【 如何提高员工工作积极性与如何经营员工的责任心及如何提高团队效率 】

【 如何提高员工工作积极性与如何经营员工的责任心及如何提高团队效率 】 types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 【 如何提高员工工作积极性与如何经营员工的责任心及如何提高团队效率 】 管理学的无数案例表明，一个企业的成功经营不仅仅取决于它所拥有的资源多寡，在很大程度上是与其员工的工作积极性(士气)密不可分的。这不单单是表现在一个企业成功运作的时候需要员工高昂的工作积极性，还表现在当一个企业面临严峻挑战的时候，员工的团结一致和努力工作往往可以使企业转危为安。既然员工的工作积极性对企业来说如此重要，那么如何提升工作积极性呢,在本期会员期刊，我们将探讨影响员工工作积极性的各种因素，从领导者气质、工作氛围、员工的自我激励等方面进行阐述„„ 影响员工工作积极性的因素分析 企业内部影响员工工作积极性的因素很多，也很复杂，但从系统论的角度来看对其起影响的因素不外两个方面:外部环境和内部环境。内部环境就是员工自身因素，自我对工作积极性的调动，这些自身因素包括员工的成就动机、自我效能、自我激励等;外部环境是工作氛围，包括上司、同事、工作激励、工作本身。下面我们分别对这几种影响因素做进一步的阐述。 1、成就动机。所谓成就动机，是指驱动一个人在社会活动的特定领域力求获得成功或取得成就的内部力量。强烈的成就动机使人具有很高的工作积极性，渴望将事情做得更为完美，提高工作效率，获得更大的成功。成就动机是影响员工工作积极性的一个基本的内部因素，在宏观层次上它受到员工所处的经济、文化、社会的发展程度的制约;在微观层次上，让每一个员工都有机会得到各种成功体验，培养和提高自我愿望等成就动机水平，将有助于改变他们对工作的消极态度，提高自我的工作积极性。 2、自我效能。自我效能感被定义为人们对自己产生特定水准的，能够影响自己生活事件的行为之能力的信念。自我效能的信念决定了人们如何感受、如何思考、如何自我激励以及如何行为。自我效能决定了员工对自己工作能力的判断，积极、适当的自我效能感使员工认为自己有能力胜任所承担的工作，由此将持有积极的、进取的工作态度;而当员工的自我效能比较低，认为无法胜任工作，那么他将对工作将会有消极回避的想法，工作积极性将大打折扣。 3、自我激励。工作中难免会遇到各种各样的挫折和失败，降低员工的成就动机并对自己的能力产生怀疑，所以必须要不断地进行自我激励，以维持强烈的成就动机和高水平的自我效能。 4、上司对员工共作积极性的影响。上司是员工工作指令的来源，也是员工工作业绩的主要评价者，上司与员工之间的互动对员工的工作态度起着非常重要的影响。什么样的领导方式能有效的提高员工的工作积极性呢,台湾的组织社会学学者在对华人企业的研究中表明，许多企业会以家庭作为企业的隐喻，通过泛家族化的过程，传统的家族中的伦理或角色关系会类化到家族以外的团体或组织，领导者在企业中扮演的是家长的角色，要求领导者应该恩威并重，公平、公正地对待下属。同时心理学的研究认为，领导者敏锐地觉察追随者的情绪状态，了解并适当地满足追随者的需求，是有效地提高追随者积极性的重要因素。 5、同事对员工共作积极性的影响。国人做事，一向讲究“天时”、“地利”、“人和”，其中“人和”是最重要的因素。文化传统和几十年“单位制”的影响使员工很看重工作中的人际关系，希望能够被人接纳，并能融入其中。同事之间良好的人际互动和工作氛围，将大大的提高员工的归属感，进而调动员工的工作积极性。 6、工作激励。毫无疑问，恰当的激励对于提高员工的工作积极性有着不可忽视的作用。激励从不同的维度可以分为奖励和惩罚、物质激励与精神激励。值得注意的是，激励的前提假设是把员工看作是“经济人”还是假定为“社会人”，由于前提假设的不同，就会产生激励方式和手段的差异。把员工看作是“经济人”则激励会侧重于物质方面;如果把员工假定为“社会人”，则在物质激励的同时，还会对员工进行适当的精神激励。 types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 7、工作本身。同一件工作对于不同成就动机、自我效能的员工来说，意义是不同的，员工对此工作的积极性也是存在差异的，哪怕他们实际上都能把这份工作完成的很出色。这就要求管理者有能力分辨出员工的工作取向，分配恰当的工作，如此可以有效地提高员工的工作积极性。 培养领袖气质、提高员工工作积极性 著名心理学家豪斯认为，出色的领袖以其领袖气质指出下属前进的明确目标，帮助他们在情境不明的情况下明确方向，激励他们为实现目标而奋斗。一项有趣的研究表明，具有领袖特质的人常常利用他们的情绪表达能力来激励或影响他人，对那些具有领袖特质的领袖来说，一个典型的特征是他们能够唤起、激励、影响他人的情绪，另外这些领袖还拥有吸引他人注意的能力，它们是由交往能力和吸引潜在追随者注意的能力所构成的。这些理论还暗示着这样一个观点，也即具有领袖气质的人能够触摸到他人的情感深处。由此看来，管理者具有的领袖气质将对员工工作积极性的提升起着不可估量的作用。下面我们将详细阐述一下领袖气质的定义、结构构成、外在表现，以及如何培养领袖气质。 一、对领袖气质的定义。 可把领袖气质界定为基本的交流技能和社会技能的一个集合，通过技术性的情绪交流来唤起或激励他人的能力。领袖气质来自于与人沟通，以及唤起和激励他人采取行动的出色能力。拥有领袖气质的关键是拥有情绪交流的技能，特别是情绪表现力。有关领袖气质和社会技能的研究表明，领袖气质在社会表现力、领导能力、人际关系，以及心理健康的培养等方面都扮演了重要的角色。人们可以通过改善交流技能和社会技能来增强自身的领袖气质，发挥自身的人际效应。 研究领导能力的杰伊•康格(Jay Conger)把领袖气质定义为一系列行为特质的集合，这些行为特质能让他人感受到一种魅力，包括发掘潜在机遇的能力、敏锐察觉追随者需求的能力、总结目标并公诸于众的能力、在追随者中间建立信任的能力，以及鼓动追随者实现领袖目标的能力。康格认为，追随者是否认为一个领袖具有领袖气质，取决于该领袖所表现出来的出色行为的数量、这些行为的强度，以及它们与情境的相关程度。 二、领袖气质的结构构成。 领袖气质的结构有三种基本的交流技能组成，它们分别为传递技能(即表达技能)、接收技能(即对输入的信息予以敏感处理的技能)和调控交流活动的技能。这三种技能的实施涉及两个领域:情绪交流领域和社会领域。因此，共有六种社会的和交流的基本技能:情绪表现力、情绪敏感性、情绪控制、社会表现力、社会敏感性和社会控制技能。情绪表达能力包括通过面部表情、手势和音调来传递非言语情感的能力。情绪控制力和情绪表现力把具有领袖气质的人造就成出色的情绪“演员”。除了情绪表现力和情绪控制力之外，一个具有领袖气质的人尚须具备洞悉他人情绪需求的能力。例如，他或她必须能够解读追随者的情绪，以便作出适当的反应。在领袖气质中，社会表现力这一成分包括言语技能和在社会交往中吸引他人注意的能力。社会表现力与情绪表现力相辅相成，情绪表现力涉及情感的自发表达，而社会表现力则与如何把思想自发地转换成言语和行动有关。社会敏感性包括破译和理解他人的言语信息的能力，并与了解社会和准则的程度密切相关。 一个具有领袖气质的人正是利用社会敏感性这一技能，得以解读各种社会情境的需求。构成领袖气质的第三种社会技能称作社会控制能力，但其真正的含义要比其字面意义复杂得多。社会控制能力是扮演不同社会角色的基本技能。具有出色的社会技能的人是优秀的社会演员，能够胜任多种社会角色，在任何社会情境里都能如鱼得水。社会控制能力是与社会能力这个概念密切相关的一种基本技能。