started to listen to the behavioral scientists who, more out of a humanist tradition than from scientific study, criticized management for not knowing how to deal with people. The next KITA easily followed.4、Human relations training. Over 30 year of teaching and, in many instances, of practicing psychological approaches to handing people have resulted in coyly human relations programs and, in the end, the same question: How do you motivate workers? Here, too, escalations have taken place. Thirty years ago it was necessary to request, “Please dont spit on the floor.” Today the same admonition requires three”pleases” before the employee fells that a superior has demonstrated the psychologically proper attitude.The failure of human relations training to produce motivation led to the conclusion that supervisors or managers themselves were not psychologically true to themselves in themselves in their practice of interpersonal decency. So an advanced form of human relations KITA, sensitivity training, was unfolded.5、Sensitivity training. Do you really, really understand yourself? Do you really, really, really cooperate? The failure of sensitivity training is now being explained, by those who have become opportunistic exploiters of the technique, as a failure to really (five time) conduct proper sensitivity training course.With the realization that there are only temporary gains form comfort and economic and interpersonal KITA, personnel managers concluded that the fault lay not in what they were doing, but in the employees failure to appreciate what they were doing. This opened up the field of communications, a whole new are of “scientifically” sanctioned KITA.6、Communications. The professor of communications was invited to join the faculty of management training programs and help in making employees understand what management was doing for them. House organs, briefing sessions, supervisory instruction on the importance of communication, and all sorts of propaganda have proliferated until today there is even an International Council of Industrial Editors. But no motivation resulted, and the obvious thought occurred that perhaps management was not hearing what the employees were saying. That led to the next KITA.7、Two-way Communication. Management ordered morale surveys, suggestion plans, and group participation programs. Then both employees and management were communicating and listening to each other more than ever, but without much improvement in motivation.The behavioral scientists began to take another look at their conceptions and their data, and they took human relations one step further. A glimmer of truth was beginning to show through in the writings of the so-called higher-order-need psychologists. People, so they said, want to actualize themselves. Unfortunately, the “actualizing” psychologists got mixed up with the human relations psychologists, and a new KITA emerged.8、Job participation. Though it may not have been the theoretical intention, job participation often became a “give them the big picture” approach. For example, if a man is tightening 10,000 nuts a day on an assembly line with a torque wrench, tell him he is building a Chevrolet. Another approach had the goal of giving employees a “feeling” that they are determining, in some measure, what they do on the job. The goal was to provide a sense of achievement rather than a substantive achievement in the task. Real achievement, of course, requires a task that makes it possible. But still there was no motivation. This led to the inevitable conclusion that the employees must be sick, and therefore to the next KITA.9、Employee counseling. The initial use of this form of KITA in a systematic fashion can be credited to the Hawthorne experiment of the Western Electric Company during the early 1930s.At that time; it was found that the employees harbored irrational feelings that were interfering with the rational operation of the factory. Counseling in this instance was a means of letting the employees unburden themselves by talking to someone about their problems. Although the counseling techniques were primitive, the