雅思备考规划
扫码添加助教免费咨询雅思备考规划
扫码关注回复雅思获取最新雅思口语题库和备考资料
新东方在线雅思网特为大家准备了雅思阅读模拟练习题:段落标题题(7)。雅思模拟试题在雅思备考过程中所起的作用不可小觑,通过模拟练习题,我们可以很直接地了解到自己的备考状况,从而可以更有针对性地进行之后的复习。希望以下内容能够对大家的雅思备考有所帮助!更多雅思报名官网的最新消息,最新、最专业的雅思备考资料,新东方在线雅思网将第一时间为大家发布。
Motivating Employees under
Adverse Conditions
THE CHALLENGE
It is a great deal easier to motivate employees in a growing organisation than a declining one. When organisations are expanding and adding personnel, promotional opportunities, pay rises, and the excitement of being associated with a dynamic organisation create feelings of optimism. Management is able to use the growth to entice and encourage employees. When an organisation is shrinking, the best and most mobile workers are prone to leave voluntarily. Unfortunately, they are the ones the organisation can least afford to lose—those with the highest skills and experience. The minor employees remain because their job options are limited.
Morale also suffers during decline. People fear they may be the next to be made redundant. Productivity often suffers, as employees spend their time sharing rumours and providing one another with moral support rather than focusing on their jobs. For those whose jobs are secure, pay increases are rarely possible. Pay cuts, unheard of during times of growth, may even be imposed. The challenge to management is how to motivate employees under such retrenchment conditions. The ways of meeting this challenge can be broadly divided into six Key Points, which are outlined below.
KEY POINT ONE
There is an abundance of evidence to support the motivational benefits that result from carefully matching people to jobs. For example, if the job is running a small business or an autonomous unit within a larger business, high achievers should be sought. However, if the job to be filled is a managerial post in a large bureaucratic organisation, a candidate who has a high need for power and a low need for affiliation should be selected. Accordingly, high achievers should not be put into jobs that are inconsistent with their needs. High achievers will do best when the job provides moderately challenging goals and where there is independence and feedback. However, it should be remembered that not everybody is motivated by jobs that are high in independence, variety and responsibility.
KEY POINT TWO
The literature on goal-setting theory suggests that managers should ensure that all employees have specific goals and receive comments on how well they are doing in those goals. For those with high achievement needs, typically a minority in any organisation, the existence of external goals is less important because high achievers are already internally motivated. The next factor to be determined is whether the goals should be assigned by a manager or collectively set in conjunction with the employees. The answer to that depends on perceptions of goal acceptance and the organisation's culture. If resistance to goals is expected, the use of participation in goal-setting should increase acceptance. If participation is inconsistent with the culture, however, goals should be assigned. If participation and the culture are incongruous, employees are likely to perceive the participation process as manipulative and be negatively affected by it.
KEY POINT THREE
Regardless of whether goals are achievable or well within management's perceptions of the employee's ability, if employees see them as unachievable they will reduce their effort. Managers must be sure, therefore, that employees feel confident that their efforts can lead to performance goals. For managers, this means that employees must have the capability of doing the job and must regard the appraisal process as valid.
KEY POINT FOUR
Since employees have different needs, what acts as a reinforcement for one may not for another. Managers could use their knowledge of each employee to personalise the rewards over which they have control. Some of the more obvious rewards that managers allocate include pay, promotions, autonomy, job scope and depth, and the opportunity to participate in goal-setting and decision-making.
KEY POINT FIVE
Managers need to make rewards contingent on performance. To reward factors other than performance will only reinforce those other factors. Key rewards such as pay increases and promotions or advancements should be allocated for the attainment of the employee's specific goals. Consistent with maximising the impact of rewards, managers should look for ways to increase their visibility. Eliminating the secrecy surrounding pay by openly communicating everyone's remuneration, publicising performance bonuses and allocating annual salary increases in a lump sum rather than spreading them out over an entire year are examples of actions that will make rewards more visible and potentially more motivating.