在某种程度上说，具有领袖气质的个体正是由于具有社会控制能力才使其表现出自信。 三、领袖气质的外在表现。 sit, stood watching, slack. We can't wait, drag, dialectical, and strive for an early reverse. To strengthen education and training. Leading cadres should have a professional thinking, professionalism, professional way. District Committee party school and county level theoretical study Central Group of the Party Committee leaders to address gaps in knowledge, experience blind, weakness, precision of theoretical training, policy training, it training, management training, and regulatory training, highlights the pertinence and effectiveness of ensuring political qualities of leading cadres to keep up, thinking to keep up with, knowledge structure to keep up with and ability to keep up with, expert economic and social management. Discipline must be strengthened. Party committees at all levels should adhere to the overall strictness, discipline ... And political rules, effectively enhance political par core awareness, situation awareness, consciousness and awareness. To strengthen care and support. From "love" starts with protection on cadres, strict management of cadres at the same time, cadres on political motivation, work, psychological care, General relief, shelter, security, promoting the cadres and feel comfortable, confident, positive, and dare to play. To established fault-tolerant exemption mechanism, let officer of people not chilling, seriously implementation types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 另一方面，具有领袖气质的人的社会效应如何，取决于他或她在别人眼里的可信度。为什么社会技能出色的、具有领袖气质的人看起来更诚实、更善于游说呢,研究人员对被试在实验录像中的言语行为和非言语行为进行了细致的分析，发现具有领袖气质和不具有领袖气质的人相比，前者说话较为流利，语速较快，情绪丰富(表现为微笑次数较多，面部表情丰富)，与听众接近的暗示较多(较多的眼神接触，使用包容性代词如“我们”的次数较多)，以及较多的表达情绪的手势，而紧张情绪表露较少(如抓耳挠腮，坐立不安等)。 关于领袖气质所需的情绪和社会技能，并未忽视情境对一位出色领袖的影响。拥有社会技能的领袖应该能够解读情境的需求(以及追随者的需求)，根据情境的需求来调整自己的领导行为。因此，真正具有领袖气质的、社会技能出色的领袖是“可塑的”，他们具有很强的环境适应能力，能够自如地应付各种需要领导筹划的情境。 调查发现，表现能力强、具有领袖气质的人与缺乏情绪和社会技能的人相比，前者更令人喜爱、更积极、更有吸引力，也更有可能成为朋友或约会的对象。不过，这些具有领袖气质的人的“吸引力”不一定得之于漂亮或英俊的静态身体特征(如颇具吸引力的脸蛋或身材)。实际上，即使具有领袖气质的人不具备静态的外表吸引力(即美貌)，也比具备这种吸引力但无领袖气质的人更富吸引力，因为他们具有所谓的“动态吸引力”。这是一种与人沟通、表达自己想法、激励他人的吸引力。 四、如何提升领袖气质。 大多数研究领袖气质的现代学者认为，领袖气质不是与生俱来的特质，而且，几乎没有一个心理学家会认为领袖气质是上帝赋于个体的某种能力。对领袖气质的最好诠释是个体特质的集合，它使拥有领袖气质的人对他人产生影响，诸如激励他人、领导他人、影响他人，或以某种方式影响他人的情感和行为。有关证据表明，人们是可以通过改善社会技能来增强领袖气质的。 由于领袖气质来自于与人沟通，以及唤起和激励他人采取行动的出色能力，所以我们可以通过学习来培养领袖气质。那些用来使人们成为更加出色的交际者的，例如戴尔•卡耐基(Dale Carnegie)课程、公众演讲课程、人际技能和社会技能训练方案，以及被称作“培养领袖气质”的方案，在某种程度上确实有助于改善参与者的社会效应和交际技能。然而，目前尚缺旨在评价这些方案之效度的系统研究。 团队氛围对员工工作积极性的影响 一个令人愉快的工作氛围是高效率工作的一个很重要的影响因素，快乐而尊重的气氛对提高员工工作积极性起着不可忽视的作用。如果在工作的每一天都要身处毫无生气、气氛压抑的工作环境之中，那么员工怎么可能会积极地投入到工作中呢,管理者如果能够掌握创造良好工作氛围的技巧，并将之运用于自己的工作中，那么管理者将会能够识别那些没有效率和降低效率的行为，并能够有效地对之进行变革，从而高效、轻松地获得有创造性的工作成果。 本文将对创造良好的团队工作氛围提出几点建议。 什么样的工作氛围才算是令人愉快的，并能够促使员工积极工作呢, 良好的工作氛围是自由、真诚和平等的工作氛围，就是在员工对自身工作满意的基础上，与同事、上司之间关系相处融洽，互相认可，有集体认同感、充分发挥团队合作，共同达成工作目标、在工作中共同实现人生价值的氛围。在这种氛围里，每个员工在得到他人承认的同时，都能积极地贡献自己的力量，并且全身心地朝着组织的方向努力，在工作中能够随时灵活方便地调整工作方式，使之具有更高的效率。 那么，如何才能创造一个良好的、令人愉快的工作氛围呢, 工作氛围是一个看不见、摸不到的东西，但我们可以确定的是，工作氛围是在员工之间的不断交流和互动中逐渐形成的，没有人与人之间的互动，氛围也就无从谈起。制度在这方面所能起到的作用有限，最多也不过是起到一个最基本的保障作用。并且目前来看，我国企业的types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 内部制度虽然不尽完善，但更重要的是制度因为多种原因不能够得到很好的执行，这就要求充分发挥人的作用。人是环境中最重要的因素，好的工作氛围是由人创造的。 