McConnell C R
Myers Community Hospital, Sodus, New York, USA.
Health Care Superv. 1998 Jun;16(4):1-11. doi: 10.1097/00126450-199806000-00002.
Supervisors and managers tend to behave as though they are responsive to somewhat different motivating forces than their employees. However, employees at all levels are basically similar in terms of what they want to obtain from work. While drives vary in intensity from person to person, the basic motivating forces remain the same. Essentially it is not possible to "motivate" another as such; it is possible only to create the conditions under which another can become self-motivated. The supervisor must appreciate the key principles of motivation, including the relationship between repetition and reinforcement and the importance of timely feedback. Also, the supervisor must learn what his or her legitimate role is concerning the fulfillment of employee needs. Successful supervisors will be those who are sensitive to their own needs and desires, credit their employees with the same or similar needs and desires, and treat employees in the manner in which they would like to be treated by higher management.
主管和经理的行为方式似乎表明，他们受到的激励因素与员工有所不同。然而，各级员工在想从工作中获得什么方面基本相似。虽然驱动力因人而异，但其基本激励因素是相同的。本质上，不可能直接“激励”他人；只能创造条件，让他人能够自我激励。主管必须理解激励的关键原则，包括重复与强化之间的关系以及及时反馈的重要性。此外，主管必须了解在满足员工需求方面自己的合理角色是什么。成功的主管将是那些对自身需求和愿望敏感，认为员工也有相同或类似需求和愿望，并以自己希望上级管理层对待自己的方式对待员工的人。
