The second part of enterprise management theory: Herzberg's two-factor incentive theory

企业管理理论之二：赫兹伯格的双因素激励理论

In enterprise management, entrepreneurs should pay attention to meeting the spiritual and material needs of employees.

----Zhuge Changqing

Chinese enterprises are developing rapidly.

Enterprise management is the focus that every entrepreneur must pay attention to.

In the process of studying the traditional Chinese culture, Zhuge Changqing attached great importance to the research and application of enterprise management theory.

Zhuge Changqing believes that the integration of eastern and western cultures and the use of advantages can accelerate the development of enterprises.

Recently, Zhuge Changqing and Professor John Wilson, a British management expert, exchanged "Organizational Behavior" in depth and conducted in-depth exchanges and research on the organizational management of Eastern and Western enterprises.

Professor John Wilson suggested that comprehensive research should be carried out on all management theories, and the advantages and advantages should be absorbed into the enterprise, so as to promote the better development of the enterprise. Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, put forward that it is a good way to promote the development of enterprises in the world by integrating the eastern management culture and the western management culture and integrating their advantages into enterprise organization and management. This view has been approved by Professor John Wilson.

Today, Zhuge Changqing shares the "two-factor theory" of MBA think tank on enterprise organization and management.

How to apply the theory of "two-factor theory" in enterprise organization and management?

Zhuge Changqing, a researcher on the inheritance of traditional Chinese culture, believes that this theory reminds every entrepreneur that he must pay attention to the spiritual and material needs of employees. Solving the spiritual and material needs of employees can help enterprises develop better. In fact, in traditional Chinese culture, our excellent Chinese entrepreneur bosses (owners) pay close attention to the spiritual and material needs of employees. Looking at all times and all over the world, all entrepreneurs and bosses who attach importance to the spirit and material of employees are excellent enterprises.

Two Factor Theory, also known as Motivator-Hygiene Theory, was put forward by American behavioral scientist Frederick Herzberg, also known as "Two Factor Motivation Theory". The two-factor motivation theory is his most important achievement, and he has also carried out pioneering research on job enrichment.

1、 Introduction to the two-factor incentive theory

At the end of the 1950s, the American behavioral scientist Herzberg and his assistants conducted a large-scale research visit in Pittsburgh, the United States, to investigate and inquire more than 200 engineers and accountants from 11 industries in Pittsburgh.

The interview mainly focused on two questions: what matters satisfied them in their work, and how long the positive mood lasted; What are the things that make them feel dissatisfied, and estimate how long this negative emotion lasts.

Starting from the two dimensions of "satisfaction" and "dissatisfaction", Herzberg classified the survey results and concluded that the factors that can improve employees' job satisfaction mainly include: personal achievements, organizational or social appreciation, work challenges, clear division of responsibilities, and personal growth and development.

1. What is the "motivator"?

"Incentive factors": those factors that can bring positive attitude, satisfaction and motivation are called "incentive factors". These are the factors that can meet the needs of personal self-realization, including achievements, appreciation, challenging work, increased work responsibilities, and opportunities for growth and development.

Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, believes that the "incentive factor" is equivalent to the spiritual incentive in traditional Chinese culture.

If these factors are available, people will be more motivated. From this point of view, Herzberg believes that traditional incentive assumptions, such as wage incentives, improvement of interpersonal relationships, and provision of good working conditions, will not generate greater incentives; They can eliminate dissatisfaction and prevent problems, but these traditional "incentives" will not generate positive incentives even if they reach the best level. According to Herzberg, the management should recognize that the health factor is necessary, but once it is neutralized by dissatisfaction, it cannot produce a more positive effect. Only "motivational factors" can make people have better work performance. Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, believes that the incentive factor is equivalent to the spiritual incentive in traditional Chinese culture. The analysis of successful enterprise organizations at all times and at home and abroad shows that successful entrepreneurs and bosses attach great importance to motivating employees. Everyone should remember that caring for employees is the secret magic weapon to ensure the long-term development of enterprises.

2. What "health factors"?

Health factors: those basic working conditions that can ensure employee satisfaction are called "incentive factors".

Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, believes that "incentive factors" are equivalent to material incentives in traditional Chinese culture.

Health care factors include company policies, management measures, supervision, interpersonal relationships, material working conditions, wages, benefits, etc. When these factors deteriorate below the acceptable level, people will be dissatisfied with their work. However, when people think that these factors are good, they just eliminate dissatisfaction and will not lead to a positive attitude, which forms a neutral state that is neither satisfied nor dissatisfied. Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, believes that as an entrepreneur boss, in terms of human resources, we should always care about employees, and often go to the front line for investigation and research to ensure that we win the trust and support of employees.

2、 Incentives and health factors

Herzberg's two-factor theory, like Maslow's hierarchy of needs theory and McClellan's achievement motivation theory, focuses on trying to persuade employees to pay attention to some reasons for work-related performance. It is one of the most controversial incentive theories at present, perhaps because it has two unique aspects. First, this theory emphasizes that some work factors can lead to satisfaction, while others can only prevent dissatisfaction; Secondly, job satisfaction and dissatisfaction do not exist in a single continuum.

By investigating the relationship between job satisfaction and productivity of a group of accountants and engineers, and through semi-organized interviews, Herzberg accumulated data on various factors that affect their feelings about their work, indicating that there are two factors of different nature.

The first type of factors are motivation factors, including the work itself, recognition, achievement and responsibility. These factors relate to the positive feelings for the work and the content of the work itself. These positive feelings are related to personal past achievements, recognized and responsibilities, and are based on lasting rather than short-term achievements in the work environment. Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, believes that as an entrepreneur, you should always praise and reward employees, so that the hearts of employees are closely related to the development of the enterprise.

The second type of factors are health factors, including company policies and management, technical supervision, salary, working conditions and interpersonal relationships. These factors are related to the negative factors of work, as well as the working atmosphere and environment. That is to say, for the work and the work itself, these factors are external, while incentive factors are internal, or internal factors related to the work.

From a different perspective, external factors mainly depend on the formal organization (such as salary, company policies and systems). Only when the company recognizes high performance, they are the corresponding compensation. However, the internal factors such as the sense of achievement in completing tasks excellently belong to the internal activities of individuals to a large extent, and organizational policies can only have indirect effects. For example, only by determining the criteria of excellent performance can an organization affect individuals and make them think that they have accomplished their tasks quite well.

Although incentives are usually associated with individuals' positive feelings for their work, they also sometimes involve negative feelings. However, health care factors have little to do with positive feelings, and can only lead to depression, disorganization, absenteeism and other results. Achievements occur in more than 40% of satisfactory work experience, and less than 10% of unsatisfactory work experience.

Herzberg's theory believes that satisfaction and dissatisfaction do not coexist in a single continuum, but are completely separated. This dual continuum means that one can feel satisfied and dissatisfied at the same time. It also implies that health factors such as working conditions and salary can not affect people's satisfaction with work, but only their dissatisfaction with work.

3、 The value of two-factor theory

Since the 1960s, people have paid more and more attention to the research of the two-factor theory. According to the National Public Opinion Research Center of the United States from 1973 to 1974, 50% of male employees believe that the first condition of work is to provide a sense of achievement, and the number of people who put meaningful work first is seven times more than the number of people who put shortening working hours first. Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, believes that it is very important for entrepreneurs to always pay attention to the spiritual and material needs of employees.

Herzberg's two-factor theory is actually aimed at the goal of satisfaction. The so-called health factor is essentially people's requirements for external conditions; The so-called incentive factors are essentially people's requirements for the work itself. According to Herzberg's theory, in order to mobilize people's enthusiasm, we should make an article on the word "satisfaction". To meet people's requirements for external conditions is called indirect satisfaction, which can make people receive external incentives; Meeting people's requirements for the work itself is called direct satisfaction, which can make people be internally motivated.