在中国，虽然人们在思想观念上已经发生了翻天覆地的变化，但传统文化对人的影响还是不可忽视的，不断在潜移默化的对企业组织中管理者和员工的行为产生影响，大部分企业组织的文化中都可以折射出传统文化的影子。这一点从我国绝大部分私营企业采取的都是家族式管理，而家长制在大多数国有企业中大行其道的现象中就可以得到证明。在这种社会文化的影响下，领导者处于绝对突出的位置，是工作中的核心人物，工作氛围在很大程度上受到领导者个人领导风格的影响，这就决定了良好的工作氛围的创造取决于管理者的管理风格。下列所提出的建议都需要管理者的身体力行方能发挥功效。 首先，要从制度层面确定各个部门、工作职位之间的明确分工。部门之间、岗位之间的合作是否顺利是工作氛围好坏与否的一个重要标志，明确的分工才能有良好的合作。各部门职责明确，权力明确，并不意味着互不相关，所有的事都是公司的事，都是大家的事，职务分工仅仅是说工作程序是由谁来具体执行的，如此才不会发生互相推诿、推卸责任等影响工作氛围的情况发生。 其次，从企业文化建设着手，提高员工工作激情，营造一个相互帮助、相互理解、相互激励、相互关心的工作氛围，从而稳定工作情绪，激发工作热情，形成一个共同的工作价值观，进而产生合力，达成组织目标。 再次，真诚、平等的内部沟通是创造和谐的工作氛围的基础。企业内部绝对不应充许有官僚作风的存在，职务只代表分工不同, 只是对事的权责划分，应该鼓励不同资历、级别的员工之间的互相信任、互相帮助和互相尊重;每一个员工都有充分表达创意和建议的权利，能够对任何人提出他的想法，主动地进行沟通，被沟通方也应该积极主动地予以配合、回答或解释，但沟通的原则应是就事论事，绝不可以牵扯到其它方面。 最后，还应该重视部门内团队的建设，努力尝试构建学习型组织，营造宽松的工作氛围。部门内应该有良好的学习风气，要鼓励和带领团队成员加强学习先进的技术和经验，在进行的时候应该同时进行广泛而有针对性的沟通和交流，共同分享经验，不断总结教训。 自我效能理论在提高员工工作积极性方面的应用 自我效能感与自信心非常相似，自我效能感被定义为人们对自己产生特定水准的，能够影响自己生活事件的行为之能力的信念。自我效能的信念决定了人们如何感受、如何思考、如何自我激励以及如何行为。因此，提高自我效能感可以看作是员工通过自我激励提高工作积极性的一个重要途径。 一、自我效能感对个人的影响。 强效能感通过许多途径提高人的成就和加强个人幸福。对自身能力有较高信心的人把困难的任务当作有待征服的挑战而非需要回避的威胁。这种有效的观点能促进在活动中内在的兴趣和深层次的投入。这些人为自己设立挑战性的目标，并保持对目标的承诺。他们在失败面前会继续并更加努力。他们在遇到失败或挫折后能很快恢复效能感。他们将失败归因为不够努力或缺少可以获得的知识及技能。他们在困境中坚信自己可以控制局面。这种有效的观点产生个人成就，消除紧张，降低抑郁的损害。 相反，怀疑自身能力的人逃避他们认为对其个人有威胁的困难任务。他们对自己选择的目标缺乏热情，难以承担。面临困难的任务时，他们念念不忘自己的缺陷、将遇到的障碍和种种不利的结果，却不会仔细考虑如何去成功地行动。在困难面前他们减少并很快放弃努力。在受挫后他们的效能感恢复缓慢。因为他们将不佳的表现归结于资质的缺陷，所以用不了几次失败他们就会对自己的能力失去信心。他们很容易成为紧张与抑郁的受害者。 自我效能感和人们对自身功能和影响其生活的事件的控制能力的信念有关。个人效能信念影响生活选择、动机水平、行为质量、对困境的弹性和是否容易紧张和抑郁。人们对其效能的sit, stood watching, slack. We can't wait, drag, dialectical, and strive for an early reverse. To strengthen education and training. Leading cadres should have a professional thinking, professionalism, professional way. District Committee party school and county level theoretical study Central Group of the Party Committee leaders to address gaps in knowledge, experience blind, weakness, precision of theoretical training, policy training, it training, management training, and regulatory training, highlights the pertinence and effectiveness of ensuring political qualities of leading cadres to keep up, thinking to keep up with, knowledge structure to keep up with and ability to keep up with, expert economic and social management. Discipline must be strengthened. Party committees at all levels should adhere to the overall strictness, discipline ... And political rules, effectively enhance political par core awareness, situation awareness, consciousness and awareness. To strengthen care and support. From "love" starts with protection on cadres, strict management of cadres at the same time, cadres on political motivation, work, psychological care, General relief, shelter, security, promoting the cadres and feel comfortable, confident, positive, and dare to play. To established fault-tolerant exemption mechanism, let officer of people not chilling, seriously implementation types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 信念由四个主要影响来源而发展。它们包括控制体验、看到与自己相近的人成功完成任务、对某人有能力在给定活动中获得成功的社会说服、从显示个人力量和弱点的身体和情绪状态中所作的推断。通常的现实充满了阻碍、逆境、挫折、失败和不公。因此人们必须由坚定的效能感来坚持成功所必需的不懈努力。一个接一个的生活阶段会提出新的各种能力要求，为了成功就需要个人效能的进一步发展。自我效能感的性质和范围在整个一生中经历着不断的变化。 二、如何增强自我效能感以提高工作积极性 对于提高员工工作积极性来说，我们可以借鉴自我效能理论两个方面的内容:一是自我效能感产生的来源，了解了自我效能感的来源，就可以对症下药来提高员工工作的积极性;二是自我效能信念产生影响的过程，控制了影响过程，自然就可以有效的提高员工工作积极性。