论文部分内容阅读
“幸福员”工程当美国费城的罗森布鲁斯国际公司创始人的曾孙亨利·罗森布鲁斯1974年加入到罗森布鲁斯国际公司的时候,这是一家有83年历史、2500万美元资产的小旅游公司。亨利·罗森布鲁斯在其事业的早期就意识到,要迎接由于票务管制的放松而产生的机票竞争以及公司旅游部门所带来的挑战,他需要引进顶尖的人才并找到一种办法释放他们的创造性和热情。他认为,恰到好处地为客户服务,是一项挑战性很高的工作。如果从事服务的人萎靡不振,服务将大打折扣。因此使员工幸福成为亨利·罗森布鲁斯个人首要的任务。雇主如何培育幸福?首先罗森布鲁斯在雇用员工时很在意员工的精神风貌,然后才是技术培训。他的公司从寻找心地善良、风趣、具有亲和力的雇员开始,这听起来像是对幼儿园大班的要求。然而事实是,愉快的、善解人意的、具有同情心的人们使服
“Happiness Project ” When Henry Morrison, the great-grandson of the founder of Rosenbright International Inc. of Philadelphia, USA, joined Rosenblatt International in 1974, it was an 83-year-old, $ 25 million asset Small travel company. Henry Rosenbluth realized early in his career that he would need to bring in the best talent and find a way to release them if he were to meet ticket fares resulting from the relaxation of ticketing control and the challenges the company's tourism department brought Creativity and passion. He believes that just to serve the customer, is a very challenging job. Services will be greatly reduced if those in service are in a doldrums. So making employee well-being the personal top priority for Henry Rosenbaus. How employers foster happiness? First, Rosenstein cares about the employee's mental outlook when hiring an employee, followed by technical training. His company started with finding good-hearted, humorous and friendly employees and it sounds like a request for a kindergarten. However, the fact is that happy, considerate and sympathetic people are convincing