Supreme Essay辅导怎么样
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“Should I stay or should I go?”: How does staff motivation impact on turnover
of the managerial
employees in the UK
Abstract
The research is carried out in the background and circumstance that the staff turnover of the managerial employees brings challenges and loss to some companies and organizations. The previous researches were carried out from different perspectives and got some useful conclusions. This research conducted empirical research on the influential factors of managerial employees’ resignation desire. The research design draws from Blued or n’s (1982) model and collected data by questionnaires in the companies and organizations in the UK. The data being collected were analyzed by using the multiple linear regression method. It tested the relation between the motivation system in the organization and the managers’ intention of quit by suggesting and testing seven hypotheses. After the making this research, several findings are presented as follows: Material incentive in the incentive system is significantly positive correlated with the job satisfaction and organizational
commitment of the managerial employees. Psychological incentive in the incentive system is significantly positive correlated with the job satisfaction and organizational commitment of the managerial employees. Fairness is significantly positive correlated with the job satisfaction and organizational commitment of the managerial employees. Employee development plan is significantly positive correlated with the job satisfaction and organizational commitment of the managerial employees.
Performance appraisal system is significantly positive correlated with the job satisfaction and organizational commitment of the managerial employees. Job
satisfaction of the managerial employees is significantly negative correlated with the intention of quit. Managerial employees’ intention of quit is negative correlated with work satisfaction and organizational commitment. Fair reward, spiritual incentive, further training (employee development plan), construction and support from
supervisors are the top four influential factors on the managerial people’s resignation desire.
Basing on the research findings, some recommendations are made for the companies and organizations in the UK on the aspects of incentive for managerial employees. The human resource departments of the companies and organizations should build up comprehensive psychological incentive system; build up competitive salary and
welfare system; ensure the fairness of allocation in the incentive system; make proper career development plan for the managerial employees; build up effective
performance appraisal system and cultivate the managerial employees’ initiatives on high levels of needs. For the managerial employees in the companies and
organizations, psychological incentive is more important than material incentives. Despite the basic material motivation, it is recognized that the incentives on the managerial people should be more comprehensive and focus on higher levels of needs.
第二篇：5s,are you ready-陈礼龙
5S，Are you ready
陈礼龙
时间总是这么匆匆忙忙的，一仿我都已经从学校毕业了。来到福晶公司上班的第一天我就正面接触了5S，那时候我还不知道这是什么，只知道我们的工作车间有一个严格的卫生标准来衡量。上下班的时候，我们做的最多的就是整理工具、做卫生。
古人曾说过：“一屋不扫，何以扫天下。”正是这个道理，没有一个舒适的工作环境，我们的工作效率何以提高呢。在前段时间的5S培训中，结合公司的现状和第一阶段5s的运行效果，我们系统的了解了5S。
5S是日文SEIRI(整理)、SEITON(整顿)、SEISO(清扫)、SEIKETSU(清洁)、SHITSUKE(修养)这五个单词，因为五个单词前面发音都是“S”，所以统称为“5S”。它的具体类型内容和典型的意思就是倒掉垃圾和仓库长期不要的东西。让我觉最重中之重的就是SHITSUKE(修养)了，我认为这是所有前提的动力之源。了解我为什么要去做好整理、整顿、清扫、清洁，它又能够给我带来什么呢？
在过去的几个月里，当时我还在2710培训擦拭。每天在忙于练习擦拭的同时，上下班、离开超净台时，都要将自己超净台的工具整理到位并做好卫生，离开时再把椅子移放到位。做好这些直观的给人一种很舒适的感觉，当自己回到工作台时，也能保持一种畅快的心情去工作，整理好的工具也可以很快的拿到，不至于错拿。这也就是5S所带给我们提高工作效率的一个良方。
全员投入齐参加，自然远离脏乱差。5S，Are you ready，我可以说的是，I always ready。 用我们的决心、用心、信心去做好5S。