關於 how to make a better workplace ，我們在網路上蒐集到這些相關的討論、資訊與評價

Today’s teaching is about how to succeed in your workplace as a child of God.

Stressful toil came as part of the curse upon Adam. This was not the way before he fell.

“To Adam he said, “Because you have listened to your wife’s voice, and ate from the tree, about which I commanded you, saying, ‘You shall not eat of it,’ the ground is cursed for your sake. You will eat from it with much labor all the days of your life. It will yield thorns and thistles to you; and you will eat the herb of the field. By the sweat of your face will you eat bread until you return to the ground, for out of it you were taken. For you are dust, and to dust you shall return.”” (Genesis‬ ‭3:17-19‬ ‭WEB‬‬)

Before that, God had designed for Adam to sow seeds and reap abundant harvests. God gave seeds to Adam, and when Adam planted these seeds, they sprang up quickly and bore fruits.

“God said, “Behold, I have given you every herb yielding seed, which is on the surface of all the earth, and every tree, which bears fruit yielding seed. It will be your food.” (Genesis‬ ‭1:29‬ ‭WEB‬‬)

At that time, the whole earth had a fine mist canopy watering it. This meant that Adam didn’t even have to water the seeds. It was so restful for him.

We have to understand that we have been redeemed through Jesus’ blood. We are not meant to operate under the Adamic curse, but under the redemption we have in Christ.

If you are pushing yourself to work very hard in your job, profession, business, or ministry, in order to increase your results, this is operating by the curse: stressful toil in exchange for little fruits.

Then when your results don’t justify the hard work you’re putting in, you’ll get burnt out and angry at God, questioning why things are not moving well for you.

God has a better way for you to succeed in your workplace.

Whatever you want more of, you can sow the same thing as a seed, as unto the Lord, in order to reap it in a multiplied way.

When the little boy handed his meal of five loaves of bread and two small fishes as unto Jesus, it was multiplied to feed five thousand men (not counting the women and children), and there were twelve baskets full of food left over (John 6:8-13).

Jesus’ blood shed at the cross has made your sowing bear fruitful results. Previously before you were saved, your sowing only produced thorns and thistles. However, now that you are a child of God, you enjoy God’s favor and your sowing is powerfully effective. Sowing and reaping is a principle for the redeemed children of God.

“I thought it necessary therefore to entreat the brothers that they would go before to you, and arrange ahead of time the generous gift that you promised before, that the same might be ready as a matter of generosity, and not of greediness. Remember this: he who sows sparingly will also reap sparingly. He who sows bountifully will also reap bountifully. Let each man give according as he has determined in his heart; not grudgingly, or under compulsion; for God loves a cheerful giver. And God is able to make all grace abound to you, that you, always having all sufficiency in everything, may abound to every good work. As it is written, “He has scattered abroad, he has given to the poor. His righteousness remains forever.” Now may he who supplies seed to the sower and bread for food, supply and multiply your seed for sowing, and increase the fruits of your righteousness; you being enriched in everything to all liberality, which produces through us thanksgiving to God.” (2 Corinthians‬ ‭9:5-11‬ ‭WEB‬‬)

If you want to enjoy multiplied results at work, think of how you can be a blessing to others first. If you want more business deals, see how you can bless others with deals. If you want to enjoy good relationships with your boss and colleagues, see how you can be an encourager, comforter and a good friend to others. If you want to grow your network, see how you can be a person who connects others to the people they need.

Rely on the Holy Spirit to lead you how to do these, in every situation, receiving His wisdom and power to do so.

The way of Kingdom prosperity is giving. The more you give, the more it is multiplied in abundance back to you.

Thanks to Grace, we can expect to receive abundantly above all that we can think or imagine because it is by God’s generosity and not by our limited ability.

I pray that as you operate by this New Covenant principle, that you will enjoy restful increase and unceasing fruitfulness at your workplace!