program was large indeed.The counseling approach suffered as a result of experiences during Word War , when the programs themselves were found to be interfering with the operation of the organizations; the counselors had forgotten their role of benevolent listeners and were attempting to do something about the problems that they heard about. Psychological counseling, however, has managed to survive the negative impact of Word War experiences and today is beginning to flourish with renewed sophistication. But, alas, many of these programs, like all the others, do not seem to have lessened the pressure of demands to find out how to motivate workers. Hygiene VS MotivatorsLet me rephrase the perennial question this way: How do you install a generator in an employee? A brief review of my motivation-hygiene theory of job attitudes is required before theoretical and practical suggestions can be offered. The theory was first drawn from an examination of events in the lives of engineers and accountants. At least 16 other investigations, using a wide variety of populations(including some in the Communist countries)，have since been completed, marking the original research one of the most replicated studies in the field of job attitudes. The finding of these studies, along with corroboration from many other investigations using different procedures, suggest that the factors involved in producing job satisfaction（and motivation） are separate and distinct from the factors that lead to job dissatisfaction. Since separate factors need to be considered, depending on whether job satisfaction or job dissatisfaction is being examined, it follows that these two feeling are not opposites of each other. The opposite of job satisfaction; and similarly, the oppsitive of job dissatisfaction is not job satisfaction, but no job dissatisfaction.Sating the concept presents a problem in semantics, for we normally think of satisfaction and dissatisfaction as opposites-i.e., what is not satisfying must be dissatisfying, and vice versa. But when it comes to understanding the behavior of people in it comes to understanding the behavior of people in their job, more than a play on words is involved.Two different needs of human doing are involved here. One set of needs can be thought of as stemming from humankinds animal naturethe built-in drive to avoid pain from the environment, plus all the learned drives that become conditioned to the basic biological needs. For example, hunger, a basic biological drive, makes it necessary to earn money, and then money becomes a specific drive. The other set of needs relates to achieve and, through achievement, to experience psychological growth; in the industrial setting, they are the job content, Contrariwise, the stimuli inducing pain-avoidance behavior are found in the job environment.The growth or motivator factors that are intrinsic to the job are: achievement, recognition for achievement, the work itself, responsibility, and growth or advancement. The dissatisfaction-avoidance or hygiene (KITA) factors that are extrinsic to the job include: company policy and administration, supervision, interpersonal relationships, working conditions, salary, status, and security.A composite of the factors that are involved in causing job satisfaction and job dissatisfaction, drawn from samples of 1,685 employees, is shown in Exhibit . The results indicate that motivators were the primary cause of satisfaction, and hygiene factors the primary cause of unhappiness on the job. The employees, studied in 12 different investigations, included lower level supervisors, professional woman, agricultural administrators, men about to retire from management positions, hospital maintenance personnel, manufacturing supervisors, nurses, food handlers, military officers, engineers, scientists, housekeepers, teachers, technicians, female assemblers, accountants, Finnish foremen, and Hungarian engineers.They were asked what job events had occurred in their work that had led to extreme satisfaction or extreme dissatisfaction on their part. Their responses are broken down in the exhibit