http://hi.baidu.com/duanransummer/blog/item/f2402a8978afaba20e2444f9.html

http://hi.baidu.com/duanransummer/blog/item/ce391bed3e712ec5b31cb1c5.html

2
（一）
Adams' Equity Theory is named for John Stacey Adams, a workplace and behavioral psychologist, who developed this job motivation theory in 1963. Much like many of the more prevalent theories of motivation (such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory), Adams' Equity Theory acknowledges that subtle and variable factors affect an employee's assessment and perception of their relationship with their work and their employer.
The theory is built-on the belief that employees become de-motivated, both in relation to their job and their employer, if they feel as though their inputs are greater than the outputs. Employees can be expected to respond to this is different ways, including de-motivation (generally to the extent the employee perceives the disparity between the inputs and the outputs exist), reduced effort, becoming disgruntled, or, in more extreme cases, perhaps even disruptive.
①     ｉｎｐｕｔｓ：（ｅｆｆｏｒｔ／ｔｉｍｅ／ａｂｉｌｉｔｙ）虽然David总是对员工出色完成任务提出表扬，他却从不就如何分配任务听取员工的意见。时间表的使用也引起了员工的不满，尤其是工程师。
Although David always to complete the task praising excellent employees, but he never listens to staff on how to assign task of opinion. Schedule usage is also caused a staff of discontent, especially engineer.
ｏｕｔｐｕｔｓ：（ｒｅｃｏｇｎｉｔｏｎ／ｉｎｔｅｒｅｓｔ）
因为员工付出时间精力给David 提出建议，但是David却不听取员工意见，导致员工士气下降，员工不能好好工作，就导致工作效率和质量下降。
Because employees have time and energy to David put forward Suggestions, but David did not listen to staff opinions, in employee morale drop, employees can't work hard, lead to the efficiency and quality of decline.
②     ｉｎｐｕｔｓ：
（ｌｏｙａｌｔｙ／ｃｏｍｍｉｔｍｅｎｔ）虽然和David确实每星期都会开会并讨论进一步的计划，Neil和一名工程师讨论并提出的计划却很少返还给他来做，原因是David的分派工作的方式，通常做工作的工程师不是起初被咨询的那一位，时间因此被浪费了，也是由于这个原因，这两个合伙人的不同的方法时常会引起恼怒。
Although and David did each week will be meeting and discuss further plan, Neil and an engineer discussion and puts forward the plan rarely returned to him to do, the reason is David assignment of the way of working, usually do not initially consulting engineers who, time therefore be wasted, but also because of this reason, the two partners of different methods often can cause irritation.
ｏｕｔｐｕｔｓ：
（ｅｎｊｏｙｍｅｎｔ／ｆａｍｅ）
因为David分派工作不能让员工满意，所以Neil和工程师一起讨论的计划很少让David来做，对David的处理方式不能很信任，David的工作方式，会使工作浪费很多时间，导致工作效率下降。
Because David job assignments cannot let employee satisfaction, so Neil and engineers together discuss the plan rarely let David to do, to David approach cannot very trust, David way of working, can make the job wastes a lot of time, leading to work efficiency descend.


（一）     recognition：
Theory: 书上166
①Neil 给予了Jack 自主权和灵活性，带着他一起见客户，一起开会议，一起讨论，jack感到自己被重用。，可以让员工一起参加规划，可以让员工提高自己，也可以更好的管理团队，让员工感到自己受重用，可以让他们更加为公司效力，提高工作积极性。
②Neil几乎从来在没有问询员工的前提下解雇员工，所以员工很投入工作，他能保证表现好的员工在年底拿到奖金，员工们喜欢Neil询问他们的方式，所以感觉到受到了尊敬。
员工们喜欢这种方式，感觉受到的尊重，员工对领导的忠诚度也会变高，对公司的工作也会提高效率。
(1),
Neil gave Jack autonomy and flexibility, and with him together to customers, open meetings, discuss together, Jack feel more appreciated. , can let employees join planning, can let employees improve ourselves, also can better management team, let employees feel oneself by reusing, can make them more work for the business, raise working enthusiasm.
(2),
Neil almost never without inquiry employees under the premise of firing staff, so the employee is committed, he can guarantee good employees get bonus at the end of the year, the employees like Neil asked them the way, so feel received respect.
Employees like this way, felt respect, staff to the leadership loyalty will become higher, the company will also work to improve efficiency.


（一）     recognition：
Theory: 书上166
①Neil 给予了Jack 自主权和灵活性，带着他一起见客户，一起开会议，一起讨论，jack感到自己被重用。，可以让员工一起参加规划，可以让员工提高自己，也可以更好的管理团队，让员工感到自己受重用，可以让他们更加为公司效力，提高工作积极性。
②Neil几乎从来在没有问询员工的前提下解雇员工，所以员工很投入工作，他能保证表现好的员工在年底拿到奖金，员工们喜欢Neil询问他们的方式，所以感觉到受到了尊敬。
员工们喜欢这种方式，感觉受到的尊重，员工对领导的忠诚度也会变高，对公司的工作也会提高效率。
(1),
Neil gave Jack autonomy and flexibility, and with him together to customers, open meetings, discuss together, Jack feel more appreciated. , can let employees join planning, can let employees improve ourselves, also can better management team, let employees feel oneself by reusing, can make them more work for the business, raise working enthusiasm.
(2),
Neil almost never without inquiry employees under the premise of firing staff, so the employee is committed, he can guarantee good employees get bonus at the end of the year, the employees like Neil asked them the way, so feel received respect.
Employees like this way, felt respect, staff to the leadership loyalty will become higher, the company will also work to improve efficiency.


1.
Theory:
书上 165——166
158—     —159
（一）     recognition：
Theory: 书上166
①Neil 给予了Jack 自主权和灵活性，带着他一起见客户，一起开会议，一起讨论，jack感到自己被重用。，可以让员工一起参加规划，可以让员工提高自己，也可以更好的管理团队，让员工感到自己受重用，可以让他们更加为公司效力，提高工作积极性。
②Neil几乎从来在没有问询员工的前提下解雇员工，所以员工很投入工作，他能保证表现好的员工在年底拿到奖金，员工们喜欢Neil询问他们的方式，所以感觉到受到了尊敬。
员工们喜欢这种方式，感觉受到的尊重，员工对领导的忠诚度也会变高，对公司的工作也会提高效率。
(1),
Neil gave Jack autonomy and flexibility, and with him together to customers, open meetings, discuss together, Jack feel more appreciated. , can let employees join planning, can let employees improve ourselves, also can better management team, let employees feel oneself by reusing, can make them more work for the business, raise working enthusiasm.
(2),
Neil almost never without inquiry employees under the premise of firing staff, so the employee is committed, he can guarantee good employees get bonus at the end of the year, the employees like Neil asked them the way, so feel received respect.
Employees like this way, felt respect, staff to the leadership loyalty will become higher, the company will also work to improve efficiency.