MBA作业-激励理论在建筑工程中的应用。本文是一篇留学生MBA作业范文，主要内容是介绍适用于劳动力的大多数激励概念都始于这样一种假设，即行为至少部分是为了满足需求或动机。动机的定义包括：
“愿意努力实现组织目标，前提是这种努力满足个人需求的能力”。
“员工的工作动机包括所有的驱动力、力量和影响——有意识的或无意识的——使员工想要实现某些目标”
动机有很多定义，但其基本概念似乎是“个人内部的某种驱动力，通过这种驱动力，他们试图实现某种目标，以满足某种需求或期望”。Rudolph和Kleiner和Armstrong认为，动机可以分为两类，内在动机和外在动机。
外在动机与“有形利益”有关，如工资、附加福利、安全、服务合同、晋升、工作环境和工作条件。
下面就一起看一下这篇留学生MBA作业范文。
Most concepts of motivation that apply to the workforce begin with the assumption that behaviour, at least in part, is directed towards the satisfaction of needs or motives. Definitions of motivation include:
“Willingness to exert effort to achieve the organization’s goals, conditioned by this effort’s ability to satisfy individual needs” (Robbins & Coulter, 1996).
“An employee’s motivation to work consists of all the drives, forces and influenced- conscious or unconscious- that cause the employee to want to achieve certain aims” (Graham and Bennett, 1998 p60)
“Processes that account for an individual’s intensity, direction and persistence of effort towards attaining a goal.” Robbins and Judge (2009, p.209)
There are many definitions of motivation, however the underlying concept appears to be that, “some driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation” (Mullins, 2002, p418). Rudolph and Kleiner (1989) and Armstrong (1999) suggest that it can be divided in to two categories, intrinsic and extrinsic motivation.
Extrinsic motivation is related to ‘tangible benefits’ such as salary, fringe benefits, security, contract of service, promotion, the work environment and conditions of work.
Whereas intrinsic motivation relates to ‘psychological’ rewards such as the opportunity to use one’s ability, a sense of challenge and achievement, receiving appreciation, positive recognition, and being treated in a caring and considerate manner.
而内在动机则与“心理”奖励有关，比如有机会发挥自己的能力、挑战感和成就感、获得赞赏、积极认可以及被关怀和体贴地对待。
The importance of the construction industry in relation to the general economy 建筑业在总体经济中的重要性
The building and construction industry is essential to welfare and prosperity in the UK. In 2011 the Gross Value Added of the construction industry in the UK was £89.5 billion, 6.7% of total GVA (Gross value added).
建筑业对英国的福利和繁荣至关重要。2011年，英国建筑业的总附加值为895亿英镑，占总GVA（总附加值）的6.7%。
There were 2.04 million workforce jobs in the UK construction industry in March 2012, 6.4% of all workforce jobs.
The GVA of the industry fell in 2008, 2009 and 2010 both in terms of £billions but also its share of the total economy, 2011 saw a slight recovery but the GVA of the construction industry remained below pre-recession levels.
2012年3月，英国建筑业有204万个劳动力岗位，占所有劳动力岗位的6.4%。
2008年、2009年和2010年，建筑业的GVA下降了数十亿英镑，但其在总经济中所占份额也有所下降。2011年略有回升，但建筑业GVA仍低于衰退前的水平。
The importance of motivation 激励的重要性
Motivation is extremely important to organisations and companies of all sizes; in a competitive market place such as the construction industry it is vital that staff members are motivated in order to convert physical and financial resources into useful products, ultimately helping to reduce the cost of operations.
激励对于各种规模的组织和公司都极其重要；在建筑业等竞争激烈的市场中，激励员工将物质和财务资源转化为有用的产品至关重要，最终有助于降低运营成本。
According to Sabah Karimi (2010) “Motivation is important in order to be able to attain the organization’s goals and to accomplish long and short term objectives.”
根据Sabah Karimi的说法，“激励对于实现组织目标和实现长期和短期目标至关重要。”
Managers strive to motivate people in organisations to perform at high levels. This means getting them to work hard, to come to work regularly and to make positive contributions to the organisations goals. However job performance not only depends on motivation but also ability and environmental factors.