into percentages of total “positive” job events and of total “negative” job events. (The figures total more than 100% on doth the “hygiene” and “motivators” sides because often at least two factors can be attributed to a single event; advancement, for instance, often accompanies assumption of responsibility.)To illustrate, a typical response involving achievement that had a negative effect for the employee was, “I was unhappy because I didnt do the job successfully.” A typical response in the small number of positive job event in the company policy and administration grouping was, “I was happy because the company reorganized the section so that I didnt report any longer to the guy I didnt get along with.”As the lower right-hand part of the exhibit shows, of all the factors contributing to job satisfaction, 81% were motivators. And of all the factors contributing to the employees dissatisfaction over their work, 69% involved hygiene。再一次：如何激励员工“我怎样才能让一个员工按我说的做呢？”这是在很多文章、书籍、演讲和作品上人们的恳切感叹。动机心理学是极其复杂的，并且真正能够阐明它的断言是很少的。但是这种超低概率的知识的推测并没有使市场上陆续上市的新型的蛇油热潮受到损害，其中有很多是通过学术测试的。毫无疑问这篇文章不会对蛇油的市场需求受到任何负面影响，但是自从许多公司跟其他组织已经测试了关于它的理论，我相信它会帮助重新调整之前提到的低概率的不平衡性。 最快最直接最有效地让人去做一些事的方法是什么呢？询问？但是如果回答者说他或她不想去做，那就需要心理咨询去来揭示这种固执背后的原因。 说出原因？回答显示他或她不明白你说的话，现在交流方式这方面的专家将会帮您解决这个问题。可以给这个人货币刺激？我不用提醒读者建立和管理激励系统的复杂性和难度。教这个人?这意味着一个耗费多的培训项目。我们需要一个简单的方法。 每一个读者都能包容那个“直接行动”即经理的大声吼叫：“踹走这个人！”。并且认为这种类型的经理是对的。认为最有效地最不客气的让人做事的方式就是怒骂或直接踹上去，去做可以被叫做“KITA”的行为。有很多种KITA的形式，下面是部分方式：消极身体的KITA。这是一种不夸张的学术运用，并且经常在过去被使用。然而它有三个主要缺点：1.它是不雅的2.它违背了大多数组织珍惜的珍贵的仁慈形象3.因为它是一种身体攻击，会直接刺激自主神经系统，而这经常导致消极反馈-那个员工会反击。这些原因导致产生了消极的身体KITA一些的禁忌。为发现心理脆弱性的无限根源和正确管理它的方式，心理学家们已经来拯救那些不被允许使用消极的身体KITA。“他拿走了我的假发”；“我不知道她那样是想干嘛”；“老板老是盯着我”-这些自我核心的描述引起摩擦刺痛是应用了以下方面的结果： 消极心理的KITA。这个比消极身体KITA有若干优势。首先，这种残忍是看不见的；这种流血是在内部的并且来得较晚。第二，因为它是用禁止的力量来影响高级脑皮质中心，减少了身体反冲的可能性。第三，因为一个人能承受的心理上的痛苦是无限的，KITA发生的方向跟地点的可能性被升高了很多次。第四，实施打击的那个人能够在抽身在外，让系统完成这个肮脏的工作。第五，那些实施者获得了一些自我满足感（唯我独尊），然而他们是厌恶抽血的。最后，如果员工抱怨，他或她常会被控告是偏执狂的；没有明显的证据说明是真实的攻击。现在，消极KITA会造成什么？如果我从背后踢你（心理的或身体的），谁会被激励？我会被激励；你离开！消极的KITA不会导致激励，但会造成离职。积极的KITA。让我们来考虑激励。如果我跟你说，“帮我或公司做这件事，然后我会给你奖励，一个鼓励刺激，更高地位，一次提升，所有存在的工业组织的金币奖励，”我是在激励你吗？我得到管理人员的千篇一律的回答是，“是的，这是激励。”我有一只一岁的刚毛狼犬。当他还是一只小动物我想让它走动，我在它背后踢它然后它走了。现在我已经完成了它的服从培训，我举着一块狗粮当我想让它走的时候。在这个例子中，谁被激励了？-我还是狗呢？狗想要吃饼干，但是我想让它走的。又一次说明是我被激励了，而狗是走动的那个。在这个例子里我所做的是正面地运用KITA；我使用了拉力而不是推力。当企业想使用这种积极的KITA，必须有数不尽的并且是各种各样的狗狗饼干（人的话是用果冻豆子）在员工面前挥动以使他们去跳高一点。为什么管理方面的读者很快就看出来消极KITA不是激励，当他们几乎是普遍判断积极的KITA是激励。那是因为消极KITA是抢夺式的，是积极KITA是诱惑性的。但是被诱惑比抢夺式糟糕很多；后者是一个不幸的事件，但前者意味着你是败在你自己的一部分上。这就是为什么积极的KITA这么受欢迎：它是一个传统；它是美国人的方式。组织不是不得不踢你，是你自己踢你自己的。激励的神话为什么KITA不是激励？如果我踢我的小狗（从前部或后部），它会动。当我还想让它再走，我必须做什么？我必须再踢它。类似的，我能给一个人的电池充电然后再给它充一次，又一次充电。但是只有当一个人有自己的发生机制我们能够讨论激励。个体之后就不需要外部激励。他自己想去做。记住了这点，我们能回顾一些积极的KITA人事案例，这些是尝试去进行激励的案例。1.缩短工作时间。这代表了一种令人惊讶的方式去激励人们工作-让他们离开工作！我们已经在过去的五十到六十年（正式或非正式）缩减了工作时间，直到我们走向“六天半一星期”模式。这个方法的有趣变化是闲暇时间的娱乐项目的产生。这里的这里似乎是一起玩的人一起工作。事实是受激励的人追求更多小时工作而不是更少工作时间。2.螺旋形上升的工资。这些激励人们了吗？是的，为了追求下次涨薪水。一些保守人士还会说一些好的压制能激励员工。他们觉得如果涨薪水不起作用，或许扣薪水可以起作用。3.附加福利。工业有过时的以福利为核心的福利规定来执行从摇篮到坟墓的援助。我知道的一个公司有一个非正式的“附加福利月俱乐部”实施了一段时间。这个国家的附加福利花费几乎达到了工作水平的百分之二十五，并且我们还在呼吁激励。人们花更少的时间赚更多的钱，且比以前稳定得多，而且这种趋势是不可逆转的。这些福利不再是奖励；他们是权利。一周六天工作不人道，一天是小时工作是剥削，甚至医疗报销是一个基本的礼貌，股权拯救了美国人的动机。除非赌注不断地提高，否则员工的心理反应是公司在倒退。当企业开始意识到员工的经济神经跟懒神经都是无法满足的，它开始听从行为主义的科学家的想法，这是出于人类的传统而不是科学实验的理论，他们批评管理者不知道如何管理人们。下一个KITA就顺理成章地出现了。4.人际关系训练。经过了三十多年的教育，许多通过心理学的方式去掌控人的例子已经导致了昂贵的人际关系培训项目的出现，结果还是存在一个相同的问题那就是：“你怎么激励员工？”这里出现了很大的提升，三十年前很有必要去要求员工：“不要随地吐痰！”现在同样的警告在员工感受到上司是要求心理上的正确心态之前需要三“请”。人际关系训练没能激励员工的失败经验说明高层人员或者经理在处理人际礼貌时也没有在心态上正确对待自己。所以一种前卫的人际关系KITA形式，知觉训练被提出了。5.知觉训练。你是真的真正了解你自己吗？你是否真的相信别人？你是否真的愿意合作？知觉训练的失败现在被解释了，因为那些投机取巧的技术开拓者，作为五次实施恰当的知觉训练课程的一个失败。意识到从舒适度、经济上，人际间的KITA只有暂时的收益，人事经理总结到错误不在于他们正在做的事，而是由于员工错在不知道欣赏他们正在做的事。这个开启了交流的领域，一个全新的领域来科学地裁决KITA。6.交流。交流专家被邀请去加入员工管理培训计划去帮助员工明白管理在为他们做什么。房屋机构，简短讲习会，高层交流重要性的建议，以及所有的广告的一直激增到今天甚至有一个国际行业编者委员会。但仍然没有起到激励效果，并且有明确的想法产生认为可能管理不是听员工在说什么。这就导致了下一个KITA的出现。7.双向交流。这是管理层下令士气审视，建议计划，团队参与的计划模式。那样后员工跟管理者都交流并比以前更加会听取相互的意见，但是还没有大大提高激励的效果。行为主义的专家就开始重新审视他们的概念和数据，且将人际关系更进一步深入研究。在心理学家写的所谓的高要求中开始透露出一点真像。所以人们说想去实现自我。不幸的是， “实现”心理学家的与人类关系学家又混合到一起，一个新的KITA出现了。8.参与工作。尽管并不是出于理论的目的，参与工作经常使用“给他们一张大图”的方式。举个例子说，如果一个组装线上的人用扭力
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