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各位亲爱的你，

如果您在附近或工作场所附近发现被Covid 19感染的人，当他们被救护车送往隔离中心时，请不要拍摄当事人的视频或图片，尽量不要让这些人觉得很尴尬。 相反的，你可以站在几英尺远的阳台，窗户或门口，竖起大拇指👍，祝他/她好运，早日康复。

由于病毒的传播速度很快，可能不久后，你将在每个人的大门/门前都看到了救护车。

请同理当事人一定会经过的过程，也请：
1.尊重他/她
2.为他/她祈祷
3.让他/她觉得你是一个好人
4.不要散布恐慌和“惧怕侮辱”。

他/她只是不适，不是罪犯。 他/她会得到治愈的，但人们如何羞辱对待他的记忆，却将永远与他在一起。我们都身陷在这场斗争中！

他愿意接受治疗好过那些确诊的人，还到处趴趴走，怕死没有人和他陪葬。

让我们传播爱，建立信心。
大家请安全待在家里，保重。
**[复制并粘贴以提高大家的意识]

Dear All,

Whenever you find a Person Infected with Covid 19 in your neighborhood or near your workplace, being taken to Quarantine/Isolation Center in an Ambulance, Please do not take Video or Pictures, in fact discourage the person who you find is making a video or taking photos. Don’t embarrass the person. Instead stand in your Balcony or at your Window or your Gate a few feet away and give him/her a thumbs up👍, Wish him/her good luck and a Speedy Recovery.

Because the way the virus is spreading, soon you will find a Ambulance, in front of everybody’s Gate / Door.

Please understand how this person must be going through.
Please :
1. Respect him/her
2. Pray for Him/her
3. Make him/her feel you are a good human being
4. Do not spread panic and “fear of insult” among others.

The person is just unwell, not a criminal. He will get cured but the memory of how people treated him, will stay with him forever!!
We are all in this fight together!!

He is willing to receive treatment better than those who are diagnosed, and he walks around, afraid that no one will be buried with him.

Let's spread love and build confidence
Be Safe, Stay at Home.. take care everyone.
**[ Copy and paste for everyone's awareness 。

- Luyện Reading, tìm từ vựng hay

MOTIVATIONAL FACTORS AND THE HOSPITALITY INDUSTRY

A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?

Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces - usually in the non-service sector - that emphasized fun and enjoyment as part of work-life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions.

Pfeffer (1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).

Lucas also points out that 'the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work' (Lucas, 2002). In addition, or maybe as a result, high employee turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).

Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013): '[P]roviding support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.' Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.

While it seems likely that employees' reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.

Such conditions are particularly troubling for the luxury hotel market, where high-quality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services ofhotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.

It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.

Herzberg (1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al., 2008).

Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator factors may ideally result in job satisfaction (Maroudas et al., 2008). Herzberg's (1966) theory discusses the need for a 'balance' of these two types of needs.

The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States. It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover.

Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics. 'Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously maintaining high levels of performance' (Tews et al., 2013).

Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.

Các từ vựng nổi bật:

critical (adj): then chốt
superior (adj): tốt hơn
accomplish (adj): trọn vẹn
retain (v): giữ lại
by contrast: ngược lại
extend (v): kéo dài
emphasize (v): nhấn mạnh
investment (n): đầu tư
competitive (adj): cạnh tranh
recognition (n): sự công nhận
substance (n): cốt lõi
foster (v): thúc đẩy
constructive (adj): có tính xây dựng
managerial (adj): thuộc quản lý
potential (n): tiềm năng
turnover (n): nghỉ việc
compensation (n): lương
morale (n): tinh thần
obstacle (n): chướng ngại
succinctly (adv): súc tích
retention (n): sự duy trì
predisposition (n): khuynh hướng thiên về
separate (adj): riêng biệt
sophisticated (adj): phức tạp
dichotomy (n): sự lưỡng phân
extrinsic (adj): từ bên ngoài
intrinsic (adj): từ bên trong
align (v): sắp hàng
delicate (adj): tinh tế
simultaneously (adv): đồng thời
adequate (adj): đầy đủ
break (n): giờ giải lao

Các bạn cùng tham khảo nhé!