员工流失英文文献定稿版.docx

员工流失英文文献定稿版.docx

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员工流失英文文献定稿版

HUAsystemofficeroom【HUA16H-TTMS2A-HUAS8Q8-HUAH1688】

员工流失英文文献

Howtocontrolemployee-leaving?

2.1PerspectivePower

Iftheperspectivepoweryouknewanyfactormaystimulatepeople'spower,thenyouhavegraspedandthepeoplecommunicatetheexchangethemosteffectivetool.

Intheintroductionpartcontent,Ihadsaid,thestimulationpoweriseverybodymostuniversalrequest,eachpeopleallwanttoobtainmorepowers,buttheydidnotknowactuallythepowerisany.Apersonpossiblycansayhehopedobtainsabiggerpower,thesuperintendentandtheleadercansaytheyhopedhasamorepositiveteam,theemployerhopedhiresonetohavetheworkingzealstaff,thestaffhopedhasonetobeabletostimulatetheirpowertheemployer.Infact,theemployerisextremelyhightostaff'srequest,thereforethestaffshouldhavestimulatestheself-enthusiasticability.

Thepowerandthestrengthrelationsisextremelyclose,wemaysayaworkingzealfullpersonhastheinfinitestrength.Wemayrecollectanextastonishingstory:

Amotherandherseveralchildrenhaveexperiencedatrafficaccident,theirautomobileturned,thevehicleupsidedown,thechildrenarestrandedinthevehicleoutside,themotheristhrowndispatchedavehicle,luckyis,shehasnotbeeninjured.Motherbodyweightapproximately57kilograms,heightonlythen163centimeters.Whentheambulancecorpsarrive,theydiscoveredthemotherhugsthechildreninthebosom,thechildrenhasnotbeeninjured.Theambulancecorpsdeliverthemthehospital,hascarriedonacomprehensiveinspection,finallydiscovered,thismother'svertebraisbrokenbypressing.Obviously,atthattimeshehasliftedtheautomobile,movedwiththefootthechildren,inthisprocess,herbackhasreceivedthedamage.Weknewthat,underthenormalcondition,themotheralsoiscannotliftinanyeventtheautomobile,shealreadydoesnothavesuchphysique,alsodoesnothavesuchmusclestrength,butshehasthepowerstrength.

hopeisallpowerfoundation

Therefore,thehopestimulatesapeople'spowerstandard,thehopeisanyresultmotive,isactuatestheenginethefuel.Lacksthehope,anybodyenthusiasmandthepowerallnotimpossibletobetransferredandthestimulation.

2.2DriveandControldifference

Letusfirstfromthemanagementangle,looksatbetweenthedriveandthecontroldifference.

Inmyopinion,thecontrolisforcessomebodytomakesomething,isyouwantstoletthemmakethesematters;Butdroveisletssomebodyownbewillingtomakesomething,becausetheywantsuchtodo.Mygreatfriendfranker·enlightensQiaotosaythat,”Ispreciselythissmalldifferencecreatesthehugedifference.”Therefore,youareusethedriveorthecontroloperatethecompany,alreadybecameweighstheoldenterpriseandthenewenterprise'ssymbol.

HasalooktheEnglishrecentcommercialhistory,wemayseethecompanythemanagementallisseeksthecontrolinonekindunderthesystemtocarryon.Inverymanysituations,thiskindofshoddymanagementpatternisextremelycomplex,Englandiscontinuouslydeepitsevil.

Infact,England'smanageroncestoppedandbetweenstaff'sdialogue,betweenthesuperintendentandstaff'sexchangecommunicationallwascarriesonthroughthetradeunion.Isengagedincommercialconsultationandintrainingsuchmanyyearsinme,Ihadnotseenbetweentheoutstandingmanagementlevelandthetradeunioncanhavethebigproblem,Icannotfindoutsuchexample.

Front,Ihadalreadysaid,weworktheworldwasahumanistworld,butmiddlemanyorganizations,thepeopleobtainthepromotion,undertakesthemanagementandtheleadershipposition,ismerelybecausethesepeopledoverymuchonotheroperatingpostsplendidly,thepeoplehadmanagementtrainingthesituationtootoberare.Becausethesepeopleexcelatsomeresponsibility,isverysplendidonthispost,thereforetheircolleaguehopedtheycanundertakesuperintendent'sposition,thesepeopleasifobtainedthegraciousgiftwhichascendsthesky,knewnaturallyhowarousesothersenthusiasm,ifcarriesonthecommunication,howmanagesothers.

Verymanysuperintendentsallimitatethempredecessor,studiestheirmanagementpattern,haslikethisformedaninexhaustibleviciouscircle.

Certainly,thecontrolmanagementpatternalsoiseffective,butthispatterncannotlong-time,cancreatethecolleaguebetweennottotrust,formsonekind“theyandwe”thehostileaspect.

Underthecontrolmanagementpattern,wenotimpossibletoachieveonekindofidealboundary,thesuperintendentandthestaffnotimpossibletoworkasone,tofacethecommongoalandthedirectionadvance.Ifyouencourageonetohavethedesiretodobetterpersontoparticipateinterview,simultaneouslyhopedafterherespondstoacallforrecruitssuccessfully,hasthegoodresponsetothiskindofcontrolmanagementpattern,thiswassimplytoonaive.