KEY POINT SIX
The way rewards are distributed should be transparent so that employees perceive that rewards or outcomes are equitable and equal to the inputs given. On a simplistic level, experience, abilities, effort and other obvious inputs should explain differences in pay, responsibility and other obvious outcomes. The problem, however, is complicated by the existence of dozens of inputs and outcomes and by the fact that employee groups place different degrees of importance on them. For instance, a study comparing clerical and production workers identified nearly twenty inputs and outcomes. The clerical workers considered factors such as quality of work performed and job knowledge near the top of their list, but these were at the bottom of the production workers' list. Similarly, production workers thought that the most important inputs were intelligence and personal involvement with task accomplishment, two factors that were quite low in the importance ratings of the clerks. There were also important, though less dramatic, differences on the outcome side. For example, production workers rated advancement very highly, whereas clerical workers rated advancement in the lower third of their list. Such findings suggest that one person's equity is another's inequity, so an ideal should probably weigh different inputs and outcomes according to employee group.
本文关键字: 雅思阅读模拟练习题:段落标题题(7)
资料下载
雅思写作高频词汇PDF下载
发布时间:2023-08-26添加新东方在线雅思助教号
回复【200】获取
590组雅思阅读写作必背短语PDF版下载
发布时间:2023-08-09添加新东方在线雅思助教号
回复【590】获取
雅思学术词汇搭配表PDF版下载
发布时间:2023-08-04添加新东方在线雅思助教号
回复【ACL】获取
雅思口语part3结构策略PDF版下载
发布时间:2023-08-04添加新东方在线雅思助教号
回复【Part3】获取
雅思听力高频场景词PDF版下载
发布时间:2023-08-09添加新东方在线雅思助教号
回复【高频词】获取
雅思口语Part2答案示范15篇PDF下载
发布时间:2023-07-26添加新东方在线雅思助教号
回复【P2】获取
雅思小作文35组必备表达PDF下载
发布时间:2023-07-26添加新东方在线雅思助教号
回复【35】获取
雅思阅读高频短语PDF下载
发布时间:2023-07-20添加新东方在线雅思助教号
回复【短语】获取
200组雅思写作高频词汇PDF下载
发布时间:2023-07-20添加新东方在线雅思助教号
回复【200】获取
雅思写作话题词汇PDF下载
发布时间:2023-07-16添加新东方在线雅思助教号
回复【话题】获取
50组雅思口语同义替换词PDF下载
发布时间:2023-07-10添加新东方在线雅思助教号
回复【替换】获取
雅思写作大作文精选题目101PDF下载
发布时间:2023-07-09添加新东方在线雅思助教号
回复【101】获取
雅思口语核心300词PDF下载
发布时间:2023-06-23添加新东方在线雅思助教号
回复【300】获取
雅思阅读分类词汇PDF下载
发布时间:2023-06-17添加新东方在线雅思助教号
回复【分类词】获取
