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（五月30日）星期一，是我人生最大的事。那就是我的结婚晚宴！当天我本人还带了四箱啤酒去酒楼预防之前所订的啤酒不够喝。晚宴的菜还特别更改过的。

人算不如天算！当日我抵达了酒楼，台桌的位子完全不对 （这还没什莫）。过后又有亲戚和朋友对我说：“我们要喝啤酒，酒楼的人说男方没有供应啤酒。“

我听到了非常震撼，我干警快快去找酒楼服务人员。我对他们说：“刚才我叫你们从车里拿下的四箱不是啤酒吗？还有我和你们酒楼订的啤酒不是啤酒吗？是谁说我不供应啤酒的!!!".

最后要结账的时候更利普，预备台桌没开但又煮了还打包也没关系。敢干打包的鱼翅汤没鱼翅，奶油虾也只有六只。 哇！我当场对着服务人员说：“这是我的吗？还是客人吃剩的？“。隔了第二天，我就写了一封投诉信.

昨天旁晚，我和我太太前往该酒楼去拿我们的水果和香槟。过后就有两位服务人员拿着水果和香槟走向我们的方向。原来其中一个竟然是Director Food & Beverage，他亲自像我们道歉。水果也特别多，香槟便酒了。

过后Director Food & Beverage对我说，他们酒楼会给我免费一餐在该酒楼。菜试随我点！这样我的气才不够爽了一点点。我昨晚吃的海鲜自由餐回也是Director Food & Beverage请我吃的。这样我的气又爽了一点点。

但是不论他们请我吃多少遍的餐！结论也是一样 “酒楼害到我名誉扫地“。

There are three basic causes for any insubordination incident:

1.) Stress: Employees under stress are insubordinate because they are overwhelmed. An employee may be under stress due to factors occurring in the workplace or in their personal life. Whatever the reason for their stress, they reach a point where they simply cannot function anymore. So, they tell their supervisor "no." They cannot do anymore work or tasks.

An employee who is insubordinate due to stress is worth saving and not terminating. These employees usually recognize their stress and shortcomings and are willing to change in order to improve their performance.

2.) Rebellion: Employees in rebellion are usually rebelling from their own Captain Bligh or intolerable work situation. These employees usually have a legitimate reason for being insubordinate; however, they often do not take the appropriate action to notify the proper authorities in the company about what is happening to them.

An employee who is insubordinate because he/she is rebelling is worth saving and not terminating. These employees need three things: listening, educating, and discipline. (a) Listen carefully to the reason(s) of the employee for being insubordinate. The employee might say "my supervisor is a jerk," but if you listen carefully you may find out that the supervisor has been calling the employee names, sexually harassing him or her, or constantly criticizing the employees performance. (b) Educate the employee about the proper course of action to take to address a supervisor who is acting inappropriately with his or her subordinates. (c) Discipline the employee, usually verbally, notifying him or her that it is important to following proper procedures versus taking inappropriate actions.

(Note: Do not discipline an employee who is reporting they rebelled because a supervisor was sexually harassing him/her, or because a supervisor was acting in a discriminatory manor against him or her. Also, remember that it is legal for employees to engage in Union forming activity.)

3.) Power: Employees, who are insubordinate because they are seeking power, are employees who want to control either their supervisor or their employers. These employees are usually very calculated in their use of insubordination. By constantly testing the limits of their supervisor through insubordination, the power-seeking employee gradually starts to build their power against their supervisor and within the company.

Consider "power" being the cause of the insubordination when you have ruled out stress and rebellion as causes of the insubordination. The power-seeking employee is not worth saving and should be taken through your company's progressive discipline procedures.

    企业内部影响员工工作积极性的因素很多，也很复杂，但从系统论的角度来看对其起影响的因素不外两个方面：外部环境和内部环境。内部环境就是员工自身因素，自我对工作积极性的调动，这些自身因素包括员工的成就动机、自我效能、自我激励等；外部环境是工作氛围，包括上司、同事、工作激励、工作本身。下面我们分别对这几种影响因素做进一步的阐述。

    1、成就动机。所谓成就动机，是指驱动一个人在社会活动的特定领域力求获得成功或取得成就的内部力量。强烈的成就动机使人具有很高的工作积极性，渴望将事情做得更为完美，提高工作效率，获得更大的成功。成就动机是影响员工工作积极性的一个基本的内部因素，在宏观层次上它受到员工所处的经济、文化、社会的发展程度的制约；在微观层次上，让每一个员工都有机会得到各种成功体验，培养和提高自我愿望等成就动机水平，将有助于改变他们对工作的消极态度，提高自我的工作积极性。

    2、自我效能。自我效能感被定义为人们对自己产生特定水准的，能够影响自己生活事件的行为之能力的信念。自我效能的信念决定了人们如何感受、如何思考、如何自我激励以及如何行为。自我效能决定了员工对自己工作能力的判断，积极、适当的自我效能感使员工认为自己有能力胜任所承担的工作，由此将持有积极的、进取的工作态度；而当员工的自我效能比较低，认为无法胜任工作，那么他将对工作将会有消极回避的想法，工作积极性将大打折扣。

    3、自我激励。工作中难免会遇到各种各样的挫折和失败，降低员工的成就动机并对自己的能力产生怀疑，所以必须要不断地进行自我激励，以维持强烈的成就动机和高水平的自我效能。

    4、上司对员工共作积极性的影响。上司是员工工作指令的来源，也是员工工作业绩的主要评价者，上司与员工之间的互动对员工的工作态度起着非常重要的影响。什么样的领导方式能有效的提高员工的工作积极性呢？台湾的组织社会学学者在对华人企业的研究中表明，许多企业会以家庭作为企业的隐喻，通过泛家族化的过程，传统的家族中的伦理或角色关系会类化到家族以外的团体或组织，领导者在企业中扮演的是家长的角色，要求领导者应该恩威并重，公平、公正地对待下属。同时心理学的研究认为，领导者敏锐地觉察追随者的情绪状态，了解并适当地满足追随者的需求，是有效地提高追随者积极性的重要因素。

    5、同事对员工共作积极性的影响。国人做事，一向讲究“天时”、“地利”、“人和”，其中“人和”是最重要的因素。文化传统和几十年“单位制”的影响使员工很看重工作中的人际关系，希望能够被人接纳，并能融入其中。同事之间良好的人际互动和工作氛围，将大大的提高员工的归属感，进而调动员工的工作积极性。

    6、工作激励。毫无疑问，恰当的激励对于提高员工的工作积极性有着不可忽视的作用。激励从不同的维度可以分为奖励和惩罚、物质激励与精神激励。值得注意的是，激励的前提假设是把员工看作是“经济人”还是假定为“社会人”，由于前提假设的不同，就会产生激励方式和手段的差异。把员工看作是“经济人”则激励会侧重于物质方面；如果把员工假定为“社会人”，则在物质激励的同时，还会对员工进行适当的精神激励。

    7、工作本身。同一件工作对于不同成就动机、自我效能的员工来说，意义是不同的，员工对此工作的积极性也是存在差异的，哪怕他们实际上都能把这份工作完成的很出色。这就要求管理者有能力分辨出员工的工作取向，分配恰当的工作，如此可以有效地提高员工的工作积极性。