4、 Application of two-factor theory

According to Herzberg's theory, the following two basic methods can be used to motivate employees:

（1） Direct satisfaction

Direct satisfaction is also called satisfaction within the work task. It is a person's satisfaction through work. This satisfaction is obtained through the work itself and the relationship between people in the work process. It can enable employees to learn new knowledge and skills, generate interest and enthusiasm, and make employees have a sense of honor, responsibility and achievement. Therefore, employees can be internally motivated and have great enthusiasm for work. Managers should pay full attention to this incentive method. Although this kind of incentive measure sometimes takes a long time, once the enthusiasm of employees is stimulated, it can not only improve production efficiency, but also be lasting, so managers should pay full attention to using this method. Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, believes that as an entrepreneur boss, we should take the initiative to serve our employees and not wait for problems to occur to meet their needs.

（2） Indirect satisfaction

Indirect satisfaction is also called satisfaction beyond work tasks. This satisfaction is not obtained from the work itself, but after the work. For example, promotions, awards, awards or material rewards and benefits are obtained after work. In terms of welfare, such as wages, bonuses, canteens, nurseries, staff schools, clubs, etc., all belong to indirect satisfaction. Although indirect satisfaction is also related to the work undertaken by employees, it is not direct after all, so it often has certain limitations in motivating employees, and often makes employees feel that it has little to do with the work itself. Researchers believe that although this satisfaction can also significantly improve work efficiency, it is not easy to endure, and sometimes it will have negative effects if it is not handled well. Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, believes that as an entrepreneur boss, you should study the spiritual and material needs of employees in advance and meet them in advance, so that your employees will sincerely work for your enterprise.

Although the two-factor theory originated from capitalist enterprise management, it has certain scientific nature. In practical work, to use this theory for reference to mobilize the enthusiasm of employees, we should not only pay full attention to health care factors, so that employees do not have dissatisfaction; More attention should be paid to using incentive factors to stimulate employees' enthusiasm for work and make them work hard. It is difficult to create first-class work results if we only consider the health factors and just satisfy the employees without any opinions for the time being.

The two-factor theory can also be used to guide our bonus payment. At present, China is using bonus as an incentive factor, but it must be pointed out that when using this incentive factor, it must be linked with the benefits of enterprises or the work achievements of departments and individuals. If the bonus is not related to the work performance of departments and individuals, the "average distribution" will become a health factor over time, and no amount of bonus can play an incentive role.

The scientific value of the two-factor theory not only has certain guiding significance for doing well in the reward work, but also provides beneficial enlightenment for how to do the ideological and political work of good people. Since in capitalist management theory and practice, people do not simply pursue material incentives, then under socialist conditions, the hope of mobilizing the enthusiasm of employees should not be pinned on material incentives; Since work satisfaction and spiritual encouragement will more effectively stimulate people's enthusiasm for work, in management, special attention should be paid to the relationship between material encouragement and spiritual encouragement to give full play to the role of spiritual encouragement. Zhuge Changqing, the inheritor and promoter of the traditional Chinese culture, believes that employees are the foundation of enterprise development. Let the hearts of employees be closely linked with your enterprise, and your enterprise will succeed.

5、 The Enlightenment of Two-factor Theory on Modern Enterprise Management

(1) The adoption of a certain incentive measure does not necessarily bring satisfaction. To improve the enthusiasm of employees, we must first pay attention to health care factors to eliminate the dissatisfaction, slowdown and confrontation of employees. However, health care factors can not make employees very satisfied, nor stimulate their enthusiasm for work, so it is more important to use incentive factors to stimulate the enthusiasm and efficiency of employees, If the enterprise only considers the health factors and does not fully utilize the incentive factors, it can only make the employees feel satisfied but can not make them very satisfied, and it is difficult for the enterprise to create first-class performance.

(2) In the practice of enterprise management, in order to make the bonus an incentive factor, it is necessary to link the bonus with the work performance of employees. If the egalitarian "big pot" approach that does not pay attention to the performance of departments and employees is adopted, the bonus will become a health factor, and no amount of bonus can play an incentive role. For a certain post, if it is occupied by one person for a long time, and there is no external competitive pressure, The inertia of the employee will be naturally released, and the quality of work will decline. In order to stimulate the work potential of the employees, enterprises should set up competitive positions and put the competition mechanism throughout the work process.

