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EEE? Staff motivation BESTA ALRRE ABTS IER PRIS 1 PBI TE i PBL Bed CNR LR PM eT HEH ele eens wees motivation n. FRYE. ih, PA Job satisfaction 1.fii8) ALNe Mad}. REE et. ULB thomy issue fa Ff) 3 quit-butestay Afr 23d e) hy sever vt Bvt seepliv 2 tl TELS Hersh. YR pb saff car pack JA EASA guste. SCHED, PMH job solation Lf CEE) HR, Higa Job sharing 480878. PER AL outdoor assault courses SF 9b edie UM CARTE iRFE predatory competitor Heres het E perpetuation n. AKTERE, RFS ‘Motivational management MCGEE going cate BATT ACASE, BGR tM. RATA shop floor CBIR) LA, CLA A) ARE remuneration n. fRBH, 3H CULEE BIN) NCPR breakdown n PPIs He resultant adj. [Al------ TPE AY illfeeling n. Fick, ALE, Boe disrupt vt. HEEL. Gf, LAP MED << 209 What motivates staff ALR RE RTA DSO PATSNADF. MARS? AHAB ATA? © STWR LAT eh rl 9 © BURR A TRA. TP Ie. SSHSVRA @ Mangers assume that the goals of employees are those of the company 8") UO BSL be 2s fF) Bl fas Agree/Why LB H{t2 the employees” interests are inline with these of the company 4 (.4] ree Lata the employees’ goals such as improved benefits / pay rise / career develup- ment / more bonus / good opportu- nities of promotion ba Lc BAI SENET DAM BRS GOR BSAA ER are based on the company’ s goals to maximise profitability, to improve overall strength of the labour forces to achieve good sales, to continve company growth etc. FAT AY A fn SARE R AM RAI: BER te A FR Tes FA WH: ASE RES A HK. Disagree/Why not ABB Ata the employees* interests may not be in line with those of the company & LARS 27 Aa A PT AA the employees’ goals may be short- term and practical e.g. higher sal- ary, better benefits, better working conditions, quicker promotion (in- ternal recruitment). ete. AT! AY Fpsrd S62 aU, LSE, ‘AAT is BAK Eg CAPA PSC od, BL CAC) 4. while those of the company are long- term and integrated, e.g. eleady and sustainable growth of the com- pany, increase of market share, better quality of the labour forces (outside recruitment) , maximisati- ‘on of profitability, increase of cap- ital accumulation and project invest- ment, ete. HZ el AY FLARE AE EWAN, SEERA; OS Le oe PEE Be, HERS TN BH aR Hevh PG TEMA CMa) SH). 2 AMAR A fa BY uy eA BU AT KSLA s. @ Motivation stems érom job satisfaction and not financial reward AURESE EF TAR AL A ID HR Agree/Why FIR/ {th Jol satisfaction is the pleasure one feels when one does the job. 1 fF HAUSA Ate ASAT iE, his something spiritual. (2h FH PERT ABN ‘To do a meaningiu! job, to be happy al work and to be recognized are move important. SAC AE RE LAL Pes TPR IR AD, ESI RGA g. When one is secured with basic mate- ial life, he would be in need of spiritual satisfaction. “§— 4A TIS AR A HaR. Many people are motivated by a rich and interesting job or by their inter. est in certain job rather than in only financial reward. YP 58 U1 ARAL BED LAP AZ BF 17 MER A STE A, STAAL AR ee ERIM Disagree/Why not ARATE Everything in modern society is based on money, HRGH.& — 1 ab AS WEAR, Financial reward provides the ba Job satisfaction. #848 ih 95 HY OHTA. Financial reward is more tangible, 4 AE Spiritual satisfaction is guaranteed by is of material security. fA FAs ALZE Ta. Business suecess is measured in terms ‘of the money one earns. FAP LAY ALTERS PH TR. Without financial reward, there is no talking about motivalion, SAS #h SE, BOR bane, Yesandno ARBRE ‘That depends on whether you are practi= cal-minded or spiritua-lminded. & 7 fis TSA J A ER A aS Motivations stems from both jub satisiue- tion and financial reward. Cf EERE PEO TARR, oR A ee FMT. CELT F) COMED

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