论文代写：马斯洛的激励技术
马斯洛动机技术是最基本的技术之一，并且已经确定这种技术在很多组织中几乎是冷漠的（Gawel，1997）。马斯洛的激励技术认为，人们会被激励来达到他们的需求或目标，从底层开始并且努力工作。该人在金字塔底部的期望形式是生理需求。在生理需求方面，这个人需要水，食物，睡眠和住所，并且个人有动力去满足这些需求。奥克兰交通确保与他们一起工作的人员根据联邦标准获得适当的工资。这使得人们能够满足他们的第一层需求。第二个动机是安全和安全。一旦基本的生理需求得到满足，下一步就是确保该人员的安全，并且出于这种安全需求出现相关的动机。就奥克兰交通而言，已经制定了职业安全和健康协议，以保护与公司合作的人员的安全（奥克兰治理，2009年）。
论文代写：马斯洛的激励技术
安全评估以及更多内容都是按时完成的，以确保员工和客户都受到保护。第三和第四个层次是关于该人感受到的归属感和归属感。一个在组织中工作的人必须觉得自己是组织的一部分，并与组织有分享关系。该公司确实给予员工合法推荐的包裹，保险等等，但归属是通过允许他们的客户作为计划决策中的利益相关者与他们互动而创建的。即使在有竞争力的工作机会的情况下，员工的这种动机也有助于他们留在组织中。此外，人们在工作场所受到尊重，这也是人们的需要。在研究工作中，大多数时候已经发现，心怀不满的员工或不满意的员工缺乏自信让他们在组织内继续工作。他们然后倾向于离开。
论文代写：马斯洛的激励技术
The Maslow motivational technique is one of the most basic techniques and it has been identified that this technique is followed almost indifferently in many organizations (Gawel, 1997). Maslow’s motivational technique believes that people would be motivated to reach their needs or goals, do so by starting at the bottom, and work their way up. The form of expectations that the person has at the bottom of the pyramid are physiological needs. In terms of physiological needs, the person needs water, food, sleep and shelter and the individual are motivated to get into a job where these needs are met. Auckland Transport ensures that people working with them are given the proper salary rates according to federal standards. This enabled people to meet their first tier in needs. The second motivational step is safety and security. Once the basic physiological needs are met, the next step is to ensure that the person is safe and for this safety needs related motivation appears. In the case of Auckland Transport, there are occupational safety and health protocols that are in place to protect the security of the people working with the company (Auckland Governance, 2009).
论文代写：马斯洛的激励技术
Security assessments and more are done from time to ensure employees and customers are both protected. The third and fourth levels are about the sense of belonging and affiliation that the person feels. A person working in an organization must feel like they are a part of the organization and share affiliation with it. The company does give their employees legally recommended packages, insurance and more, but belonging is created by allowing their customers to interact with them as stakeholders in planning decision. This motivation for employees helps retain them in the organization even in the context of competitive job offers. Moreover, people feel esteemed in the workplace and this is also a sense of need that people have. In research works, most times it has been identified that disgruntled employees or unsatisfied employees lack self-esteem for them to carry on within the organization. They then tend to leave.
