员工流失英文文献.docx
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员工流失英文文献.docx
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员工流失英文文献
Howtocontrolemployee-leaving?
2.1PerspectivePower
Iftheperspectivepoweryouknewanyfactormaystimulatepeople'spower,thenyouhavegraspedandthepeoplecommunicatetheexchangethemosteffectivetool.
Intheintroductionpartcontent,Ihadsaid,thestimulationpoweriseverybodymostuniversalrequest,eachpeopleallwanttoobtainmorepowers,buttheydidnotknowactuallythepowerisany・Apersonpossiblycansayhehopedobtainsabiggerpower,thesuperintendentandtheleadercansaytheyhopedhasamorepositiveteam,theemployerhopedhiresonetohavetheworldngzealstaff,thestaffhopedhasonetobeabletostimulatetheirpowertheemployer・Infact,theemployerisextremelyhightostaffsrequest,thereforethestaffshouldhavestimulatestheself-enthusiasticability・
Thepowerandthestrengthrelationsisextremelyclose,wemaysayaworldngzealfullpersonhastheinfin辻estrength・Wemayrecollectanextastonishingstory:
Amotherandherseveralchildrenhaveexperiencedatrafficaccident,theirautomobileturned,thevehicleupsidedown,thechildrenarestrandedinthevehicleoutside,themotheristhrowndispatchedavehicle,luckyis,shehasnotbeeninjured.Motherbodyweightapproximately57ldlograms,heightonlythen163centimeters・Whentheambulancecorpsarrive,theydiscoveredthemotherhugsthechildreninthebosom,thechildrenhasnotbeeninjured・Theambulancecorpsdeliverthemthehospital,hascarriedonacomprehensiveinspection,finallydiscovered,thismother'svertebraisbrokenbypressing・Obviously,atthattimeshehasliftedtheautomobile,movedwiththefootthechildren,inthisprocess,herbackhasreceivedthedamage・Welmewthat,underthenormalcond辻ion,themotheralsoiscannotliftinanyeventtheautomobile,shealreadydoesnothavesuchphysique,alsodoesnothavesuchmusclestrength,butshehasthepowerstrength.
hopeisallpowerfoundation
Therefore,thehopestimulatesapeople'spowerstandard,thehopeisanyresultmotive,isactuatestheenginethefuel・Lacksthehope,anybodyenthusiasmandthepowerallnotimpossibletobetransferredandthestimulation・
2.2DriveandControldifference
Letusfirstfromthemanagementangle,looksatbetweenthedriveandthecontroldifference.
Inmyopinion,thecontrolisforcessomebodytomakesomething,isyouwantstoletthemmakethesematters;Butdroveisletssomebodyownbewillingtomakesomething,becausetheywantsuchtodo.Mygreatfriendfranker•enlightensQiaotosaythat,nIspreciselythissmalldifferencecreatesthehugedifference.”Therefore,youareusethedriveorthecontroloperatethecompany,alreadybecameweighstheoldenterpriseandthenewenterprise'ssymbol.
HasalooktheEnglishrecentcommercialhistory,wemayseethecompanythemanagementallisseeksthecontrolinonelandunderthesystemtocarryon.Inverymanysituations,thiskindofshoddymanagementpatternisextremelycomplex,Englandiscontinuouslydeepitsevil.
Infact,England'smanageroncestoppedandbetweenstaffsdialogue,betweenthesuperintendentandstaffsexchangecommunicationallwascarriesonthroughthetradeunion・Isengagedincommercialconsultationandintrainingsuchmanyyearsinme,Ihadnotseenbetweentheoutstandingmanagementlevelandthetradeunioncanhavethebigproblem,Icannotfindoutsuchexample・
Front,Ihadalreadysaid,weworktheworldwasahumanistworld,butmiddlemanyorganizations,thepeopleobtainthepromotion,undertakesthemanagementandtheleadershipposition,ismerelybecausethesepeopledoverymuchonotheroperatingpostsplendidly,thepeoplehadmanagementtrainingthesituationtootoberare・Becausethesepeopleexcelatsomeresponsibility,isverysplendidonthispost,thereforetheircolleaguehopedtheycanundertakesuperintendent^pos辻ion,thesepeopleasifobtainedthegraciousgiftwhichascendsthesky,knewnaturallyhowarousesothersenthusiasm,ifcarriesonthecommunication,howmanagesothers・
Verymanysuperintendentsallimitatethempredecessor,studiestheirmanagementpattern,haslikethisformedaninexhaustibleviciouscircle.
Certainly,thecontrolmanagementpatternalsoiseffective,butthispatterncannotlong-time,cancreatethecolleaguebetweennottotrust,formsoneland“theyandwe”thehostileaspect・
Underthecontrolmanagementpattern,wenotimpossibletoachieveoneldndofidealboundary,thesuperintendentandthestaffnotimpossibletoworkasone,tofacethecommongoalandthedirectionadvance.Ifyouencourageonetohavethedesiretodobetterpersontoparticipateinterview,simultaneouslyhopedafterherespondstoacallforrecruitssuccessfully,hasthegoodresponsetothiskindofcontrolmanagementpattern,thiswassimplytoonaive.
JustlikeIsaid,thedriveisletssomebodymakesomethingvoluntarily,isbecausethesepeoplewantsuchtodo.
