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n to Maslow's (1943) frequently mentioned 'lower-order' needs (such as food and shelter), money can also pave the way toward social status, a good education for one's children, or making it possible to retire early and enjoy more leisure time.

Another explanation for the importance of pay is that pay is frequently used as a measurement for social status and personal accomplishment, particularly among high achievers.

Equity theory (Adams, 1963) has always emphasised the importance of pay comparisons to individuals' sense of fairness. Socio-biologists and psychologists have built a compelling case that the importance of relative wealth and status is 'embedded' in human nature the result of evolutionary and natural selection processes that favour those who come out 'on top' in a positional or hierarchical sense.

Therefore, we find that people are often motivated to buy houses or cars that are 'just a little bigger or better' than those of some close comparator (Frank, 1999), or to demand that their salaries always be 'just a little bit higher' than the highest current salary among their peers. In summary, In today's society the broad usefulness of money as well as the many symbolic meanings it has suggests that, far from being just a low order motivator, pay can assist in obtaining virtually any level on Maslow's motivational hierarchy, including social esteem and self-actualization.

组织文化作为动力——Organisational culture as motivation

The environment has long been recognized as a source of influence on the individual's behaviour. Until recently, researchers had made few systematic attempts to explore the influences of an organization's culture on the behaviour of employees. It is often suggested that culture operates as a unitary 'main effect' on all people. Bodley (1994)

Work culture is essential for maximizing the value of human capital Ashkanasy, (2000) emphasized in their study that managers speak of developing the 'right kind of culture,' a 'culture of quality' suggesting that culture has to do with certain values that managers are trying to factor into their organizations. Also implied in this usage is the assumption that there are better or worse cultures and stronger or weaker cultures, and that the 'right' kind of culture will influence how effective the organisation is. More specifically, other authors have found that the concept of culture is the key to improving organisational effectiveness (for example, Deal and Kennedy, 1982; Peters and Waterman, 1982).

Sledge (2008) used Herzberg's two-factor theory of motivation to assess job satisfaction in the Brazilian hotel industry. The results partially support the theory and suggest that culture influences the degree of job satisfaction.

Takada and Westbrook (2009) found that culture plays a significant role in employee retention. This could lead companies to move toward an organic culture with an emphasis on motivators in an effort to make their organisational culture more conducive to higher employee retention.

团队有效性——The effectiveness of teams

'Teams, instead of jobs, have become the critical building block of future organisations' (Robbins 2004 p99).

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