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Human Relations Management. 人际关系管理

The Human Relations 'school' of management thought looks beyond mere financial and productivity variables in deciding the best way to manage a workforce.

人际关系 "学派 "的管理思想在决定管理劳动力的最佳方式时，超越了单纯的财务和生产力变量。

These managers believe that a worker's performance can be improved by being given praise and recognition for their efforts, that workers should be consulted in any decision that affects them, and that the leader should be democratic rather than autocratic.

这些管理者认为，工人的表现可以通过对他们的努力给予表扬和认可来提高，工人应该在任何影响他们的决定中被咨询，领导者应该是民主的而不是专制的。

Probably the most famous study of Human Relations Management was carried out by Elton Mayo between 1927 and 1932 at the Western Electric Company, at Hawthorne in Chicago, USA.

最著名的人际关系管理研究可能是由埃尔顿-梅奥在1927年至1932年间在美国芝加哥霍桑的西部电气公司进行的。

He studied a group of six female workers over this time, and tried to establish a link between their working conditions and their productivity levels. He changed many of the working conditions (e.g. hours of work, rest periods, lighting, heating), and he discovered that the level of output rose each time.

他在这段时间内研究了一组六名女工，并试图在她们的工作条件和生产力水平之间建立联系。他改变了许多工作条件（如工作时间、休息时间、照明、取暖），他发现每次的产出水平都会上升。

He concluded that the only factor that was needed to consistently achieve a high level of productivity was a strong level of social interaction and teamwork amongst the 6 employees. He called this the 'Hawthorne Effect'.

他的结论是，唯一需要持续实现高生产力水平的因素是6名员工之间强大的社会互动和团队合作水平。他把这称为 "霍桑效应"。

Neo-Human Relations Management. 新人类关系管理

There are a number of management writers and theorists who built on the earlier work of Mayo, agreeing that the way that employees are treated, and the praise and recognition that is given to them by their managers, can have a tremendous psychological effect on their productivity levels. The main writers in this field are Abraham Maslow, Frederick Herzberg and Douglas McGregor.

有一些管理学家和理论家在梅奥早期工作的基础上，同意对待员工的方式，以及管理者对他们的表扬和认可，可以对他们的生产力水平产生巨大的心理影响。这个领域的主要作家是Abraham Maslow, Frederick Herzberg和Douglas McGregor。

Abraham Maslow's 'Hierarchy of Needs' can be seen in the diagram below 亚伯拉罕-马斯洛的 "需求层次 "可以在下图中看到 :

We first need to satisfy the basic requirements of continued existence (i.e. physiological needs). once these needs are satisfied, then we seek to satisfy the higher level needs.

我们首先需要满足继续生存的基本要求（即生理需要）。一旦这些需求得到满足，然后我们就会寻求满足更高层次的需求。

Until a lower order need is satisfied, you cannot progress onto a higher level need. Hence, once the lower level needs are satisfied, then further motivation for the employee can only come by giving them greater scope for using skill, initiative and creativity.

在低层次的需求得到满足之前，你无法进展到高层次的需求。因此，一旦低层次的需求得到满足，那么对员工的进一步激励只能通过给予他们更大的空间来使用技能、主动性和创造性。

Most people reach the safety and social categories, some reach the ego category, yet very few reach the self-fulfilment category (and those that do reach it will not remain at it for very long).

大多数人都达到了安全和社会类别，一些人达到了自我类别，但很少有人达到自我实现类别（那些达到自我实现类别的人也不会保持很长时间）。

As a result of this progression, the size of each of the sections in Maslow's hierarchy diminishes the higher they get, as fewer and fewer people reach them.

由于这种进展，马斯洛层次结构中的每个部分的规模都在缩小，因为达到这些部分的人越来越少了。

Applying this theory to employees, physiological needs include pay and working conditions, safety needs include Health & Safety protection and pension schemes, social needs include the need to work in a team and mix with others, and ego needs may include a company car, job title or size of office. Self-fulfilment needs will depend on the individual employee, whether he has achieved his full potential or not.

将这一理论应用于员工，生理需求包括工资和工作条件，安全需求包括健康和安全保护以及养老金计划，社会需求包括在团队中工作和与他人交往的需要，自我需求可能包括公司的汽车、工作头衔或办公室的大小。自我实现的需求将取决于员工个人，他是否已经充分发挥了他的潜力。

【微语】留学之际，愿你带着希望与梦想扬帆起航，归来时，熠熠生辉。