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运用激励理论激发学生学习英语的兴趣
激励理论,英语(篇一)
运用激励理论激发学生学习英语的兴趣
摘要：学生学习英语的兴趣与科学的学习方法有着密切的关系。深入研究和正确使用激励理论，结合小学生的实际情况，就能起到积极的促进作用，最大程度地激发学生学习英语的动机和兴趣，能够取得较好的教育教学效果。
关键词：英语教学 学习动机 激励
激励理论是一种研究影响人的行为因素以及怎样激发人的动机、改变人的行为的心理理论。只要我们深入研究和正确使用这种理论，结合小学生的实际情况，就能起到积极的促进作用，最大程度地激发学生学习英语的动机和兴趣，取得较好的教育教学效果。本文结合个人课堂教学实践，谈谈如何运用激励理论，激发与培养学生的兴趣。
一、目标激励
目标是一种刺激，合适的目标能诱发人的动机。规定人的行为对小学生学习英语而言，能够明确目标，激发和唤起学生探求目标的兴趣与信念。教学目标是课堂教学的出发点和最终归宿，是师生共同活动的指向。明确学习的具体目标，会激发学生主动参与学习的求知欲望。
二、情趣激励
在教学过程中，教师加强同学生的情感联络，形成师生情感共鸣；教与学双方都在轻松、愉快的气氛中进行，双方均取得满意的效果。为促进师生的情感交流，要创设一个轻松、愉快的学习气氛。在教
激励机制英文对照
激励理论,英语(篇二)
"激励机制" 英文对照
incentive mechanism; motivation mechanism; encouraging mechanism;
"激励机制" 在工具书中的解释
1、对工作的报酬荣誉在组织成员中发挥激励作用的规律。组织内自行发挥激励作用的要素有多种,其组合形态可用下图的关系链表示:
"激励机制" 在学术文献中的解释
1、引言激励机制有多种定义,程国平(2002)认为激励机制就是指在组织系统中,激励主体运用多种激励手段与激励客体相互作用、相互制约的结构、方式、关系及演变规律的总和
2、激励机制是指关于企业所有者与经营者如何分享经营成果的一种契约.一种有效的激励机制能够使企业经营者与所有者的利益一致起来是前者能够努力实现企业所有者利益即企业市场价值的最大化而不是单纯追求企业的短期效益
3、激励机制是指思想政治工作的某些方法所具有的激发动机、鼓励行为、调动积极性的内在机制.而劳动过程的生产力是指局部的、具体的、微观的生产实体的生产能力 文献来源
4、激励机制是指对于法律服务主体职业道德、执业纪律、服务技能与业务水平的综合评核授予相应的专业技术职称以及职务的评聘与晋升籍以实现人尽其才
5、激励机制是指激励主休运用激励杠杆调动激励客体(或称激励对象)积极性的相关制度和工作方式.现代人力资源管理理论认为,科学的激励机制应建立在以人为本的基础上,即建立,在尊重人、尊重人的需要、满足人的需要基础上
6、激励机制是指在组织内部通过制定和执行某些政策、法规以及采取某些措施,构成对组织和个人产生激发干劲、规范行为、引导方向等作用,是调节组织运行,调动人的积极性的重要手段
7、所谓激励机制是指形成一种制度应用各种有效手段激发人的热情启动人的积极性、主动性发挥人的创造精神和潜能使之充满内在的活力和动力朝着组织所期望的目标而努力
8、国有企业要建立适应市场经济要求的现代企业制度,必须相应地转换企业经营机制.激励机制是指激励企业内部各成员(所有者、经营者和生产者)最大程度地发挥积极性、主动性和创造性以提高企业的生产效率和经营成果
9、激励机制是指通过强化预算约束和经营约束,科学安排委托代理双方的产权归属和利益分配制度,使二者的利益趋于一致,从而减少因逆向选择和道德风险的存在而导致的金融风险 文献来源
10、激励机制是指在作为激励主体的管理者运用激励物的作用下,作为激励对象的被管理者将“外界推动力”和“目标吸引力”向内在的“自动力”的转化机制
11、所谓激励机制,是指在立功竞赛活动过程中,对参加竞赛者采用的精神鼓励与,而激励的手段、方法、内容使参加竞赛者看得见摸得着,更大限度地发挥他们的才能和价值
12、本文认为,激励机制不仅仅是指包括物质与精神的各种激励措施,还包括惩罚以及其他能够激励鼓动代理人使之振作的一切手段和措施.本文的讨论将建立在上述概念的基础上,且应用重要的基本假设,即代理人的努力将有助于激励机制目的的实现
13、从而达到提高水平的目的.激励机制是指教师对学生的评价对学生所产生的激励作用.反拨作用是指教师通过课堂讲授和课外作业使学生意识到须牢固掌握的内容,并在今后的学习中对这些内容给予足够的重视
14、激励机制是指在组织系统中,激励主体通过激励因素与激励客体相互作用的方式.