下面分别就这两方面进行阐述。 形成强效能感的最有效途径是通过“控制体验”。成功可以建立起对个人效能的坚定信念。而失败，尤其是当某种效能感尚未牢固树立时的失败，则破坏这种信念。如果员工仅经历容易获得的成功，他们会变得期望立即得到结果，并且易于因失败而丧气。有弹性的效能感需要通过不懈努力克服障碍的体验。在人生追求中的一些困难挫折教导人们成功通常需要不断的努力。当员工确信其拥有成功所需的条件时，他们就会在逆境中坚持并迅速从挫折中恢复过来。通过在困境中振作起来，他们在不利条件下会显得更坚强。 形成并加强效能自我信念的第二种途径是通由社会范例提供的“替代体验”。看到与自己相近的人通过坚持努力而成功，会加强员工的信念，认为自己也具有在类似活动中获得成功的能力。同理，看到他人虽然十分努力却仍然失败，会使员工降低对本身效能的评价，减少其付出的努力。范例对自我效能感的影响在很大程度上受感到和范例相似程度的影响。认为相似性越大，范例的成功或失败的说服作用就越大。如果人们将范例视为与自身极其不同的人，那么他们的自我效能感所受到来自范例行为及行为结果的影响就不会很大。 “社会说服”是加强员工对自己拥有成功所需条件的信念的第三种途径。当问题发生的时候，被口头说服其具有掌握一定活动的能力的员工，要比自我怀疑强调个人缺点的员工动员更多的努力并更加坚持。自我效能感的说服性加强导致员工付出足够努力以获取成功，在这一程度范围内，它们促进了技能的提高并激发了个人的效能感。 最后，自我效能的信念通过四种主要过程产生各种影响。这些过程是认知过程、动机过程、情感过程和选择过程。其中对于提高员工工作的积极性来说，对动机过程的控制相对于其它三个过程显得尤为重要。通过目标的挑战和对个人是否达到目标的评价反应实现自我影响的能力，是一种主要的动机认知机制。大量证据表明，明确的而富挑战性的目标能加强并保持动机。目标在很大程度上通过自我影响过程起作用，而不是通过直接调控动机和行动。以目标设定为基础的动机是与认知比较过程分不开的。通过形成以与所选择目标相符为条件的自我满足，员工指导自己的行为，激励自己持续努力直至达成目标，并且因为对低于的成绩的不满而被激励去加强努力。 绩效考核与员工积极性 绩效考核是企业对员工在工作过程中表现出来的业绩、工作的数量、质量、工作能力、工作态度(含品德)和社会效益等进行评价，并用评价结果来判断员工与其岗位的要求是否相称。从理论上讲，绩效考核的有效实施，有助于调动员工积极性，激励员工不断提高工作效率，通过不断改善员工的个人绩效来实现企业整体绩效的提升。 然而，现实往往并不尽如人意。许多企业发现没有实行绩效考核的时候企业内部员工之间的关系比较融洽，大家在工作上合作得也比较好。但实施绩效考核之后，员工为了维护自己的利益，在工作中不再从企业的整体利益出发，而是首先维护自己的利益，只为完成自己的指标，对于工作中同事遇到的困难也不像从前那样施以援手，而是坐观其乱。干得多、错得多、types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 扣得多，绩效考核使员工推诿扯皮，不想多干工作，导致员工积极性不升反降。究竟绩效考核能否调动员工的积极性，还是悬在员工头顶的一把达摩克利斯之剑,先让我们来看看目前国内大多数企业在实施绩效考核过程中都存在哪些问题。 首先，很多企业实际上对通过绩效考核要解决什么，绩效考核工作要达到什么目的缺乏清醒认识。现代管理理论认为，考核是对管理过程的一种控制，其核心的管理目标是通过评估员工的绩效以及团队、组织的绩效，并通过对结果的反馈、分析绩效差距来实现员工绩效的提升，进而改善企业管理水平和业绩。同时，考核的结果还可以用于确定员工的培训、晋升、奖惩和薪酬。很多企业都仅仅将考核定位于确定利益分配的依据和工具，这确实会对员工带来一定的激励，但势必使得考核存在变成“双刃剑”的风险，好的绩效评估制度可以激活整个组织，提升绩效，否则会加大员工心理压力，有悖初衷。 第二，考核的标准和内容不尽科学合理。考核标准应该根据员工的工作职能而不是职位设定。如考核标准不能从责任人承担的工作职责特点出发，没有个性和针对性，不论对谁均采取统一考核标准，必然有失偏颇和公平，从而导致评价结果失真，不能令责任人信服。考核的内容不够完整，尤其是不能涵盖全部的工作内容，或以偏概全，如关键绩效指标有缺失等，将无法正确评价员工的真实工作绩效。许多企业的考核内容大多千篇一律，不同类型部门考核内容差别不大，针对性不强，这在很大程度影响了考核结果的客观性、真实性和准确性。 第三，绩效管理制度不够健全。有很多企业对绩效考核采取暗箱操作，整个考核的设计、实施和评估完全由人事部门一手包办，缺乏员工的充分参与，考核结果与责任人不能及时进行有效沟通，导致责任人不能理解考评结果而产生不满情绪;还有的是把考核流于形式，对考核成果不予应用，挫伤业务骨干人员的工作积极性;还有的绩效考核不能连续化、制度化，责任人不能从思想上、行动上真正重视绩效考评工作，使绩效考核的激励作用不能得以体现，考核成果不能充分发挥作用。 由此可见，问题的根源还是出自企业自身，缺乏一个良好的制度基础和运行环境，再好的制度也无法发挥其应有的功效。那么，如何才能真正发挥绩效考核的激励作用，充分调动员工的积极性, 首先，企业必须消除员工对绩效考核的恐惧和抵触心理，要让员工认识到绩效考核并不是对他们“秋后算账”。考核的结果可以让管理层充分了解每个员工当前的绩效状态，从而更好地制定调迁、升降、委任、奖惩等人事决策。同时，通过考核结果的反馈，被考核者也可以清楚地看到自身在工作过程中存在的问题，与其他员工相比自己有哪些优势和不足，力求在未来的工作中扬长避短，取得事业上更大的进步。因此，一个良好运作的绩效考核制度完全可以实现企业和员工的“双赢”。 其次，开展绩效考核时企业要做好人员岗位的合理安排，要有详细的岗位职责描述， 明确工作目标和职责，尽量将工作量化，为考核指标的设定打下良好基础。绩效指标的设计力求科学，避免盲目追求面面俱到和“一刀切”，还要注重各个不同职能部门之间的相互协调。绩效考核的最终目的在于激励员工，因此，企业薪酬分配体系的设计必须和绩效考核体系保持高度的一致，不管是个人奖金还是职位的变动，企业员工绩效考核的结果都必须要有相应的个人利益兑现。 第三，对考核成果要充分进行利用，要及时由管理人员对有关的责任人进行沟通，对考核结果指出的责任人的优点给予充分的、具体的肯定，最好能以事例补充说明，让责任人感觉到领导不是泛泛地空谈，而是真诚的认可。对于被考核者存在的不足，要明确提出，并问清楚责任人原由，听取他对改进工作的意见建议，如有道理要尽可能采纳。如继续任用，则应提出具体的建议要求及改进工作的途径，以保证工作质量提高。即使不再任用，也要明确提出，使责任人充分理解，使之心服口服。 任何事物都不可能至善至美，绩效考核也不是包治百病的灵丹妙药。