留學生assignment代寫范例：Theories of motivation compared and contrasted
留學生assignment代寫范例-動機理論的比較與對比。本文是一篇由本站代寫服務提供的assignment代寫參考，主要內容是講述本文將研究的另一個理論是弗雷德里克·赫茲伯格的“雙因素理論”。正如馬斯洛的理論，赫茲伯格的雙因素理論，多年來對組織產生了深遠的影響。與馬斯洛的理論相比，可以指出的一個相似之處是，他們都將動機放在一個尺度上。馬斯洛把他的理論放在等級尺度上，而類似地，赫茲伯格使用了兩個因素；激勵因素和hygenes作為衡量動機的尺度。下面就一起來看一下這篇留學生assignment代寫范例。
Motivation is one of the most heavily researched areas within modern psychology. Dawson 1986(cited in Thomas & McHugh, 2009, p.307) states that motivation “refers to the mainspring of behaviours; it explains why individuals expend a degree of effort towards achieving particular goals”. Throughout the years, many psychologists have looked at motivation and created an array of theories to try and explain what motivation is and what in fact motivates us as individuals. Looking further into these theories, the majority of theories can come under two headings; content theories and process theories. These headings state what the focus of the theory will in fact be. The focus of content theories is that everybody has the same set of needs; this is why they display certain behaviours. Contrastingly, Process theories look at the individuals cognitive processes. This essay will compare and contrast two of the most influential theories of motivation to date; Abraham Maslow’s ‘hierarchy of needs’ and Fredrick Herzberg’s ‘two factor theory’. This essay will then use these theories to explain how a team leader might use these to motivate their team members.
動機是現代心理學研究最多的領域之一。Dawson 1986（引用于Thomas&McHugh，2009，第307頁）指出，動機“是指行為的主要動力；它解釋了為什么個人會為實現特定目標付出一定程度的努力”。多年來，許多心理學家研究了動機，并創造了一系列理論，試圖解釋什么是動機，以及實際上是什么激勵了我們。進一步研究這些理論，大多數理論可以分為兩個標題；內容理論和過程理論。這些標題說明了理論的重點。內容理論的重點是每個人都有相同的需求；這就是他們表現出某些行為的原因。相反，過程理論著眼于個體的認知過程。本文將對迄今為止最具影響力的兩種動機理論進行比較和對比；亞伯拉罕·馬斯洛的“需求層次論”和弗雷德里克·赫茨伯格的“雙因素理論”。然后，本文將使用這些理論來解釋團隊領導者如何利用這些理論來激勵團隊成員。
Abraham Maslow outlined one of the most significant theories of motivation; the ‘Hierarchy of needs’. This hierarchy included five needs that determine most of our behaviour. This theory states that an individual must fulfil certain basic needs within their lives before they can ‘climb’ the hierarchy and look to fulfil more advanced needs. These needs start from physiological needs; basic needs for food and shelter and culminate with self-actualisation needs; the more advanced needs to develop our potential. (Fincham & Rhodes, 2005). Maslow stated that we do have an innate desire to automatically ascend the hierarchy once a lower order need is fulfilled. (Huczynski & Buchanan 2007).
亞伯拉罕·馬斯洛概述了最重要的動機理論之一；“需求層次”。這種層次結構包括五種需求，它們決定了我們的大部分行為。這一理論指出，個人必須滿足生活中的某些基本需求，才能“攀登”等級制度，尋求滿足更高級的需求。這些需求從生理需求開始；對食物和住所的基本需求，并以自我實現的需求達到頂峰；越先進就需要開發我們的潛力。（Fincham&Rhodes，2005）。馬斯洛指出，一旦一個較低層次的需求得到滿足，我們確實有一種天生的愿望，想要自動提升等級。（Huczynski和Buchanan，2007年）。
Looking at how team leaders can use this theory to motivate workers, the psychological needs of the individual need to be looked at. This is where each individual starts within the hierarchy. The very nature of holding down a job fulfils our primal needs of survival. By offering an individual a job and in turn a salary or wage, it allows them to fulfil these basic needs by providing themselves and others they are responsible for with food, shelter and warmth. (Wilson, 2003). By completing this team leaders have effectively motivated their workers and they are fulfilling this need and individuals need to be motivated by this need before they can move onto the second rung of the hierarchy; security needs.