在组织中建立科学
的激励机制,就是追求激励的人性化(以人为中心)和制度化(以制度为基础)的统一
15、所谓激励机制,就是指思想政治工作中的内在功能和运行方式.是思想政治工作者运用经济、政治和精神手段,充分调动和发挥工作对象的积极性、主动性和创造性的有机活动
16、所谓激励机制是指通过采取奖励、评选荣誉称号等有效措施来激发学生学习成才的内在动力.教科书和讲义是教材的主体部分
17、因此激励机制可以定义为:在组织系统中激励主体与激励客体之间通过激励因素相互作用的方式.激励机制理论就是以制度化为基础以人为中心的人力资源管理理论
18、激励机制是指将奖励和惩罚的措施作用于个体或群体,经过人们逐渐地认识、吸收和消化,而形成的引导人们思想和行为的习惯力量
19、激励机制是指以达成目标为标准而设置的鼓励内容和形式等,可以用奖励条例、制度等方式确定下来.制约和激励是相辅相成的,缺一不可{激励理论,英语}.
20、激励机制是指通过对违法行为的处罚,来促使人们遵守法律.信息机制是指有了法律,人们就有了一个稳定的预期,知道一定条件下别人的行为,知道如果不按合同办事将受处罚等
21、激励机制是指为激发、及员工的活力和潜力,按照人的追求,由诸种相互联系,相互促进要素有机构成的激励动作系统.激励机制是整经营机制的“动力装置”
22、激励机制是指在代理人选择其行为时,从自身效用最大化出发,自愿的或不得不选择与委托人目标一致的行为规则.激励机制的核心是“我怎样使某人为我努力去做某事”
23、这一激励机制是指公司给予高级管理人员一定数量的虚拟股系,对于这些虚拟股票,高级管理人员没有所有权,但享有股票价格升值带来的收益,以及享受分红权利
24、所谓激励机制是指:采取某种特定的外部和内部刺激的影响来激发人们的动机,鼓励人们努力完成理者交给的任务的一种方法
25、激励机制主要是指物质和精神两个方面.企业家的劳动是一种极为复杂的脑力劳动,应33培养和造就一支职业化的企业家队伍
26、激励机制是指工作目标确定之后,为了实现目标所制定的政策规定和采取的各种激励手段.第二,知识经济是以信息产业为支柱的经济
27、而激励机制是指一个组织为了某种激励目的所采取的体系和制度.激励是高校教师管理的核心.这种担心并不是多余的,因此,我国的研究生教育必须引进宽进严出的学位授予体制
28、激励机制是指激发人的动机,使人有一种动力,朝着所期望的目标前进的心理活动过程.有针对性地解决工作人员的“心理倦怠”,“工作角色模糊”,管理片面性等负激励因素
29、激励机制是指带教老师运用多种手段来激发学生的积极性使其发挥最大的潜能达到人尽其才、事尽其功的教育形式.因此护校对学生的教育已不能满足于单纯的知识传授及智力因素的开发同时也应加强非智力因素的开发和培养以适应现代医学和临床护理所需尤其是对在校的“灰色”学生群体更是如此
30、我们把这种机制称为“激励机制”.但目前的现状都表明:在我国国有企业中,基本上不存在专门针对国有企业管理者的有效的“„激励机制”
激励理论对管理者的好处 英语原创论文
激励理论,英语(篇三)
“It is useful for a practising line manager to have some knowledge of theories of motivation when carrying out their managerial function at work”.