Thisprincipleissu辻ablesimilarlyforyourme,ifwereallywanttomakesomething,wecanhaveabiggerpower;Ifwedonotwanttomakesomething,welacktheself-power・
Therefore,inthisbook,wetothemethodology,theprincipleandtheskillcarriesonthediscussion,notonlythesemethodologies,theprincipleandtheskillcanhelpyoutodevelopownpower,moreovermaycauseyoutodriveyoucontactperipheryperson・Acceptsandtheunderstandingpainfulandthepleasureprinciple,possiblyhasthehelpextremely・
Weandintheworldotheranimalsaresame,webiggestavoidthepaindiligently.
Certainly,wecanavoidexperiencingonanybodilytheache,similarlywealsohaveonekindofnaturalinstinct,avoidsanyformthespir辻beingworried・
Therelatedhumansuchinstinctrespondedtheexampleareverymany,whenusfacingthiskindofunpleasantduty,wecanhavesuchinstincttorespond,forexample,inyoufacingthethornytelephone,thearduoushouseworklives,theparticipationpossiblyhastheresistanceconference,opensthebill,carriesonexercise,no-smoldngforthehealthandsoon.Inordertoseekjoyfulorusconfessedforwhenjoyful,wearewillingtopaythehugepricefrequently,althoughsometimessomejoyfullikeappearsbriefly,tosomepeople,theyjoyfuliseatsanddrinksextravagantly・
Embarksfromthepos辻iveangle,isobtainstheachievementtothejoyfulpursuethekeytobeat,wearemorecarefulinthebehindchapterthegoalwhichhowelaboratesrealizes・
Inustheupperdoghasgraspedbetweenthepainfulprincipleandthepleasureprinciplebalance.Sometimes,wecannotbutexperiencesomelimitedpain,somepeoplepossiblycallthislandofpaintheself-restraint,somepersonalitforself-control.MygoodfriendSteve•Bann辻eisasuccessfulentrepreneur,thejunglenetworkcompany(jungle.)thefounder,heencouragesotherpeopletouseeatsthesourgrapeskillfirst・
Manypeoplethereasonthathaveachievednothing,isbecauseofthem・Atthematterwhichattheimportantmatter,ordealswithdifficultyhauls,inverymanysituations,theydoesnotwanttowithstandevenifisthe1辻tiepain,has
notpreparedtoundertakeanyrisk・
Stevewhenfacesvariousthornysituation,likeWhenfacingsomeunpleasant,difficultwork,painorcontradictorymatter,healwaysfirstuseseatsthesourgrapesldllfirst.
Mysuggestionis,ifyoumustsimultaneouslycompletetwowork,aworkisyoulikes,aworkisyourepugnant,shouldbetterfirstdoyourrepugnantthatwork,thendoestheworkwhichoneselflikes,takestoownreward・Idiscoveredthissldllissuccessfulmeans・
Weallclearlyknew,lackstheself-controlthehumanoftencanputthecartbeforethehorse・Inordertounderstandwellhowstimulatespeople'spower,wemustdistinguishbetweenthemannerandtherewarddifference・
Weallknewthecarrotaddsthebigstick-likedrive,thisstillwasmanypeoplehastothisquestionview,nowletsusinspectthemannerandtherewarddifference.
2.3Manner
Themanneristhepeoplethinksfacingthemattertimethoughtthat,isself-confidencewhichtheyhave,istheytoownfaith,thetreatment1辻emanner.Themannerhasthepossibilityisnegative,alsohasthepossibilityispositive.Howwillthemannerbetheyregardsthefuture,howprocessedthepasttheevent・Oureachpersonallwantstobelievefirmlyonceforawhilewetohavethecorrectmanner,inlaterchapter,wecancarryonmoreelaboration.
2.4Encourage
Therewardisapersonandateamtheachievementwhichharvestsfromtheirsactivity・Wemaymakeasummarysimply:
“Youmakethismatter,youmayobtaintherepayment.nInthetenthchapter,wethoroughlywilldiscusstherelatedrewardthequestion:
Namelyinspiresthepeopletoadvanceboldly,tocauseprizeandthebonustypewhichthepeopleredoubleone'sefforts.Understoodbetweenthemannerandtherewarddifferenceisextremelyimportant,moreovermustacceptthiskindofviewpoint,unifiestwodrivemethodsismosteffective.
2.5Stimulationpowerbeingsuitableenvironment
Whentheunderstandingstimulationpowersldll,regardsthepowerfromthecorrectangle,wefirstmustlmow,nomatterregardingindividual,theteam,onlythenunderthesuitableenvironment,thepowerisonlythenpossiblystimulated・Forexample,amanagerinordertostimulatetheteamthepower,hehasformulatedthecompet辻ionandtheencouragementplan・
Althoughthisplanisextremelythorough,butmovesthisplanenxdronmentnottofavortheharmonybetweentheteamactually,betweenthecolleaguegenerallyhasthephenomenonwhichattacks,doesnottrustmutually,theatmosphereisnotveryhappy.
Undersuchenvironment,anyrewardandthestimulationpowermeasurecannotachievetheanticipatedeffect・Peripheryyoumustpayattentiontheenvironment,
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