(3) The two-factor theory was put forward under the social and cultural background of the United States, which is different from the national conditions of China. Therefore, in enterprise management, which are health factors and which should be incentive factors are also different. When motivating employees, enterprise managers must take into account this cultural difference, adjust measures to local conditions, formulate effective incentive measures and take effective incentive measures.

(4) The two-factor theory was born in the United States, where the problem of food and clothing has been solved. In Chinese enterprises that have not yet fully solved the problem of food and clothing, wages and bonuses are not just health factors. The amount of wages and bonuses is related to personal interests and the realization of their own values. If properly applied, it will also show an obvious incentive effect. Therefore, enterprises should establish a flexible wage and bonus system to prevent rigidity and inflexibility In the reform of bonus distribution system, both fairness and difference are emphasized.

(5) Motivation is an important part of organizational management and is considered as the "greatest management principle". As far as organizational work is concerned, it is essential to motivate employees. However, when motivating employees, we must pay attention to the comprehensive use of various incentive methods, and organically combine material incentives and spiritual incentives. Material needs are the first needs of people, and a reasonable and competitive salary system is the basic strategy for enterprises to motivate employees and retain talents. At the same time, Enterprises should pay more attention to the important role of spiritual motivation. Learning organizations provide us with a typical spiritual motivation model: by cultivating employees' ability to transcend themselves, breaking through old thinking limitations, creating a new mental model more suitable for the development of the organization, developing themselves in this broader thinking, and working towards the overall goal and common vision of the organization.

6、 About Frederick Herzberg

Frederick Herzberg has received a degree from the City College of New York and a doctorate from the University of Pittsburgh, and later engaged in management education and management consulting in the United States and more than 30 other countries. He is a senior management professor at the University of Utah. His main works include:

Motivators for Work (1959, co-authored with Bernard Mosner and Barbara Snydeman)

Work and Human Nature (1966)

The Choice of Management: Is It More Effective or More Humanistic (1976).

(Excerpts from this article: MBA think tank "two-factor theory"; Management, Zhou Sanduo)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to work with like-minded people in the world to "inherit traditional Chinese culture, promote good morality, revitalize China, and benefit the world".

(Zhuge Changqing: zhuge8031@163.com ） 

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企业管理中，企业家要注意关心满足员工的精神和物质需求。

---- 诸葛长青

中国企业正在迅猛发展。

企业管理，是每个企业家必须关注的重点。

在研究国学传统文化过程中，诸葛长青十分注重企业管理理论的研究运用。

诸葛长青认为，做好东西方文化融合，取优点运用，可以加速企业发展速度。

最近，诸葛长青和英国管理专家约翰.威尔逊教授深入交流《组织行为学》，就东西方企业组织管理进行深入交流和研究。

约翰.威尔逊教授建议对所有管理理论进行综合研究，吸取优势优点内容融入企业，这样有利于推动企业更好发展。国学传统文化传承弘扬者诸葛长青提出，将东方管理文化和西方管理文化融合，集合优点用于企业组织管理，是推动世界企业发展的好方法。这一观点，得到了约翰.威尔逊教授的认同。

今天，诸葛长青分享MBA智库关于企业组织管理“双因素理论”。

企业组织管理“双因素理论”这个理论如何运用？

国学传统文化传承研究者诸葛长青认为，这个理论提醒每位企业家，必须关注员工精神和物质需求。解决员工的精神和物质需求，就可以帮助企业更好的发展。实际上中国传统文化中，我们的中国优秀的企业家老板（东家）都十分关注员工的精神和物质需求。大家放眼古今中外，所有企业家老板，凡是重视员工精神物质的，都是非常优秀的企业。

双因素理论(Two Factor Theory)，又叫激励保健理论(Motivator-Hygiene Theory),是美国的行为科学家弗雷德里克·赫茨伯格（Fredrick Herzberg）提出来的，也叫“双因素激励理论”。双因素激励理论是他最主要的成就，在工作丰富化方面，他也进行了开创性的研究。