管理者努力激励组织中的员工在高水平上工作。这意味着让他们努力工作，定期工作，为组织目标做出积极贡献。然而，工作绩效不仅取决于动机，还取决于能力和环境因素。
The relationship of Performance can be stated as follows: 绩效关系可表述如下
P = M + A + E
With, P = performance, M = motivation, A= ability, and E = environment
其中，P=绩效，M=动力，A=能力，E=环境
To generate high levels of performance an employee must be motivated to do the job, must have the ability to complete the job effectively and must be provided with the necessary equipment/information to do so.
为了产生高水平的绩效，员工必须有积极性去完成工作，必须有能力有效地完成工作，并且必须为其提供必要的设备/信息。
Mullins (2002) refers to work by Krietner et al. who proposes that although motivation is a necessary contributor for job performance, it is not the only one. Alongside ability, motivation is also a combination of level of skill, knowledge about how to complete the task, feelings and emotions, and facilitating/inhibiting conditions not under the individuals’ control.
Mullins提到了Krietner等人的工作，他提出，尽管激励是工作绩效的必要因素，但它并不是唯一的因素。除了能力，动机还包括技能水平、如何完成任务的知识、感觉和情绪，以及不受个人控制的促进/抑制条件。
Performance and satisfaction are areas commonly discussed when talking about motivation. Organisations not only want operatives that are productive, but they also want to ensure that their workforce is satisfied in order to reduce employee turnover.
绩效和满意度是谈论动机时经常讨论的领域。组织不仅需要有生产力的员工，还希望确保员工满意，以减少员工流失。
“Boredom and frustration at work is often the result of an employee’s lack of involvement with the company’s goals and a feeling that their ideas are not wanted or listened to. For the employer, staff turnover increases as employees walk out of the door for more interesting jobs.” (Management today)
Despite being discussed, there has been little scientific research in to the relationship between satisfaction and productivity and whether operatives are motivated so they are satisfied, productive or both.
“工作中的无聊和挫败往往是员工对公司目标缺乏参与，感觉自己的想法不受欢迎或听不到的结果。对雇主来说，员工流失率随着员工走出大门，寻找更有趣的工作而增加。”
尽管进行了讨论，但对于满意度和生产力之间的关系以及操作员是否有动力使他们感到满意、富有成效或两者兼而有之，几乎没有科学研究。
The importance of motivation is clear and can be summarised in the following quotation: 激励的重要性是明确的，可以在以下引文中总结：
“Motivation may be defined as the degree to which individuals commit effort to achieve goals that they perceive as being meaningful and worthwhile” Johnson, & Johnson, 2003
However, it is slightly unclear are the factors that motivate operatives, if the techniques applied by management are successful, and what the relationship is between satisfaction and productivity.
“动机可以被定义为个人努力实现他们认为有意义和有价值的目标的程度”
然而，目前尚不清楚激励员工的因素，管理层采用的技术是否成功，以及满意度和生产力之间的关系。
Therefore the aims for this research are to: 因此，本研究的目的是
Understand what motivates construction operatives, by ranking their needs, motivators and de-motivators.
Establish what site managers perceive motivates operatives, and compare whether they are of the same opinion as the operatives.
Compare the findings of this study with previous research, and establish any differences in opinion
Discuss the issue of satisfaction and productivity and establish if there is a relationship between the two
通过对施工人员的需求、激励因素和去激励因素进行排序，了解是什么激励了施工人员。
确定现场经理认为什么激励了操作员，并比较他们是否与操作员意见相同。
将这项研究的结果与之前的研究进行比较，并确定任何不同意见
讨论满意度和生产力问题，确定两者之间是否存在关系
MOTIVATIONAL THEORIES & THEIR APPLICATION IN CONSTRUCTION 激励理论及其在建筑中的应用
There are various theories which endeavour to quantify what motivation is, all which are partially true. However a generalised theory that applies to all individuals in different circumstances has not yet been theorised.
有各种各样的理论试图量化什么是动机，所有这些理论都是部分正确的。然而，一个适用于不同情况下所有人的普遍理论尚未形成理论。
It is not essential to discuss all motivational theories but it is however important to identify that each one is different. This project will be expanding on data analysed from previous research which was collected in relation to Maslow’s hierarchy of needs theory. It also raises key points in regards to issues with satisfaction and productivity, this in which is linked to the work of Herzberg. This chapter will subsequently focus on the work of Maslow and Herzberg; other theories will be outlined briefly.