研究團隊領導者如何利用這一理論來激勵員工，需要考慮個人的心理需求。這是每個人在層次結構中的起點。保住工作的本質滿足了我們生存的基本需求。通過為個人提供工作，進而提供工資或工資，它使他們能夠通過為自己和他們負責的其他人提供食物、住所和溫暖來滿足這些基本需求。（Wilson，2003）。通過完成這一任務，團隊領導有效地激勵了員工，他們正在滿足這一需求，個人在進入第二層之前需要受到這一需求的激勵；安全需求。
Looking further into Maslow’s hierarchy of needs, there are many other ways in which a team leader could effectively utilise this theory to motivate their team. For example, after individuals have achieved physiological needs, they will look for security needs. (Fincham & Rhodes, 2005). Team leaders can look at these security needs and look at what tactics they can employ to ensure that the individual is motivated by these needs. One thing they could do is by creating a safe environment. Working environments have become safer over the years thanks to a variety of different factors including legislation. If a team leader deploys initiatives that help the individual feel they are safe at work, their safety needs will be met and this will be an effective motivator.
進一步研究馬斯洛的需求層次，團隊領導者可以通過許多其他方式有效地利用這一理論來激勵團隊。例如，在個人達到生理需求后，他們會尋找安全需求。（Fincham&Rhodes，2005）。團隊領導者可以考慮這些安全需求，并考慮他們可以采用什么策略來確保個人受到這些需求的激勵。他們可以做的一件事就是創造一個安全的環境。多年來，由于包括立法在內的各種不同因素，工作環境變得更加安全。如果團隊領導采取措施，幫助個人在工作中感到安全，他們的安全需求就會得到滿足，這將是一個有效的激勵因素。
Even though Maslow’s work has been highly influential in the area of motivation, it can be criticised on many counts. Firstly, it is not backed by a huge amount of empirical research, which is needed for a theory to gain validity. Furthermore, his theory can be criticised for population validity, his theory is based on American, white, middle class individuals, even though his theory was proposed as a universal theory. So this can’t be generalised to the wider population. (Huczynski & Buchanan 2007). Contrastingly, Herzberg’s theory does try and offer some evidence to back up its claims. Initially, his theory could have been criticised for population validity, as he only interviewed 203 Pittsburgh accountants and engineers. Wanting to prove his theory was universal and to eliminate these criticisms, Herzberg went on to draw samples from a further 1,685 participants who ranged in profession. (Wilson, 2003). Keen to further reduce these criticisms and show that his theory was in fact universal, he undertook research in many other countries, including: Hungary, Italy, Israel, Japan & South Africa. (Huczynski & Buchanan 2007).
盡管馬斯洛的工作在激勵領域具有很高的影響力，但它也可能在許多方面受到批評。首先，它沒有大量的實證研究支持，這是理論獲得有效性所必需的。此外，他的理論可能因人口有效性而受到批評，他的理論是基于美國白人中產階級的個人，盡管他的理論是作為一種普遍理論提出的。因此，這不能推廣到更廣泛的人群。（Huczynski和Buchanan，2007年）。相比之下，赫茲伯格的理論確實試圖提供一些證據來支持其說法。最初，他的理論可能因人口有效性而受到批評，因為他只采訪了203名匹茲堡會計師和工程師。為了證明他的理論是普遍的，并消除這些批評，赫茲伯格繼續從1685名不同專業的參與者中抽取樣本。（Wilson，2003）。為了進一步減少這些批評，并表明他的理論實際上是普遍的，他在許多其他國家進行了研究，包括：匈牙利、意大利、以色列、日本和南非。（Huczynski和Buchanan，2007年）。
The other theory this essay will look at is Fredrick Herzberg’s ‘two factor theory’. Just like Maslow’s theory, Herzberg’s two factor theory, it has had a profound effect on organisations over the years. In comparison to Maslow’s theory, one similarity that can be stated is that they both place motivation on a scale. Maslow places his theory on a hierarchal scale, whereas similarly, Herzberg uses two factors; motivators and hygenes as the scales upon which motivation is looked at.