雅思口语必备习语PDF下载
发布时间:2023-06-17添加新东方在线雅思助教号
回复【习语】获取
雅思小作文常用词汇66词PDF下载
发布时间:2023-06-16添加新东方在线雅思助教号
回复【66】获取
雅思口语常见功能结构109句PDF下载
发布时间:2023-06-08添加新东方在线雅思助教号
回复【109】获取
10年雅思写作题库PDF下载
发布时间:2023-06-08添加新东方在线雅思助教号
回复【写作话题】获取
雅思图表作文精选套句50句PDF下载
发布时间:2023-05-28添加新东方在线雅思助教号
回复【50】获取
雅思写作99组高频词汇PDF资料
发布时间:2023-05-28添加新东方在线雅思助教号
回复【99】获取
2023年5月雅思口语新题题库PDF版本
发布时间:2023-05-14添加新东方在线雅思助教号
回复【新题】获取
2023年5-8月雅思口语新题题库与解析PDF版本
发布时间:2023-05-06关注新东方在线考雅课程中心服务号
回复【新题】获取
雅思听力考点词汇PDF资料
发布时间:2023-04-27添加新东方在线雅思助教号
回复【考点词】获取
雅思听力机经词汇PDF资料
发布时间:2023-04-24添加新东方在线雅思助教号
回复【TL】获取
雅思口语Part1常见话题语料库PDF资料
发布时间:2023-04-20添加新东方在线雅思助教号
回复【Part1】获取
剑桥雅思阅读长难句50句PDF资料
发布时间:2023-04-19添加新东方在线雅思助教号
回复【长难句】获取
雅思阅读核心学术词汇表PDF资料
发布时间:2023-04-07关注新东方在线考雅课程中心服务号
回复【核心】获取
100个雅思写作观点词和替换词表达PDF资料
发布时间:2023-03-24关注新东方在线考雅课程中心服务号
回复【100】获取
雅思阅读分类词汇PDF资料
发布时间:2023-03-22关注新东方在线考雅课程中心服务号
回复【分类词】获取
雅思阅读短语PDF资料
发布时间:2023-03-08关注新东方在线考雅课程中心服务号
回复【短语】获取
添加新东方在线雅思助教,
回复【口语】获取雅思口语资料大礼包
推荐阅读
更多>>大家在备考雅思考试的过程中可以多做雅思模拟题,了解自己的雅思水平,分析自己的薄弱项,新东方在线雅思在本文为大家带来的是雅思阅读模拟题:Texting the Television,大家可以练习练习。
大家在备考雅思考试的过程中可以多做雅思模拟题,了解自己的雅思水平,分析自己的薄弱项,新东方在线雅思在本文为大家带来的是雅思阅读模拟题:Sand Dunes,大家可以练习练习。
大家在备考雅思考试的过程中可以多做雅思模拟题,了解自己的雅思水平,分析自己的薄弱项,新东方在线雅思在本文为大家带来的是雅思阅读模拟题:The Concept of Childhood in the Western Countries,大家可以练习练习。
大家在备考雅思考试的过程中可以多做雅思模拟题,了解自己的雅思水平,分析自己的薄弱项,新东方在线雅思在本文为大家带来的是雅思阅读模拟题:Robert Louis Stevenson,大家可以练习练习。
大家在备考雅思考试的过程中可以多做雅思模拟题,了解自己的雅思水平,分析自己的薄弱项,新东方在线雅思在本文为大家带来的是雅思阅读模拟题:Revolutions in Mapping,大家可以练习练习。
资料下载
更多>>添加新东方在线雅思助教号
回复【200】获取
添加新东方在线雅思助教号
回复【590】获取
添加新东方在线雅思助教号
回复【ACL】获取
添加新东方在线雅思助教号
回复【Part3】获取
添加新东方在线雅思助教号
回复【高频词】获取
添加新东方在线雅思助教号
回复【P2】获取
添加新东方在线雅思助教号
回复【35】获取
添加新东方在线雅思助教号
回复【短语】获取
添加新东方在线雅思助教号
回复【200】获取
添加新东方在线雅思助教号
回复【话题】获取
添加新东方在线雅思助教号
回复【替换】获取
添加新东方在线雅思助教号
回复【101】获取
添加新东方在线雅思助教号
回复【300】获取
添加新东方在线雅思助教号
回复【分类词】获取
添加新东方在线雅思助教号
回复【习语】获取
添加新东方在线雅思助教号
回复【66】获取
添加新东方在线雅思助教号
回复【109】获取
添加新东方在线雅思助教号
回复【写作话题】获取
添加新东方在线雅思助教号
回复【50】获取
添加新东方在线雅思助教号
回复【99】获取
添加新东方在线雅思助教号
回复【新题】获取
关注新东方在线考雅课程中心服务号
回复【新题】获取
添加新东方在线雅思助教号
回复【考点词】获取
添加新东方在线雅思助教号
回复【TL】获取
添加新东方在线雅思助教号
回复【Part1】获取
添加新东方在线雅思助教号
回复【长难句】获取
关注新东方在线考雅课程中心服务号
回复【核心】获取
关注新东方在线考雅课程中心服务号
回复【100】获取
关注新东方在线考雅课程中心服务号
回复【分类词】获取
关注新东方在线考雅课程中心服务号
回复【短语】获取
编辑推荐
雅思新题
阅读排行榜
相关内容