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    3/27/2007

    Motivating employees

    Motivating employees

    Motivation is an internal drive that makes us do what we do. A manager does not provide the initial motivation - that comes from inside the employee. It is already there and is based on a combination of genetics and character traits that were formed in the early development years. But what a manager can do is first acknowledge that different employees have different psychologies and are therefore motivated differently. A good manager will also be able to identify their employee's different motivations and then try to influence them in the workplace.
     
    FOr most of us, we do our best work when we take the projects personally, thus motivation comes from an internal drive. However, there are certain factors outside of us that can influence our internal needs and desires. Finding and using these external factors for each employee under their supervision is the manager's job.
     
    Perhaps the most commenly used method to influence an employee's motivation is by providing some kind of reward. This may ne in the form of salary, bonus, incentive, non-cash recognition, training, mentoring, rotational assignments and other developmental opportunities. This can be effective but only temporary as it may influence behavior for a short time but then the influence goes away and the employee seeks a new reward to improve performance. As a result, the manager's challenge is to learn what their own employees are motivated to do. Once you acknowledge this and want to be a motivational manager, you might consider the following international best practices with your own employees:
    • Compliment employees on their work
    • Show patience and concern
    • Let employees share responsibility for improving the work process
    • Appreciate the quiet workers - not just the outspoken ones
    • Share your vision often
    • Encourage employees to do things for themselves
    • Tie salary raises to performance - not just seniority
    • Encourage innovation
    • Explain often how an employee's work helps the company
    • Communicate corporate strategies and new policies
    3/26/2007

    下雨的夜晚适合早点睡觉

    周末和雷志勇去打球
    很久不打蓝球的原因
    周日睁开眼时全身的肌肉酸痛
    晚上失眠
    看了一会金刚经坛经
    直到凌晨2点多
    才有困的感觉
    新的一周就这样开始了
    坐在办公室第一件事就是把最近一周的重点写下来
    然后一件一件的规划
        上海大众要来公司评审
        上海通用的EPSILON和DELTA项目也在步履声近
        上汽的S161平台迫在眉睫
        西门子的项目报价
        博世的电喷项目
     
    下班时开始下雨
    饭后坐下来上网看看新闻
    夜里喝红酒的催眠效果是很好的吧
    很快就感觉的到
    3/24/2007

    3年没有恋爱了
    有关爱的定义
    现在的我总是在拿过去的标尺做衡量
    或许它
    已经是我心底被定义成超高等函数的解了
    那个等于n的时间
    等于不愿意理会的省略号......
     
    有时还会梦见一个“她”
    用心向她看去是那么纯粹
    轻轻的含情的笑
    显然是梦
    我也不忍心吵醒自己
    却觉得自己傻傻的可笑
     
    想年轻的人还整天把爱挂在嘴上--什么是爱什么是永恒
    类似的话题让我多少的失去兴趣甚至是耐心
    完全没有想法聆听外星人乏味的音符
    想起大四时爸爸说我两年内不要恋爱了“你太重感情,认真的干两年事业再碰感情吧”
    一转眼三年过去了
    自己真的对那东西敬而远之了
    或许这是另一种对爱的蓄积和思考吧
    我更相信爱像陈年的红酒
    慢慢的默默的品味
                    深长而韵味
    犹如前生今生来生--情仇爱恨交织的沉淀
                    无需诠释和渲染
                                    却总值得我默默的期待和守候
     
    深夜里
    自己对着音乐喝着红酒
    慢慢的
    心情如此的舒畅和轻柔

    路转溪头忽见

    周三晚上从温岭赶回上海已经晚上10点多
    一路疲劳压抑着自己
    日复一日播洒着自我安慰的肥料
    找着借口给自己停止思考开脱
    给辛志伟电话后
    呼的一阵清风
    一面硕大的镜子耸立在自己的面前
    尽管是地铁上面前是那些疲惫的灵魂
    竟看的见镜子里突然闪现的自己
    --那个充满激情自信傲慢的家伙
     
    我崇尚狼
    即使孤独的哭嚎
    也总是寂寞沙漠和山野中的野魂
    不会在乎天寒与冷寂
    穿梭中总是不屈的坚韧和敏捷
    君子和小人一线之差
    却总是坚持着自我
    真正的君子更是难以驯服和低头
     
    在SOFIMA工作半年了
    性格平滑很多
    做事的风格也在算盘上打得中规中矩
    可是一股来自骨子里的倔强突然萌生了起来
    原始的野性和霸气 还有傲慢
    瞬间回归的元神
    对天空吸一口冷冷的气
    一阵白雾
     
    人的心态比别人幼稚在复杂的社会中是可怕的
    可是人失去自己的尊严和傲慢是可悲的
    3/12/2007

    不同的春天

    今年春节东北没有下雪
    可是没出正月却下起劲儿来
    大暴雪是几十年不见
    想起小时候大雪有膝盖那么深
    也不用上学就呆在家里
    还可以和哥哥在院子里堆雪人
    开心得甚至忘了吃饭
    大人和孩子看问题就是不一样
    不知道这样无常的气候还会怎么样
    祝愿这是瑞雪兆丰年
     
    周末炒了几个菜
    把桌子放在阳台上
    大大的太阳把热洒在脸上
    有点困困的
    非常舒服
    骑车出去转一圈
    又快到最美丽的四月了
    四川一定又是满地的油菜花
    金黄的一片让人惬意和遐想
    新鲜暖和的风带着那黄色的浪拂面吹来
    是生机盎然充满无限的希望和直觉
    是对美好充满信心的希望
    对即将赶来的机遇的直觉
     
    还在悄悄的追寻那种感觉
    默默的积累和学习之后
    在春天来临的时候
    在无为人知的远处
    有我要找的一切