本文將研究的另一個理論是弗雷德里克·赫茲伯格的“雙因素理論”。正如馬斯洛的理論，赫茲伯格的雙因素理論，多年來對組織產生了深遠的影響。與馬斯洛的理論相比，可以指出的一個相似之處是，他們都將動機放在一個尺度上。馬斯洛把他的理論放在等級尺度上，而類似地，赫茲伯格使用了兩個因素；激勵因素和hygenes作為衡量動機的尺度。
Herzberg developed a ‘two factor theory’. This broke down two lists of factors that affect an individual at work. These were ‘motivators’ and ‘hygenes’. Motivators were placed under this heading as they seemed to offer some satisfaction to the worker and as the title suggests they were in fact motivating. (Fincham & Rhodes, 2005). Contrastingly, Herzberg stated that ‘hygiene’ factors were merely to prevent job satisfaction and not actually there to motivate and individual (Doyle, 2003). Motivators included factors such as; achievement, recognition and also responsibility. Moreover, ‘hygiene’ factors include factors such as; salary, work conditions and relationships with colleagues. (Wilson, 2003).
赫茨伯格提出了“雙因素理論”。這分解了影響個人工作的兩個因素列表。這些是“激勵因素”和“hygenes”。激勵者被放在這個標題下，因為他們似乎給員工帶來了一些滿足感，而且標題表明他們實際上是在激勵。（Fincham&Rhodes，2005）。相比之下，Herzberg指出，“衛生”因素只是為了防止工作滿意度，實際上并不是為了激勵和個人（Doyle，2003）。動機包括以下因素：；成就、認可和責任。此外，“衛生”因素包括以下因素：；工資、工作條件以及與同事的關系。（Wilson，2003）。
Looking at how a team leader could use this theory to motivate their workers, the list of motivators could help them to design initiatives that catered for these needs. For example, they could offer employees more responsibility. Responsibility is one of the ‘motivators’ that offers individuals job satisfaction. If a team leader recognises this, they can utilise this and motivate workers to work more effectively. So, for example, they could offer individuals more responsibility within a certain area of their job, individuals will feel satisfied by this and in turn be motivated. One way in which team leaders could do this is by job enrichment. Job enrichment was utilised effectively by experiments in the 1960’s and 70’s. American mobile company AT & T showed the effectiveness of this by employing job enrichment. In turn, they found a ‘27% reduction in the termination rate and a production cost saving of $558,000’ (Wilson, 2003).
看看團隊領導者如何利用這一理論來激勵員工，激勵因素列表可以幫助他們設計滿足這些需求的舉措。例如，他們可以為員工提供更多的責任感。責任感是為個人提供工作滿意度的“激勵因素”之一。如果團隊領導認識到這一點，他們可以利用這一點并激勵員工更有效地工作。因此，例如，他們可以在工作的某個領域為個人提供更多的責任，個人會對此感到滿意，進而受到激勵。團隊領導者能夠做到這一點的一種方法是豐富工作。20世紀60年代和70年代的實驗有效地利用了工作豐富性。美國移動電話公司AT&T通過豐富工作內容展示了這一點的有效性。反過來，他們發現“終止率降低了27%，生產成本節省了558000美元”（Wilson，2003）。
Another way, in which a team leader could use this theory to motivate their team members, is to ensure that hygiene factors are present within the working environment. Hygiene factors are those that have the potential to cause dissatisfaction. They do not motivate the individual; they are just required so that the individual can be motivated by the motivators. During his research Herzberg found that company policy and administration; which are hygiene factors, was at least partly to blame for 31% of reported dissatisfaction’ (Wilson,2003). This shows how significant hygiene factors are within an organisation. A team leader could use this theory, by ensuring that all the hygiene factors are in place for a member. For example, salary, work environment and company policies. If a team member enforces all of these factors, an employee will be able to feel satisfied and then will be able to get motivated by the motivators that are also linked to Herzberg’s theory.