讨论所有的激励理论并不重要，但重要的是要确认每一种理论都是不同的。该项目将根据马斯洛需求层次理论收集的先前研究中分析的数据进行扩展。它还提出了与满意度和生产力相关的关键问题，这与Herzberg的工作有关。本章随后将重点介绍马斯洛和赫茨伯格的工作；其他理论将简要概述。
History of motivation 激励的历史
Motivation theories can be traced back over two centuries ago to the works of innovative theorists such as Robert Owen, Jeremy Bentham, and Elton Mayo who began to research and implement principles of motivational theories, there be it different models.
激励理论可以追溯到两个多世纪前的创新理论家的著作，如罗伯特·欧文、杰里米·边沁和埃尔顿·梅奥，他们开始研究和实施激励理论的原理，有不同的模型。
Robert Owen believed that by caring and looking after the needs of his employee’s they would be more reliable, efficient and longer lasting. He demonstrated pioneering management and ethical business policies which are now widely recognised and implemented within human resources today. His strategies inspired infant education, the need for safer working practices, the co-operative movement, trade unionism, and garden cities. Jeremy Bentham views are widely known as the ‘carrot and stick approach’, a metaphor relating to reward and penalties. Bentham believed that everyone is self-interested, motivated by either a desirable outcome or avoiding an unpleasant one. Although theories of motivation have been explored extensively since, reward and punishment is still considered strong motivators in our society today. Elton Mayo conducted various behavioural experiments to explore methods of motivating staff, from the research he conducted he concluded that staff were not only motivated by pay, work conditions and moral but also psychological and social factors. He also found that recognition and a sense of belonging are very important and that an individual’s attitude towards work is strongly influenced by those around them.
罗伯特·欧文相信，通过关心和照顾员工的需求，他们将更加可靠、高效和持久。他展示了开创性的管理和道德商业政策，这些政策如今在人力资源领域得到广泛认可和实施。他的战略激发了幼儿教育、更安全的工作实践、合作社运动、工会主义和花园城市的需要。杰里米·边沁（的观点被广泛称为“胡萝卜加大棒方法”，这是一种与奖惩相关的隐喻。边沁认为，每个人都是自私的，他们的动机要么是希望的结果，要么是避免不愉快的结果。尽管动机理论自那以后得到了广泛的探索，但奖惩仍然被认为是当今社会的强大动力。埃尔顿·梅奥进行了各种行为实验，以探索激励员工的方法。从他进行的研究中，他得出结论，员工不仅受到薪酬、工作条件和道德因素的激励，还受到心理和社会因素的激励。他还发现，认可和归属感非常重要，一个人对工作的态度受到周围人的强烈影响。
Outline of theories 理论概述
It is now possible to divide motivation theories into two categories, content theories and process theories.
现在可以将激励理论分为两类：内容理论和过程理论。
Content theories may also be referred to as need theories as they focus on the importance of establishing what motivates us, trying to identify the needs of individuals and thus relating motivation to the fulfilling of these needs.
内容理论也可以被称为需求理论，因为它们关注建立激励我们的因素的重要性，试图识别个人的需求，从而将动机与满足这些需求联系起来。
These theories are concerned with identifying people’s needs, their relative strengths and the goals they pursue in order to satisfy these needs (Mullins 2002). They include: 这些理论关注的是确定人们的需求、他们的相对优势以及他们为了满足这些需求而追求的目标。它们包括：
Maslow’ hierarchy of needs model 马斯洛需求层次模型
Herzberg’s two-factor theory Herzberg的双因素理论
Alderfer’s modified need hierarchy model 阿尔德弗修正的需求层次模型
McClelland’s achievement motivation theory 麦克莱兰的成就动机理论
McGregor’s X and Y theory McGregor的X和Y理论
Maslow’s Hierarchy of Needs 马斯洛的需求层次
Abraham Maslow introduced a hierarchy of needs in a paper written in 1943, called “A Theory of Human Motivation”. The hierarchy attempts to explain/propose factors that motivate an individual, Maslow suggested that people are motivated to fulfil basic needs before moving on to other, more advanced needs. The hierarchy is most commonly displayed in a pyramid format show in figure 1.