一、双因素激励理论的简介

20世纪50年代末期，美国行为科学家赫茨伯格和他的助手们在美国匹兹堡地区作了一项大规模的访问研究，对匹兹堡地区11个行业的200多名工程师与会计人员进行调查询问。

访问主要围绕两个问题：在工作中，哪些事项是让他们感到满意的，并估计这种积极情绪持续多长时间；又有哪些事项是让他们感到不满意的，并估计这种消极情绪持续多长时间。

从“满意”和“不满意”两个维度出发，赫茨伯格将调查结果进行了归类，总结得出能够提高员工工作满意度的因素主要包括：个人成就、组织或社会的赞赏、工作的挑战性、明确的职责划分以及个人的成长与发展。

1、什么是“激励因素”？

“激励因素”：那些能带来积极态度、满意和激励作用的因素就叫做“激励因素”。这是那些能满足个人自我实现需要的因素，包括：成就、赏识、挑战性的工作、增加的工作责任，以及成长和发展的机会。

国学传统文化传承弘扬者诸葛长青认为，“激励因素”，相当于中国传统文化中的精神激励。

如果这些因素具备了，就能对人们产生更大的激励。从这个意义出发，赫茨伯格认为传统的激励假设，如工资刺激、人际关系的改善、提供良好的工作条件等，都不会产生更大的激励；它们能消除不满意，防止产生问题，但这些传统的“激励因素”即使达到最佳程度，也不会产生积极的激励。按照赫茨伯格的意见，管理当局应该认识到保健因素是必需的，不过它一旦使不满意中和以后，就不能产生更积极的效果。只有“激励因素”才能使人们有更好的工作成绩。国学传统文化传承弘扬者诸葛长青认为，激励因素，相当于中国传统文化中的精神激励。分析古今中外成功企业组织发现，成功的企业家老板都很注重激励员工。大家要记住，关心员工，是确保企业长久发展的秘密法宝。

2、什么“保健因素”？

保健因素：那些能确保员工满意的基础工作条件因素就叫做“激励因素”。

国学传统文化传承弘扬者诸葛长青认为，“激励因素”，相当于中国传统文化中的物质激励。

保健因素包括：公司政策、管理措施、监督、人际关系、物质工作条件、工资、福利等。当这些因素恶化到人们认为可以接受的水平以下时，就会产生对工作的不满意。但是，当人们认为这些因素很好时，它只是消除了不满意，并不会导致积极的态度，这就形成了某种既不是满意、又不是不满意的中性状态。国学传统文化传承弘扬者诸葛长青认为，作为企业家老板，在人力资源方面，要经常关心员工，经常到一线调查研究，确保赢得员工的信任和支持。

二、激励因素和保健因素

赫茨伯格（Herzberg）的双因素理论，和马斯洛的需要层次理论、麦克利兰的成就激励理论一样，重点在于试图说服员工重视某些与工作有关绩效的原因。它是目前最具争论性的激励理论之一，也许这是因为它具有两个独特的方面。首先，这个理论强调一些工作因素能导致满意感，而另外一些则只能防止产生不满意感；其次，对工作的满意感和不满意感并非存在于单一的连续体中。

赫茨伯格通过考察一群会计师和工程师的工作满意感与生产率的关系，通过半有组织性的采访，他积累了影响这些人员对其工作感情的各种因素的资料，表明了存在两种性质不同的因素。

第一类因素是激励因素：包括工作本身、认可、成就和责任，这些因素涉及对工作的积极感情，又和工作本身的内容有关。这些积极感情和个人过去的成就，被人认可以及担负过的责任有关，它们的基础在于工作环境中持久的而不是短暂的成就。国学传统文化传承弘扬者诸葛长青认为：作为企业家，你要经常赞美奖励员工，让员工的心和企业发展密切关联在一切。

第二类因素是保健因素，包括公司政策和管理、技术监督、薪水、工作条件以及人际关系等。这些因素涉及工作的消极因素，也与工作的氛围和环境有关。也就是说，对工作和工作本身而言，这些因素是外在的，而激励因素是内在的，或者说是与工作相联系的内在因素。