企业在推行绩效考核时sit, stood watching, slack. We can't wait, drag, dialectical, and strive for an early reverse. To strengthen education and training. Leading cadres should have a professional thinking, professionalism, professional way. District Committee party school and county level theoretical study Central Group of the Party Committee leaders to address gaps in knowledge, experience blind, weakness, precision of theoretical training, policy training, it training, management training, and regulatory training, highlights the pertinence and effectiveness of ensuring political qualities of leading cadres to keep up, thinking to keep up with, knowledge structure to keep up with and ability to keep up with, expert economic and social management. Discipline must be strengthened. Party committees at all levels should adhere to the overall strictness, discipline ... And political rules, effectively enhance political par core awareness, situation awareness, consciousness and awareness. To strengthen care and support. From "love" starts with protection on cadres, strict management of cadres at the same time, cadres on political motivation, work, psychological care, General relief, shelter, security, promoting the cadres and feel comfortable, confident, positive, and dare to play. To established fault-tolerant exemption mechanism, let officer of people not chilling, seriously implementation types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 如果不注意解决好以上问题，其结果可能适得其反。 采用差异化的奖励手段调动员工积极性 米契尔•拉伯福在其出版的一本小册子《世界上最伟大的管理原则》中认为，当今许多企业、组织之所以无效率、无生气，归根到底是由于它们的员工考核体系、奖罚制度出了毛病。“对今天的组织体而言，其成功的最大障碍，就是我们所要的行为和我们所奖励的行为之间有一大段距离。”拉伯福说，他所辛辛苦苦发现得来的这条世界上最伟大的管理原则就是:“人们会去做受到奖励的事情。” 诚然，员工确实是会去做受到奖励的事情，但有一个前提，就是这个奖励必须能够被受到奖励的人所认可才能称得上是好的奖励，可以达到激励员工的目的。如果实行的奖励对于受奖励的人来说并不算作是很有价值的，那么这种奖励显然不可能达到预期的效果。人与人之间的价值取向是存在差异的，同一种激励手段对一部分员工会起到很好的激励效果，但是对另外一部分员工的效果可能就不会那么明显。另外心理学的研究也表明，如果一个人反复得到相同的奖励，那么这种奖励对他的刺激作用将会逐渐减少，这一现象也符合边际效应递减的规律。 具体来说，一般的企业中的员工大致可以分为两种，一是一线的生产工人，二是具有较高学历的技术人员和管理人员，这时对这两类员工的激励手段就应该采取差异化的方式。考虑到高层次的技术人员和管理人员是企业价值的重要创造者和企业的核心力量，同时这些员工一般来说在经济上都已经达到了一定的水平，如果采取的还仅仅是奖金或者增加工资的方式，就很难进一步提高此类员工的工作积极性。这类员工在基本的物质方面得到满足之后，对内在的精神方面，比如成就感的需求就会更多一些。而且对于这类员工，企业迫切希望能将他们长期的留下来为企业服务，因此，对于那些技术人员和管理人员，公司除继续提供高工资外，还应该增加福利待遇，如低租金的公寓(可以针对单身的技术人员和管理者)，各种福利保险等，同时还应提供培训的机会。更重要的是，公司应该及时了解他们希望得到的奖励，并尽量给予满足。公司除尽量提供优厚的物质待遇外，还应该注重在精神上给与激励，如设置优秀员工奖、提供晋升的机会、授予更重要的工作以进一步给员工挑战自我的机会等。另外创造宽松的工作环境对这部分员工来说也很重要。 我们曾经在一家化工企业作过访谈，这家合资企业的老总告诉我们:“公司的发展动力主要来自于内部的技术人员和中高层管理人员，这些员工在经济水平上来说已经相当不错了，这时如何进一步调动他们的积极性呢,当时上海还刚刚出现购买私家车的势头，私家车是身份和社会成就的象征，于是公司决定对对企业效益有一定贡献的员工给与购车补贴和汽油补贴，这一措施极大的调动了技术人员和中高层管理者的工作积极性，使企业的效益保持了持续的增长势头。” 而对于一线的生产工人来说，他们的物质水平相对于其它职业一般比较低，从个人需求来讲，采用物质激励会更有效。从企业利益的角度考虑，生产工人一般从事的是简单劳动，工作的技术含量比较低，相对来说创造的价值较低，并且对于这部分员工人力市场的劳动力供应充足，所以对于他们采用物质激励不仅更有效、适用，而且还很经济、节约成本。公司按照她们工作的完成情况给予物质奖励即可。 上面所述仅仅是针对生产企业的员工激励而言，对于知识型的公司来说，更要进一步对员工需求进行细分，以采取恰当的激励手段。总而言之，重要的是要深入的了解员工的实际需求，有针对性地进行奖励，使激励的效用达到最大化。 员工工作积极性的测量框架 员工工作的积极性是与员工对工作的满意度具有一定的相关关系的。较高的员工满意度是员工工作积极性高涨的一个必要条件，但不是充分必要条件，就是说要有较高的工作积极性，必须有较高的员工满意度，而有了高水平的员工满意度却不一定能使员工积极性达到高水types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 平。由于积极性和满意度之间这种相关性的存在，在对员工工作积极性进行测评的时候应该参照员工对工作的满意程度。 如何评价员工的工作积极性呢,可以采取主观测评和客观测量相结合的方法。从主观上来看，采用上司主观测评的方法可以对企业内部的员工积极性水平有一个大致的了解，但这种方法很难做到对整个公司的员工工作积极性水平进行统计描述，这时我们就要结合问卷调查的方法来取得数据资料，以便对员工工作积极性的水平进行测评。一般来说，可以把员工工作积极性的表现分为两个维度:主动性、消极性。 其中，员工工作积极性的主动性因素包括: 主动帮助缺勤的同事去处理积压的工作; 主动去做不是职责范围内的工作; 主动帮助新同事适应新环境; 主动分担其他同事的工作量; 主动协助领导的工作; 主动提供意见以改善团队的工作; 主动参与对企业形象有帮助的活动; 在没有报酬的情况下超时工作; 下班后仍想工作; 如不能准时上班会预先通知并做好工作安排; 员工工作积极性的消极性因素包括: 经常上班刚好准时或者迟到一点; 缺勤率比别人要高; 迟到或早退的次数刚好等于或超过公司规定的次数; 工作休息次数、时间超过单位的一般规定; 临近下班时间减慢工作速度; 在工作时间与别人闲谈。 