Maslow believes that we must first achieve physiological needs as they are vital for our survival. They include the need for water, air, food and sleep; these are classed as primary needs as all other steps in the tier are secondary until these needs are met.
亚伯拉罕·马斯洛在1943年发表的一篇论文《人类动机理论》中引入了需求层次。层级试图解释/提出激励个人的因素，马斯洛建议人们在转向其他更高级的需求之前，先满足基本需求。层次结构通常以金字塔格式显示，如图1所示。
马斯洛认为，我们必须首先满足生理需求，因为它们对我们的生存至关重要。它们包括对水、空气、食物和睡眠的需求；这些被归类为主要需求，因为在满足这些需求之前，该层中的所有其他步骤都是次要的。
Safety needs may also include factors that improve security; they are not as demanding as the physiological needs. Once we can sustain ourselves (tier 1) it then becomes essential to ensure our safety/security, examples of this may be protection from weather, health insurance, machinery, vehicles etc.
安全需求还可能包括改善安全的因素；它们没有生理需求那么苛刻。一旦我们能够维持自己（第1级），就必须确保我们的安全，例如天气、健康保险、机械、车辆等。
Social needs include our natural urge to feel accepted; examples of this may be with family, relationships or colleagues at work.
社会需求包括我们自然渴望被接受；这方面的例子可能是家庭、人际关系或工作中的同事。
Esteem needs include feelings such as self-worth, accomplishment and social recognition.
尊重需要包括自我价值感、成就感和社会认同感。
Self-actualisation needs represent the highest tier of the hierarchy and are needs concerned with self-fulfilment or personal growth.
Maslow believed that each tier must be fairly well satisfied before the needs of the next tier become important to the individual, however Oldcorn (1989) advocates that individual’s may not satisfy the first need to move on to the next until they reach the top of the hierarchy. He implies that in reality we try to satisfy a mixture of various needs at any one time. This can often be seen when individuals are put under pressure, sleep and food (physiological needs) may be deprived in order to complete an objective or goal (esteem needs).
自我实现需求代表了等级的最高层次，是与自我实现或个人成长相关的需求。
马斯洛认为，在下一层的需求对个人变得重要之前，每一层都必须得到很好的满足，然而Oldcorn主张，个人的需求可能无法满足第一层的需求，直到达到层次结构的顶端。他暗示，在现实中，我们试图在任何时候满足各种需求。当个人承受压力时，睡眠和食物（生理需求）可能会被剥夺，以完成目标或目标（尊重需求）。
This argument coincides with Wahba and Bridwell (1976) who reported that there was diminutive evidence to support the ranking of the needs or the hierarchical order, as his theory was difficult to test empirically; furthermore this meant that there are various interpretations of his theory and the clarity of his work has faded over time due to more recent publications by authors with more current views. Nevertheless the values of the tiers remain, regardless of the overlapping of needs.
这一论点与Wahba和Bridwell的观点一致，他们报告说，由于他的理论很难经验性地检验，因此有微小的证据支持需求或等级顺序的排序；此外，这意味着对他的理论有各种各样的解释，随着时间的推移，由于作者发表了更为近期的观点，他的作品的清晰度逐渐减弱。尽管如此，无论需求的重叠如何，层级的价值依然存在。
Herzberg’s two-factor theory Herzberg的双因素理论
Dr Frederick Herzberg conducted research in order to gain an understanding of what creates job satisfaction. Herzberg’s to-factor theory states there are certain factors in the workplace that cause satisfaction, and in turn different factors that create dissatisfaction. Herzberg divided these factors into two categories, hygiene and motivator factors. Principally hygiene factors are crucial in ensuring that workers are not dissatisfied, whereas motivators are needed to increase performance.
Frederick Herzberg博士进行了一项研究，以了解是什么创造了工作满意度。Herzberg的因素理论指出，工作场所中有某些因素会导致满意度，而不同的因素又会导致不满。Herzberg将这些因素分为两类：卫生因素和激励因素。基本上，卫生因素是确保员工不满意的关键，而激励因素是提高绩效的必要因素。
Motivators are regarded as factors such as challenging work, recognition, responsibility and personal growth; elements Maslow describes as ‘esteem needs’.