另一種方法是，團隊領導者可以使用這一理論來激勵團隊成員，即確保工作環境中存在衛生因素。衛生因素是那些有可能引起不滿的因素。它們不會激勵個人；它們只是為了讓個人能夠被激勵者所激勵。赫茨伯格在研究中發現，公司的政策和管理；這是衛生因素，至少是31%的不滿報告的部分原因”（Wilson，2003）。這表明了衛生因素在一個組織中的重要性。團隊領導可以使用這一理論，通過確保成員的所有衛生因素都到位。例如，工資、工作環境和公司政策。如果團隊成員強制執行所有這些因素，員工將能夠感到滿意，然后能夠受到與赫茲伯格理論相關的激勵因素的激勵。
Comparing the two theories, it can be said that there are differences between Maslow’s and Herzberg’s theories. Maslow started that there was a hierarchy to follow, and for an individual to ‘climb’ up the hierarchy, they must first complete the lower order needs. The needs won’t be effective motivators until they are completed. If an individual doesn’t complete a level, they can’t progress to their ultimate goal; self-actualisation. Maslow stated that very few people actually reach self-actualisation.( Huczynski & Buchanan 2007). Contrastingly, Herzberg theory does not focus on this. There is no stage to complete in his theory. Hygenes and motivators are not placed in a structure where one needs to be achieved before another. This highlights the fact that the two theories have a different structure and how they place emphasis on different things. Maslow’s theory seems a rigid structure, whereas, Herzberg’s doesn’t have any order in which factors are completed which indicates flexibility, to an extent.
比較這兩種理論，可以說馬斯洛和赫茲伯格的理論是有區別的。馬斯洛開始說，有一個層次需要遵循，個人要想“爬”上層次，必須首先完成較低階的需求。這些需求在完成之前不會成為有效的激勵因素。如果一個人沒有完成一個級別，他們就無法達到最終目標；自我實現。馬斯洛表示，很少有人真正實現了自我。（Huczynski和Buchanan，2007年）。相比之下，赫茲伯格理論并沒有關注這一點。他的理論沒有可完成的階段。Hygenes和激勵因素并不是放在一個需要先實現后實現的結構中。這突出了一個事實，即這兩種理論有著不同的結構，以及它們如何強調不同的東西。馬斯洛的理論似乎是一個剛性的結構，而赫茲伯格的理論沒有任何因素完成的順序，這在一定程度上表明了靈活性。
Further comparing the two theories, one similarity can be found between the two. Herzberg’s ‘ Motivators’ can be seen as the top two factors of the hierarchy of needs and also the ‘ hygenes’ can be seen as the other 3 factors of the hierarchy of needs. This can be seen to correspond to each other and Herzberg’s work was influenced by Maslow and this is clearly evident within his theory. (Montana & Charnov, 2008). Furthermore, another similarity that can be found between the two theories is that they both have specific criteria that an individual must fulfil to be motivated. With Maslow, this is a ‘hierarchy’ of needs, whereas with Herzberg it is a list of two factors. Maslow’s hierarchy includes; physiological needs, safety needs, belonging needs, esteem needs and finally self-actualisation. (Preziosi, 2008). Herzberg theory also has a specific criteria relating to motivation. The basis of the theory is two factors; hygenes and motivators. Specific hygenes and motivators include salary and responsibility. What can be seen in these theories that there is a lot of emphasis on higher order needs. Self-actualisation is seen as one of the most important things to achieve and Maslow argued that it is one of the ultimate goals. (Huczynski & Buchanan 2007).