从某种不同的角度来看，外在因素主要取决于正式组织（例如薪水、公司政策和制度）。只有公司承认高绩效时，它们才是相应的报酬。而诸如出色地完成任务的成就感之类的内在因素则在很大程度上属于个人的内心活动，组织政策只能产生间接的影响。例如，组织只有通过确定出色绩效的标准，才可能影响个人，使他们认为已经相当出色地完成了任务。

尽管激励因素通常是与个人对他们的工作积极感情相联系，但有时也涉及消极感情。而保健因素却几乎与积极感情无关，只会带来精神沮丧、脱离组织、缺勤等结果。成就的出现在令人满意的工作经历中超过40%，而在令人不满意的工作经历中则少于10%。

赫茨伯格的理论认为，满意和不满意并非共存于单一的连续体中，而是截然分开的，这种双重的连续体意味着一个人可以同时感到满意和不满意，它还暗示着工作条件和薪金等保健因素并不能影响人们对工作的满意程度，而只能影响对工作的不满意的程度。

三、双因素理论的价值

自从20世纪60年代以来，双因素理论的研究越来越受到人们的重视，据1973～1974年美国全国民意研究中心公布，有50%的男性员工认为，工作的首要条件是能够提供成就感，而把有意义的工作列为首位的，比把缩短工作时间列为首位的人要多七倍。国学传统文化传承弘扬者诸葛长青认为，企业家老板必须时刻关注员工精神物质需求，这是十分重要的。

赫茨伯格的双因素理论实际上是针对满足的目标而言的。所谓保健因素实质上是人们对外部条件的要求；所谓激励因素实质上是人们对工作本身的要求。根据赫茨伯格的理论，要调动人的积极性，就要在“满足”二字上做文章。满足人们对外部条件的要求，称为间接满足，它可以使人们受到外在激励；满足人们对工作本身的要求，称为直接满足，它可以使人们受到内在激励。

四、双因素理论的应用

根据赫茨伯格的理论，在调动员工积极性方面，可以分别采用以下两种基本做法：

（一）直接满足

直接满足，又称为工作任务以内的满足。它是一个人通过工作所获得的满足，这种满足是通过工作本身和工作过程中人与人的关系得到的。它能使员工学习到新的知识和技能，产生兴趣和热情，使员工具有光荣感、责任心和成就感。因而可以使员工受到内在激励，产生极大的工作积极性。对于这种激励方法，管理者应该予以充分重视。这种激励的措施虽然有时所需的时间较长，但是员工的积极性一经激励起来，不仅可以提高生产效率，而且能够持久，所以管理者应该充分注意运用这种方法。国学传统文化传承弘扬者诸葛长青认为，作为企业家老板，要主动搞好为员工服务，不要等问题出现采取满足员工需求。

（二）间接满足

间接满足，又称为工作任务以外的满足。这种满足不是从工作本身获得的，而是在工作以后获得的。例如晋升、授衔、嘉奖或物质报酬和福利等，就都是在工作之后获得的。其中福利方面，诸如工资、奖金、食堂、托儿所、员工学校、俱乐部等，都属于间接满足。间接满足虽然也与员工所承担的工作有一定的联系，但它毕竟不是直接的，因而在调动员工积极性上往往有一定的局限性，常常会使员工感到与工作本身关系不大而满不在乎。研究者认为，这种满足虽然也能够显著地提高工作效率，但不容易持久，有时处理不好还会发生负作用。国学传统文化传承弘扬者诸葛长青认为，作为企业家老板，要超前研究员工精神物质需求，超前进行满足，这样你的员工就会衷心耿耿为你的企业工作。

双因素理论虽然产生于资本主义的企业管理，但却具有一定的科学性。在实际工作中，借鉴这种理论来调动员工的积极性，不仅要充分注意保健因素，使员工不致于产生不满情绪；更要注意利用激励因素去激发员工的工作热情，使其努力工作。如果只顾及保健因素，仅仅满足员工暂时没有什么意见，是很难创造出一流工作成绩的。