激励因素被视为具有挑战性的工作、认可、责任和个人成长等因素；马斯洛将这些元素描述为“尊重需求”。
Hygiene factors are extrinsic, these include; job security, salary, fringe benefits and company policies; elements of Maslow’s higher level needs. They do not provide positive satisfaction, however if they are not present this will create dissatisfaction.
健康因素是外在的，包括：；工作保障、工资、附加福利和公司政策；马斯洛更高层次需求的要素。他们不会提供积极的满足感，但如果他们不在场，这将造成不满。
There has since been criticism regarding the accuracy of the results concluded in Herzberg’s theory,
此后，人们对Herzberg理论中得出的结果的准确性提出了批评，
NEED TO INCLUDE POINT THAT DISPOVES, THEN EVIDENCE OF VALIDITIY. 需要包括争议点，然后是有效性证据
Alderfer’s modified need hierarchy model (ERG Theory)Alderfer的修正需求层次模型（ERG理论）
Clayton Alderfer redefined Maslow’s hierarchy and re-categorised it into three broader classes of needs. These include:
克莱顿·奥尔德弗重新定义了马斯洛的等级制度，并将其重新分类为三大类需求。这些包括：
Existence Needs 存在需求
Relatedness Needs 关系需要
Growth needs 成长需求
McClelland’s achievement motivation theory 麦克莱兰的成就动机理论
David McClelland was an American psychologist who conducted research to further the work of Abraham Maslow’s hierarchy of needs theory. McClelland carried out research and experiments to identify the varying needs and motivators in a variety of people. His research suggested that these needs can be categorised into affiliation, power and achievement. Each of these needs influence motivation within an individual, McClelland suggested that these needs or motivators are acquired over time and vary from person to person dependent on their life experiences.
大卫·麦克莱兰是一位美国心理学家，他进行了研究，以进一步推进亚伯拉罕·马斯洛的需求层次理论。麦克莱兰进行了研究和实验，以确定不同人群的不同需求和动机。他的研究表明，这些需求可以分为归属感、权力和成就。每一种需求都会影响个人的动机，麦克莱兰认为，这些需求或动机是随着时间的推移而获得的，并根据个人的生活经历而有所不同。
Achievement can be defined as “a recurrent concern to excel, to do better for its own sake, for the intrinsic satisfaction of doing better.” (McClelland, 1961).
成就可以被定义为“一种反复出现的对卓越的关注，为了自身的利益，为了做得更好的内在满足感而做得更好。”
The power motive can be defined as a “recurrent preference or readiness for experiences of having impact, control, or influence over others and the world” (McClelland, 1975; Winter, 1973).
权力动机可以定义为“对他人和世界产生影响、控制或影响的经验的反复偏好或准备”。
The affiliative motive has been defined as “the preference for establishing, maintaining, and restoring a positive affective relationship with another person or persons” (Atkinson et al, 1954, p406).
依恋动机被定义为“与他人建立、维持和恢复积极情感关系的偏好”。
McGregor’s X and Y Theory McGregor的X和Y理论
Theory X and Theory Y are theories of human motivation, developed by Douglas McGregor in the 1960’s. The theories describe two opposing models of employee motivation;
X理论和Y理论是20世纪60年代道格拉斯·麦格雷戈提出的人类动机理论。这些理论描述了两种对立的员工激励模式；
‘X theory’ proposes that employees are fundamentally idle and have no interest in meeting the organisations objectives, therefore management and direction is necessary in ensuring that the workforce operates productively. ‘Y theory’ still suggests that management are responsible, however McGregor proposes that management should show confidence in their workforce; giving employees the opportunity to exercise creativity, imagination and ingenuity in order to create a work environment where both management and subordinates share co-operative objectives.
Weinbach, 2008 states that “Most people can handle responsibility, because creativity and ingenuity are common in the population”
“X理论”认为，员工基本上无所事事，对实现组织目标没有兴趣，因此，管理和指导对于确保员工高效运作是必要的Y理论仍然表明管理层是负责任的，然而McGregor建议管理层应该对员工表现出信心；让员工有机会发挥创造力、想象力和创造力，从而创造一个管理层和下属都有共同目标的工作环境。Weinbac2008年表示，“大多数人都能承担责任，因为创造力和创造力在人群中很常见”本站提供留学生MBA作业代写或指导服务，如有需要可咨询本平台。