另外，企业还可以根据考勤的数据来推测员工的工作积极性水平，如统计缺勤率、迟到率、早退率等。 采用上面的调查框架进行数据收集之后，就可以对企业内部的员工工作积极性水平及其表现方式进行分析了。对积极性水平的统计描述可以看出企业员工积极性的平均水平和方差，以了解员工之间在工作积极性上是否存在差异，是否是水平一致，还是有的员工工作积极一些，而另外一些员工相对来说则不是很积极。 另外，还可以对员工工作积极性的表现形式进行分析，用SPSS统计软件包可以轻松的建立此模型。了解了员工工作积极性的表现形式，就可以进一步对造成这种现象的原因进行假设分析，从而找到提高员工积极性的具体激励措施。 >24)&0xff;return this.FONTMAP.substring(2*(id-1),2*id);}" color=#000000 size=4>如何经营员工的责任心 员工的责任心，就是企业的防火墙。其实许多企业巨人轰然崩塌与员工的责任心缺失有关。而员工的责任心缺失，又与企业经营员工责任心的能力有关。 责任心缺失“点燃”灾难 2004年2月15日，吉林市中百商厦发生特大火灾，造成54人死亡、70余人受伤，经济损失难以估量，对社会的负面影响更是难以用数字来形容。而导致这场特大火灾的直接和间接原因是什么呢,事后查明原因有三:一是火灾是由中百商厦雇员于洪新在仓库吸烟所引发;二是在此之前，中百商厦未能及时整改火灾隐患，消防安全措施也没有得到落实;三是火灾发生当天，值班人员又擅自离岗，致使民众未能及时疏散，最终酿成了悲剧。而这三方面无一不涉及到员工责任心问题。 先听听吸烟致火的于洪新事后的忏悔:“我不小心把烟头丢在仓库sit, stood watching, slack. We can't wait, drag, dialectical, and strive for an early reverse. To strengthen education and training. Leading cadres should have a professional thinking, professionalism, professional way. District Committee party school and county level theoretical study Central Group of the Party Committee leaders to address gaps in knowledge, experience blind, weakness, precision of theoretical training, policy training, it training, management training, and regulatory training, highlights the pertinence and effectiveness of ensuring political qualities of leading cadres to keep up, thinking to keep up with, knowledge structure to keep up with and ability to keep up with, expert economic and social management. Discipline must be strengthened. Party committees at all levels should adhere to the overall strictness, discipline ... And political rules, effectively enhance political par core awareness, situation awareness, consciousness and awareness. To strengthen care and support. From "love" starts with protection on cadres, strict management of cadres at the same time, cadres on political motivation, work, psychological care, General relief, shelter, security, promoting the cadres and feel comfortable, confident, positive, and dare to play. To established fault-tolerant exemption mechanism, let officer of people not chilling, seriously implementation types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 里，没有踩灭，造成了这样的后果，我深感后悔。我后悔自己的防火意识太差，就这么一个小烟头，惹了这么大的祸。如果世界上有后悔药，就是用我的命去换，也值得。”第二方面原因——没有及时整改火灾隐患。这时许多人常认为:“着什么急，不见得这两天就出事”，如果往另外一面想:万一出事呢,想想出事的后果，想必就会立即整顿;第三方面原因——值班人员擅自离岗。干什么去了,显然他认为:“不可能离开一会儿就出事吧～” 这一探究，这起特大火灾事故与吉林市中百商厦的员工责任心缺失严重密切相关。换句话说，吉林中百商厦对员工的责任心经营管理不善。 责任心体现在细微之处 俗话说:润物细无声。需要责任心的地方，并不一定都马上涉及企业的生存，反而往往是那些看似无大碍的小节之处。而这些小节的积累，往往就注定了企业的命运。 前一时期，一位业内朋友聊到他遇到了一个令他费解的问题:他给一位企业老板发送一封电子邀请函，连发几次都被退回，与那位老板的秘书查询时，秘书说邮箱满了。可四天过去了，还是发不过去，再去问，那位秘书还是说邮箱是满的～试想，不知这四天之内该有多少邮件遭到了被退回的厄运,而这众多被退回的邮件当中谁敢说没有重要的内容,如果那位秘书能考虑这一点，恐怕就不会让邮箱一直满着。作为秘书，每日查看、清理邮箱，是最起码的职责，而这位秘书显然责任心不够。人们还经常见到这样的员工——电话铃声持续地响起，他(她)仍慢条斯里地处理自己的事，根本充耳不闻。我也见过这样接待投诉的员工:一屋子人在聊天，投诉的电话铃声此起彼伏，可就是不接听。问之，则曰:“还没到上班时间。”其实，离上班时间仅差一两分钟，就看着表不接。我也曾听到过有些客户服务部门的员工讲述自己部门的秘密:“五点下班得赶紧跑，不然慢了，遇到顾客投诉就麻烦了——耽误回家。即使有电话也不要轻易接，接了就很可能成了烫手的山芋。”这些问题看起来是微不足道的小事，但恰恰反映了员工的责任心。而正是这体现员工责任心的细小之事，关系着企业的信誉、信用、效益、发展，甚至生存。 员工缺乏责任心的病根 首先是管理者不知道该如何体现和增强员工的责任心。这属于经验少，智慧不够，思维能力不足的表现。 其次是企业的管理者思想懈怠或疏于管理监督，员工自然跟着懈怠。领导懈怠一，员工能松懈十。 再次是源于人的懒惰天性。企业原本规章制度执行得很好，时间一长自然懈怠，思想上一放松，责任心就减弱，行为上自然就松懈。体现在日常的工作中就是执行力下降，很多问题就是由此而生。 体现责任心的三阶段 责任心体现在三个阶段:一是做事情之前，二是做事情的过程中，三是事情做完后出了问题。