双因素理论还可以用来指导我们的奖金发放。当前，我国正使用奖金作为一种激励因素，但是必须指出，在使用这种激励因素时，必须与企业的效益或部门及个人的工作成绩挂起钩来。如果奖金不与部门及个人的工作成绩相联系，一味的“平均分配”,久而久之，奖金就会变成保健因素，再多也起不了激励作用。

双因素理论的科学价值，不仅对搞好奖励工作具有一定的指导意义，而且对如何做好人的思想政治工作提供了有益的启示。既然在资本主义的管理理论和实践中，人们都没有单纯地追求物质刺激，那么在社会主义条件下，就更不应把调动员工积极性的希望只寄托于物质鼓励方面；既然工作上的满足与精神上的鼓励将会更有效地激发人的工作热情，那么在管理中，就应特别注意处理好物质鼓励与精神鼓励的关系，充分发挥精神鼓励的作用。国学传统文化传承弘扬者诸葛长青认为，员工是企业发展的根本，让员工的心和你的企业紧密联系在一起，你的企业就成功了。

五、双因素理论对现代企业管理的启示 

(1)采取了某项激励的措施并不一定就带来满意,要提高职工的积极性首先得注意保健因素,以消除职工的不满、怠工和对抗,但保健因素并不能使职工变得非常满意,也不能激发他们的工作积极性,所以更重要的是要利用激励因素来激发职工的工作热情和工作效率.因此,企业如果只考虑到保健因素而没有充分利用激励因素,就只能使职工感到没有不满意却不能使职工变得非常满意,则企业就很难创造一流的业绩。

(2)在企业管理实践中,欲使奖金成为激励因素,必须使奖金与职工的工作绩效相联系.如果采取不讲部门和职工绩效的平均主义“大锅饭”做法,奖金就会变成保健因素,奖金发得再多也难以起到激励的作用.对某一个岗位而言,如果长期为一个人所占有,又没有来自外部的竞争压力,该职工的惰性就会自然而然地释放出来,工作质量随之下降.企业为了激发职工的工作潜能,应设置竞争性的岗位,并把竞争机制贯穿到工作过程的始终。

(3)双因素理论是在美国的社会和文化背景下提出的,与我国的国情不尽相同,因而,在企业管理中,哪些是保健因素,哪些应属于激励因素也不一样的,企业的管理者在对职工进行激励时,必须要考虑到这种文化差异,因地制宜,制定有效的激励措施和采取有效的激励手段。

(4)双因素理论诞生在温饱问题已经解决的美国,而在当前尚未完全解决温饱问题的中国企业里,工资和奖金并不仅仅是保健因素,工资和奖金的多少关系到个人的切身利益和自身价值的实现,如果运用得当,也会表现出明显的激励作用.因此,企业应该建立灵活的工资、奖金制度,防止僵化和一成不变,在工资、奖金分配制度改革中既注重公平又体现差别。

(5)激励是组织管理的重要环节,被认为是“最伟大的管理原理”.就组织工作而言,对职工激励至关重要,但对职工进行激励的时候必须注重多种激励方式的综合运用,将物质激励和精神激励有机结合的起来.物质需要是人的第一需要,合理而富有竞争力的薪酬制度是企业激励职工、留住人才的基本方略.同时,企业更要注重精神激励的重要作用.学习型组织为我们提供了一个典型的精神激励模式:通过培养员工自我超越的能力,打破旧的思维限制,创造出更适合组织发展的新的心智模式,在这种更为开阔的思维中发展自我,并朝着组织的整体目标和共同愿景努力。

六、关于弗雷德里克·赫茨伯格

赫茨伯格(Fredrick Herzberg)曾获得纽约市立学院的学土学位和匹兹堡大学的博士学位，以后在美国和其他三十多个国家从事管理教育和管理咨询工作，是犹他大学的特级管理教授。他的主要著作有：

《工作的激励因素》（1959，与伯纳德•莫斯纳、巴巴拉•斯奈德曼合著）

《工作与人性》（1966）

《管理的选择：是更有效还是更有人性》（1976）。

（本文摘录文献：MBA智库“双因素理论”；《管理学》 周三多）

   诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“传承国学、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com） 

            （文章欢迎转发，转发请注明出处）

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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