管理者在组织使用激励理论在一个可行的方法来激励员工在工作场所。这是因为激励理论提供一个良好的基础发展更深层次的理解发生了什么在一个劳动力。Ramlall引用引导和波特(1983年,2004年,p.54),为了让管理者创造一个有利的环境,使员工充分发展他们的潜力,马斯洛的需要层次结构(1943)可以应用于激励他们。例如安全需要在马斯洛的理论可以通过给予奖励和表扬员工良好的工作。避免突然改变内部组织和解决员工问题,可能出现也满足安全需求。Ramlall引用香槟和麦克菲(1989年,2004年,p.54)也通知经理策略基于马斯洛(1943)被视为体贴,也表现出兴趣员工的福利。激励员工的其他方式使用这个理论是通过鼓励员工之间的社会互动。这可以通过加强团队精神通过提供社会活动以外的组织和鼓励参与。Champaigne和麦咖啡(1989)此外,管理者鼓励自我实现他们需要提供培训,鼓励创造力通过一些挑战。Ramlall(2004)认为,需要在员工的类型可能会有些想法的动机可能会容易实现而其他人可能是昂贵的。
英国土木工程论文代写:组织使用激励理论
Managers in organisations use motivation theories in a practical way to motivate their staff in the workplace. This due to the fact motivation theories provide a good basis on which to develop a deeper understanding of what happens within a workforce. Steers and Porter (1983, cited in Ramlall, 2004, p.54) state that in order for managers to create a conducive environment to enable staff to develop their fullest potential, Maslow's need hierarchy (1943) can be applied to motivate them. For example security needs within the Maslow's theory can be achieved by giving awards and praising employees for good work. The avoidance of abrupt changes within the organisation and solving employee problems that might arise also satisfies security needs. Champagne and Mcfee (1989, cited in Ramlall, 2004, p.54) also inform that managers strategies based on Maslow (1943) are viewed as considerate and also show interest in the welfare of their employees.The other way of motivating staff using this theory is by encouraging social interaction amongst employees. This can be achieved by enhancing team spirit by providing social activities outside of the organisation and also encouraging participation. Champaigne and Mcfee (1989) Furthermore, for managers to encourage self-actualisation they need to provide training, encourage creativity through certain challenges. Ramlall (2004) argues that the type of need amongst employee may in turn some ideas on motivation may be easy to implement whilst others may be expensive.