An understanding of motivational theories may be beneficial for a manger to operate effectively when managing people.
1. Content
1. Table of Content................................................................................3
2. Introduction........................................................................................4
2.1 Motivation's definition and concept, basic Motivation Process.........................4
2.2 Motivation for leadership and management.....................................................4
2.3 The purpose of the essay.................................................................................4 3 . In organisation , managers should be taken into consideration these
factors...................................................................................................5
3.1 Related theories and practices........................................................................5
3.2 Two-Factor theory' benefits for managers.......................................................7 4. An analysis of how Expectancy Theory(including Porter and Lawler
Expectancy Model) and Three Needs Theory might work.....................7{激励理论,英语}.
4.1 Expectancy Theory and its
practices..................................................................................................................7{激励理论,英语}.
4.2Expectancy Theory's advantages and
disadvantages........................................................................................................ 9
4.3 Three Needs Theory and its practices................. ............................................ 9
4.4 Three Needs Theory's advantages and disadvantages....................................11
4.5 Expectancy Theory and Three Needs Theory's benefits for managers............12 5. Analyse the objectives of individuals with regard to their
motivation ...........................................................................................12
6. Conclusion.......................................................................................14{激励理论,英语}.
7.References.......................................................................................15{激励理论,英语}.
2.Introduction
2.1 Motivation's definition and concept, basic Motivation Process
Definition ：It is a kind of state, it appeared in the process of internal or external to the individual. It is the specific field in which action (or operations) of people chooses to pursue a certain degree under the condition of the vitality and enduring these results (Rollinson, 2008).{激励理论,英语}.
Concept: It is direction and the target function. Motives are produced by personality, it has certain direction and purpose, people's action is always in accordance with the direction and goals to achieve (Rollinson, 2008). In the workplace, it is essential to practice line managers to take effective motivated to improve staff motivation and job performance. Effective employee motivation helps improve employees satisfaction and loyalty, thus promoting increase organizational performance (Rollinson, 2008).
2.2 Motivation for leadership and management
Leaders as managers of the organisation. The nature of their work is the motivation, the purpose is to let the enthusiasm of staff to maintain good and constantly create value and profit. The art of leadership and motivation are the key points in organisation management (Henry, 2011). The core issue of organisation and management is the management of people, how to effectively use motivation, to do well the management of people, increase the efficiency of the leadership, is an important aspect of the leadership and motivation research (Bruce and Pepitone, 1999).
2.3 The purpose of the essay
The wise managers will always make the best of motives ways to motivate employees to work hard to achieve a specific result. In order to effectively motivate
employees, managers need to understand some theories of motivation. In this essay, the author will critically evaluate "theories of motivation may be useful for a manager". The author will use useful knowledge of motivational theories (Maslow’s Needs Theory, Two-Factor Theory, Expectancy Theory and Three Needs Theory) explaining the reasons why an understanding of these theories may be beneficial for a manager to operate effectively when managing people. Microsoft and Apple's motivation cases will be referred as practices. In the end, conclusions will give useful judgments and outcomes for "motivational theories are useful for a practicing line manager”.
3. In organisation , managers should be taken into consideration these factors
3.1 Related theories and practices
In an organisation, managers should consider many factors for convenience， efficiency and stability. Briefly, according to Two-Factor theory and brief Maslow’s Needs theory, they should consider Hygiene Factors and Motivators:
Salary
Job security
Working conditions
Quality of supervision
Company policy and administration
Interpersonal relations (Rollinson, 2008).
They are not curative, but preventive. When people think these factors are very good, it just removes unsatisfied emotion. When these factors are far below the acceptable level, organisations will appear dissatisfied with work (Bourn, 1980). Hygiene factors are equivalent to Maslow's physiological needs, such as the lower needs (Sun and Li, 2014).