第一阶段，做事之前要想到后果。第二阶段，做事过程中尽量控制事情向好的方向发展，防止坏的结果出现。第三阶段，出了问题敢于承担责任。勇于承担责任和积极承担责任不仅是一个人的勇气问题，而且也标志着一个人的心地是否自信，是否光明磊落，是否恐惧未来。 那么究竟该如何经管员工的责任心,我的经验是:“综合治理，多管齐下”——科学设计流程、强化管理、行为教育、点亮员工的心灯。 经营责任心之一 严格流程 要想保证员工尽职尽责，首先对业务流程、服务流程和管理流程等所有工作流程要科学设计，从流程上确保工作质量，只有流程上科学合理，才能高效。比如:邀请一批嘉宾参加企业的重要活动，通过电子邮件的形式发送给对方，整个工作流程应该如下:◎发送全部邮件。核对好邮件地址后，把邮件全部发出，并做好邮件发送记录，保存好邮件，以便后来的再次发送和核对。 ◎检查有无退回。发现退回者再核对邮件，重新发送原邮件，发送后再检查退回状况。 ◎逐一打电话核对收到没有。有时邮件尽管发送出去了，但由于各种原因对方没有收到，为没有收到者应重新发送原邮件。 ◎询问收到的是否是自己所要发送的邮件。有时存在误发邮件的可能。 ◎询问邮件清楚与否。询问是否有乱码和内容完整程度。 ◎核对内容的主要条款。对方尽管收到了完整清晰的邮件，但是也应当电话核对主要条款，比如:时间、地点、具体事项、关键人物、所要准备的工作等等，容易混淆的要重点强调。这里目的有二:一是核对具体内容条款有没有错误;二是强化关键词，强化的作用是防止对方看错或理解错误等以引起对方的重视。 而一般情况下员工是怎么做这项工作的呢,六道程序中能把第一道程序做types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 好就不错了～但如果我们把工作流程能这么严格地规定出来，要求必须完成所有程序，员工的责任心也就有章可循、有的放矢了。什么叫管理,管理就是把复杂的问题简单化，简单问题流程化，流程问题表格化。 仅流程化、表格化还不够，还应该标准化。比如:就上面发送邮件的六个关键步骤而言，什么时间内完成发送，邮件发出后多长时间检查邮件退回，多长时间内要求做何处理„„都要有标准。不然，邮件发出去了，三天以后才检查，而此时活动就要开始了，检查还有什么意义,所以标准化是流程设计的最高要求，对工作理解把握得透彻与否，决定着流程设计标准化的质量。 所有的经营管理事务工作都应流程化、标准化。没有流程化和标准化，就很难统一要求，每个人都由着个人的性子来，企业竞争力也就无从谈起。只要把流程设计得科学合理，做到了标准化，那么所有参与工作的人的岗位责任也就设计进去了;只要照此流程和标准去做，自然也就尽职尽责了。 经营责任心之二 强化制度监管 我们对员工按照流程和标准进行要求，而要求的内容，就是制度。制度是从物质上、精神上等多方面约束，是强迫员工按照流程标准来做、强迫员工尽职尽责的手段。如果说流程是流水的钢管的话，那么制度就是钢管之间的铆钉。企业要通过制度，让员工明白违反流程、不尽职的代价是什么, 监管是管理工作所必须的，监管分传统人力上的监管和技术上的监管，随着工作复杂程度的提升，技术监管也越来越重要。制度是死的，是条文性的东西，有了制度没有人监管，等于没有制度。监管者首先自己要遵守应该遵守的制度，其次还要破除情面不徇私情进行监管，监管同样需要智慧，需要原则和灵活相结合。如果说制度是铆钉，那么监管就是上铆钉的工具，它可以让铆钉紧，也可以让铆钉松动;它可以让管道畅通，也可以让管道堵塞起来。所以监管直接决定流水的管道、流水的效果。 经营责任心之三 教化人心 仅有流程制度和监管，员工就一定按流程和标准做了吗,显然未必。那就要通过行为教育来进行。如果说流程和管理工作是硬性的强迫性约束，那么行为教育则是让员工自愿接受约束，起到春风化雨的作用，这就是教化的作用。行为教育分两部分:一部分是对工作人员进行培训教育，另一部分是领导者的示范作用。 对工作人员进行培训教育，是企业领导者最基本职责之一，也??责任心都充分体现出来，必须首先让员工学会遵守工作流程，严格按工作标准工作，不违反工作制度，自觉接受组织监管。要做到这一点，必须对员工进行培训、教育。何为培,培:培土;培养。在树苗四周堆上土叫培，目的有二:一是保护，不被风刮倒;二是保养，添加养料。何为训,就是告诉人们不该做什么。训导，就是告诉人们应该做什么，应该怎么做;训练，就是反复做，把应该做的事情按正确的方法反复演练。训练的目的就是达到熟练掌握和习惯自觉的程度，使工作人员养成按工作流程和标准工作的习惯。 通过培训教育，使员工自觉自愿地反复做正确的事情，把演练和实战相结合，使员工达到对业务流程熟悉的程度，对业务标准形成条件反射的程度，行为达到习惯的程度，达成统一的行为模式和企业氛围，从而提高整个组织的责任心，构建企业的防火墙。这样，才能谈得上企业对员工责任心的经营。 行为教育最好的方式就是领导身体力行。想要员工有责任心，那么作为企业的经营管理者必须身体力行，起到模范的作用。领导一正能压百邪，领导邪一寸，下属能邪百里。如果只是要求一般的工作人员如何按照流程和标准来做，要求一般工作人员严格按制度办事，而作为领导者超越制度和监管，出了问题，领导率先逃避责任，那么无论怎么培训教育，员工的行为也不会好到哪里去。只有领导敢负责任，员工才能敢负责任。 经营责任心之四 点亮员工的心 无论是通过流程设计和强化管理来约束员工岗位尽职尽责，抑或是通过行为教育来让员工主动自愿接受约束，达到岗位尽职尽责的目的，这都是来自员工外部的压力和驱动力，那么要使员工做到自我驱动和远行，必须做好员工的职业生涯规划，点亮员工的心灯。 一般人们会认为员工的职业生涯规划是员工自己的事情，企业只是使用和管理员工。这是错误观点。企业要想开发出员工的最大潜能，使员工最大限度地为企业创造财富，那么就必须从员工的职业生涯上下功夫，真正帮助员工规划好未来的人生蓝图，点燃员工心中的灯火，让灯火照亮员工前进的道路。只有帮助员工做好职业生涯规sit, stood watching, slack. We can't wait, drag, dialectical, and strive for an early reverse. To strengthen education and training. Leading cadres should have a professional thinking, professionalism, professional way. District Committee party school and county level theoretical study Central Group of the Party Committee leaders to address gaps in knowledge, experience blind, weakness, precision of theoretical training, policy training, it training, management training, and regulatory training, highlights the pertinence and effectiveness of ensuring political qualities of leading cadres to keep up, thinking to keep up with, knowledge structure to keep up with and ability to keep up with, expert economic and