進一步比較這兩種理論，可以發現兩者之間有一個相似之處。赫茨伯格的“動機”可以被視為需求層次的前兩個因素，“hygenes”也可以被視是需求層次的其他三個因素。這可以看出是相互對應的，赫茲伯格的工作受到了馬斯洛的影響，這在他的理論中是顯而易見的。（Montana和Charnov，2008）。此外，這兩種理論之間的另一個相似之處是，它們都有特定的標準，個人必須滿足這些標準才能被激勵。對于馬斯洛來說，這是一個需求的“層次”，而對于赫茲伯格來說，這則是兩個因素的列表。馬斯洛的層次結構包括：；生理需求、安全需求、歸屬需求、尊重需求，最后是自我實現。（Preziosi，2008）。赫茲伯格理論也有一個與動機相關的具體標準。該理論的基礎是兩個因素；hygenes和激勵因素。具體的健康因素和激勵因素包括工資和責任。從這些理論中可以看出，人們非常重視更高階的需求。自我實現被視為最重要的事情之一，馬斯洛認為這是最終目標之一。（Huczynski和Buchanan，2007年）。
When looking at these theories another similarity is clearly apparent; they have both been criticised and the validity of both of these theories has been questioned many times. For example, both theories don’t extensively look at motivation and look at the differences between males and females. Research into these areas has shown that males and females are motivated differently and not in the same way as in which these theories propose. For example Betz 1984, (cited in Fiona M Wilson, 2003, p 113) study shows that homemakers are much likely to focus on the lower levels in comparison to working women. This shows how even within females, the way in which needs motivate are different, so there is definitely a difference between males and females. Research regarding Herzberg’s theory shows that males and females differ when it comes to what they are concerned with at work. Donnell & Hall 1980 (cited in Fiona M Wilson, 2003, p 116) found that females focused on opportunities for growth, autonomy and challenge. Whereas, males looked at work environment and pay. This research shows how there is a clear difference between males and females in regards to motivational factors and how any theory must always be taken with caution. However, it needs to be noted that both of these theories have been highly significant within psychology and have stood the test of time.
當審視這些理論時，另一個相似之處顯而易見；它們都受到了批評，這兩種理論的有效性也多次受到質疑。例如，這兩種理論都沒有廣泛地研究動機以及男性和女性之間的差異。對這些領域的研究表明，男性和女性的動機不同，與這些理論提出的方式不同。例如Betz 1984（引用于Fiona M Wilson，2003年，第113頁）的研究表明，與職業女性相比，家庭主婦更可能關注較低的水平。這表明，即使在女性內部，需求激勵的方式也是不同的，因此男性和女性之間肯定存在差異。關于赫茲伯格理論的研究表明，男性和女性在工作中所關心的問題上有所不同。Donnell和Hall 1980（引用于Fiona M Wilson，2003，第116頁）發現，女性關注成長、自主和挑戰的機會。而男性則關注工作環境和薪酬。這項研究表明，男性和女性在動機因素方面存在明顯差異，任何理論都必須謹慎對待。然而，需要注意的是，這兩種理論在心理學中都具有非常重要的意義，并經受住了時間的考驗。
In conclusion, when looking at these theories there are clear similarities and differences. These have been discussed in detail throughout the essay. One of the most significant similarities is that both have clear criteria of what motivates individuals. However, it is also important to consider the differences. With reference to the differences, one that stands out is the fact that the theories differ in the way they describe how an individual progresses and achieves these needs. Maslow states that an individual must progress through the hierarchy, whereas Herzberg just states that there are two factors of motivators and can be achieved at any time, with no need for completing other needs. In addition to this, the essay also looked at how a team leader would use these theories to motivate their team members. For example, a team leader could use Maslow’s theory by looking at a certain need that they could fulfil e.g. security needs. In addition to this, a team leader could use Herzberg’s theory by deploying tactics that use ‘motivators’, which in turn will offer job satisfaction and motivate their team members. Maslow & Herzberg’s theories have both provided valuable insights into motivation and will always have certain significance in organisational psychology.
總之，當審視這些理論時，有明顯的相似之處和不同之處。這篇文章對這些問題進行了詳細的討論。最顯著的相似之處之一是，兩者都有明確的激勵個人的標準。然而，考慮這些差異也很重要。關于這些差異，一個突出的事實是，這些理論在描述個人如何進步和實現這些需求方面存在差異。馬斯洛指出，個人必須在等級制度中進步，而赫茲伯格只是指出，激勵因素有兩個，可以在任何時候實現，而無需完成其他需求。除此之外，本文還研究了團隊領導者如何使用這些理論來激勵團隊成員。例如，團隊領導者可以使用馬斯洛的理論，通過觀察他們可以滿足的特定需求，例如安全需求。除此之外，團隊領導者可以利用赫茲伯格的理論，部署使用“激勵因素”的策略，這反過來會提供工作滿意度并激勵團隊成員。Maslow和Herzberg的理論都為激勵提供了寶貴的見解，在組織心理學中也具有一定的意義。
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