In Microsoft, about its policy and administration, it has a distinctive competitive mechanism, it has: Strong technical capability employees were elected managers, different departments allow talented employees to other departments in seeking new challenges. It has wonderful working conditions, it has flat social spaces, internal technical experience sharing session, comfortable working environment, fully functional office equipment and space (Cusumano, 1998). Microsoft has Travel allowance and various medical insurance and comprehensive annual physical examination and health consultation for Job security(Cusumano, 1998).
Motivators:
Sense of achievement
Recognition
Responsibility
Nature of work
Personal growth & advancement (Rollinson, 2008).
Those who can bring a positive attitude, satisfaction and incentive factors are called the "Motivators", they can meet the needs of the individual self-fulfillment (Swenson, 2004). Motivating factors are equivalent to respect needs and self-actualization needs, more advanced needs. High-level needs than low level have greater value (Buford, Bedeian & Lindner, 1995).
Microsoft has a variety of training opportunities for Personal growth, the establishment of staff development model to help employees to stimulate interest in the potential development, sending employees to participate in Vocational Software Engineering Conference to help employees understand new developments in the industry (Chakraborty and Barnall, 2010). As for Recognition, Microsoft employees'
Motivating a Multigenerational Workforce 员工激励理论- 不同年代员工的激励方式 英文
激励理论,英语(篇四)
Motivating a Multigenerational Workforce
Traditionalists (born before 1945)
baby boomers (born from 1946 to 1964)
Generation X (born from 1965 to 1978)
Generation Y (born from 1979 to 1999) Additionally, to motivate Gen Xers:
1. Make sure you provide the flexibility needed for them to manage their other priorities such as dependent children, aging parents and even educational endeavors. This flexibility can be as simple as providing schedule changes to accommodate these needs. Understand that these are needs, not wants.
2. Provide many opportunities for collaboration and teamwork. This is the generation that “fuels their fire” through teamwork.
3. Provide recognition in ways that connect with what they value the most. Some value
handwritten thank-you notes for a job well done, while others are motivated by tangible gifts such as commissions or gift certificates.
To motivate Gen Yers:
1. Provide Gen Yers flexibility in when and where work is done. Gen Yers resist what they see as rigid workday starting times. They do not understand why coming to work 15 to 30 minutes late is viewed by baby boomers as irresponsible behavior.
2. Gen Yers are interested in change and challenge. They will leave a higher-paying good job for the opportunity to experience something new. They do not see their careers as needing to be linear, and they are right. Remember, these are the workers who will have at least five
different careers--not just jobs--over their lifespan. Their tenure in a particular job is often no more than two to three years.
3. Do not interpret their rebellious nature as negative. Let them vent and do not take it personally. By all means, avoid “writing them up” for this communication. This is the
generation that will challenge and change much of what we need to change.
Now, how are Boomers motivated?
1. Provide Gen Yers flexibility in when and where work is done. Gen Yers resist what they see as rigid workday starting times. They do not understand why coming to work 15 to 30 minutes late is viewed by baby boomers as irresponsible behavior.
2. Gen Yers are interested in change and challenge. They will leave a higher-paying good job for the opportunity to experience something new. They do not see their careers as needing to be linear, and they are right. Remember, these are the workers who will have at least five
different careers--not just jobs--over their lifespan. Their tenure in a particular job is often no more than two to three years.
3. Do not interpret their rebellious nature as negative. Let them vent and do not take it personally. By all means, avoid “writing them up” for this communication. This is the
generation that will challenge and change much of what we need to change.
Different Set of Commitments/Loyalties: Boomers have always been seen as loyal to their companies. They feel a sense of belonging and dedication based on their history. This is not so for the Gen Xers and Gen Yers. They are more focused on the present and future. They do not see a problem in going elsewhere when another/better opportunity comes along. This is often seen as disloyal to their current company, but this isn’t necessarily true. They can be very committed to their work, although not to a particular job. They will do what is required, but not because of a sense of belonging based on tenure or what the company has provided in the past, but because they find meaning in the work. They need to feel that they are making a difference in their work.
How can you motivate a workforce whose loyalty lies most within? The answer to this is simple, although the solutions are not always easy to provide.
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