social management. Discipline must be strengthened. Party committees at all levels should adhere to the overall strictness, discipline ... And political rules, effectively enhance political par core awareness, situation awareness, consciousness and awareness. To strengthen care and support. From "love" starts with protection on cadres, strict management of cadres at the same time, cadres on political motivation, work, psychological care, General relief, shelter, security, promoting the cadres and feel comfortable, confident, positive, and dare to play. To established fault-tolerant exemption mechanism, let officer of people not chilling, seriously implementation types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people 划，员工才能明确自己的发展目标，才有可能增强自身的责任意识。 那么企业该如何点亮员工的心灯呢,企业用什么来点亮员工的心灯呢,回答是企业必须用企业的心灯，点亮员工的心灯。没有心灯的企业或者心灯不亮堂的企业，又怎能点亮员工的心灯，照耀员工前进的道路呢,那么谁又是企业的点灯人,这更是值得玩味无穷和探讨的话题。 如何提高团队效率 创业要建立自己的团队,而团队要达到应有的效率，唯一的条件是每个成员都要学会集中力量。你必须了解团队的能力，以确保团队的成功。如何调动团队成员,提高整个团队的工作效率呢,以下供参考: 1. 若有出错，一定要作全面性、公开化的分析，找出方法以改变有碍任务推展的团体行为。 2.记住要在工作中穿插安排娱乐调剂身心??这是每个人应得的福利。 3. 如果你希望团队成员有问题时能毫不犹疑地找你谈，就要实施“开门政策”。 4. 要让有经验的人解决问题，也要求提出问题的人解决问题，尽可能多地授权给团队成员。 5. 记住采用对事不对人的处事态度。使用不带感情只问事实的态度，是化解纷争的最好方法。 6. 事先于会前发出议程，预留时间给与会者准备。 7. 努力保持团队内外关系的均衡与平稳。倘有麻烦在团队关系中发酵酝酿，要尽快处理。 8. 找寻建议中的精华，且绝不在公开场合批评任何建议。脑力激发出的意见，就算不采用，亦不得轻视。否则，会打击人的积极性，创意的流动也会因此停止。 9. 分析团队成员每个人所扮演的角色，谨慎分派角色以避免任务重复。让团队成员皆了解团队中的其它角色，鼓励同事间自由的沟通活动。 10. 公平对待每个成员才能避免怨恨。确定团队成员真正有错之前，都须视他们没有错。 12. 尊重每一位成员，包括那些给你制造麻烦的人。避免和团队成员有直接的冲突。 13. 告诉同事他们做得很好，这有助于激励团队士气。让整个团队都能够从解决问题中学习经验。 14. 计算品质的成本之前，先计算失败的成本。 15. 针对每笔预算及每项团队行动计划，设定重大的改进目标。 types: one is the lack of capacity, "cannot be". Full stopped cutting Hou, some people spirit slack, in its bit not conspiracy to its political, not Dan thing, and not steward, and perfunctory, some cadres on innovation development "six big industry", and advance supply side structural reform, and "three to a drop a fill" and PPP mode, new knowledge not familiar, and not learning, and not study, skills panic, carried out work to no avail, and loss, on in there, by to. Second, lack of motivation, "don't want to". Pipe tightening now, not seeking privileges, some cadres enthusiasm weakened progressive consciousness, and do the work, look dry; some of the older, long-serving officials, ship to dock at the station, no longer willing to endure hardship to get tired, advance into the "remainder" State. In particular, some cadres do not clean all day, scary, absent-minded, in no mood for officers. Three acts as the lack of "dare". Some cadres responsibility consciousness not strong, can't play hardball face difficult problems, fear hit interests, and offend, fear work errors, and take risk, fear media hype, and into hot, encountered contradictions on around, met problem on hiding, see trouble on push, work up timid, and timid, and swayed, pursues more a thing than less a thing, not seeking active but seeking no had, even trying to avoidance thing avoidance accountability. Second, the dialectical strategy, positive change. Now some officials "for the officers not to" phenomenon has become a prominent issue, a few local and political ecology in a sub-healthy or unhealthy condition, colleagues of the circle, and the relationship, some people