JustlikeIsaid,thedriveisletssomebodymakesomethingvoluntarily,isbecausethesepeoplewantsuchtodo.

Thisprincipleissuitablesimilarlyforyourme,ifwereallywanttomakesomething,wecanhaveabiggerpower;Ifwedonotwanttomakesomething,welacktheself-power.

Therefore,inthisbook,wetothemethodology,theprincipleandtheskillcarriesonthediscussion,notonlythesemethodologies,theprincipleandtheskillcanhelpyoutodevelopownpower,moreovermaycauseyoutodriveyoucontactperipheryperson.Acceptsandtheunderstandingpainfulandthepleasureprinciple,possiblyhasthehelpextremely.

Weandintheworldotheranimalsaresame,webiggestavoidthepaindiligently.

Certainly,wecanavoidexperiencingonanybodilytheache,similarlywealsohaveonekindofnaturalinstinct,avoidsanyformthespiritbeingworried.

Therelatedhumansuchinstinctrespondedtheexampleareverymany,whenusfacingthiskindofunpleasantduty,wecanhavesuchinstincttorespond,forexample,inyoufacingthethornytelephone,thearduoushouseworklives,theparticipationpossiblyhastheresistanceconference,opensthebill,carriesonexercise,no-smokingforthehealthandsoon.Inordertoseekjoyfulorusconfessedforwhenjoyful,wearewillingtopaythehugepricefrequently,althoughsometimessomejoyfullikeappearsbriefly,tosomepeople,theyjoyfuliseatsanddrinksextravagantly.

Embarksfromthepositiveangle,isobtainstheachievementtothejoyfulpursuethekeytobeat,wearemorecarefulinthebehindchapterthegoalwhichhowelaboratesrealizes.

Inustheupperdoghasgraspedbetweenthepainfulprincipleandthepleasureprinciplebalance.Sometimes,wecannotbutexperiencesomelimitedpain,somepeoplepossiblycallthiskindofpaintheself-restraint,somepersonalitforself-control.MygoodfriendSteve·Banniteisasuccessfulentrepreneur,thejunglenetworkcompany（）thefounder,heencouragesotherpeopletouseeatsthesourgrapeskillfirst.

Manypeoplethereasonthathaveachievednothing,isbecauseofthem.Atthematterwhichattheimportantmatter,ordealswithdifficultyhauls,inverymanysituations,theydoesnotwanttowithstandevenifisthelittlepain,hasnotpreparedtoundertakeanyrisk.

Stevewhenfacesvariousthornysituation,likeWhenfacingsomeunpleasant,difficultwork,painorcontradictorymatter,healwaysfirstuseseatsthesourgrapeskillfirst.

Mysuggestionis,ifyoumustsimultaneouslycompletetwowork,aworkisyoulikes,aworkisyourepugnant,shouldbetterfirstdoyourrepugnantthatwork,thendoestheworkwhichoneselflikes,takestoownreward.Idiscoveredthisskillissuccessfulmeans.

Weallclearlyknew,lackstheself-controlthehumanoftencanputthecartbeforethehorse.Inordertounderstandwellhowstimulatespeople'spower,wemustdistinguishbetweenthemannerandtherewarddifference.

Weallknewthecarrotaddsthebigstick-likedrive,thisstillwasmanypeoplehastothisquestionview,nowletsusinspectthemannerandtherewarddifference.

2.3Manner

Themanneristhepeoplethinksfacingthemattertimethoughtthat,isself-confidencewhichtheyhave,istheytoownfaith,thetreatmentlifemanner.Themannerhasthepossibilityisnegative,alsohasthepossibilityispositive.Howwillthemannerbetheyregardsthefuture,howprocessedthepasttheevent.Oureachpersonallwantstobelievefirmlyonceforawhilewetohavethecorrectmanner,inlaterchapter,wecancarryonmoreelaboration.

2.4Encourage

Therewardisapersonandateamtheachievementwhichharvestsfromtheirsactivity.Wemaymakeasummarysimply:

“Youmakethismatter,youmayobtaintherepayment.”Inthetenthchapter,wethoroughlywilldiscusstherelatedrewardthequestion:

Namelyinspiresthepeopletoadvanceboldly,tocauseprizeandthebonustypewhichthepeopleredoubleone'sefforts.Understoodbetweenthemannerandtherewarddifferenceisextremelyimportant,moreovermustacceptthiskindofviewpoint,unifiestwodrivemethodsismosteffective.

2.5Stimulationpowerbeingsuitableenvironment

Whentheunderstandingstimulationpowerskill,regardsthepowerfromthecorrectangle,wefirstmustknow,nomatterregardingindividual,theteam,onlythenunderthesuitableenvironment,thepowerisonlythenpossiblystimulated.Forexample,amanagerinordertostimulatetheteamthepower,hehasformulatedthecompetitionandtheencouragementplan.

Althoughthisplanisextremelythorough,butmovesthisplanenvironmentnottofavortheharmonybetweentheteamactually,betweenthecolleaguegenerallyhasthephenomenonwhichattacks,doesnottrustmutually,theatmosphereisnotveryhappy.

Undersuchenvironment,anyrewardandthestimulati