羅賓斯管理學(xué)激勵(lì)Motivatingemployees課件

MotivatingEmployeesChapter

9-2專業(yè).....Case:問題

Supposeyousetupasmallcompanyaftergraduation,therearemanyworkswhichrequireyouremployeestodo.Howdoyoumotivateyouremployees?我們的模擬案例中的創(chuàng)業(yè)小公司面臨的一個(gè)眼前的問題，如何招募到員工，如何激勵(lì)員工為企業(yè)工作？15–2專業(yè).....Case:情形案例

Supposeyousetupasmallcompanyaftergraduation,becauseofthelimitedbudgetsyoucannotprovidefavorablesalarytoyouremployees,however,therearemanyworkswhichrequireyouremployeestoworkovertimewithverylimitedovertimesubsidiesinadditiontoaunsatisfiedworkingenvironments.Insuchasituation,whatyouwilldo?Howdoyoumotivateyouremployees?15–3專業(yè).....16–4WhatIsMotivation?DefinemotivationExplainmotivationasaneed-satisfyingprocess.專業(yè).....15–5MotivationDMotivation動(dòng)機(jī)Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal動(dòng)機(jī)是個(gè)體為了實(shí)現(xiàn)目標(biāo)而付出的努力的過程，包括努力的產(chǎn)生、指向和努力的持續(xù)等。專業(yè).....15–6MotivationDMotivation動(dòng)機(jī)Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal動(dòng)機(jī)是個(gè)體為了實(shí)現(xiàn)目標(biāo)而付出的努力的過程，包括努力的產(chǎn)生、指向和努力的持續(xù)等。Threekeyelements:Energy努力:ameasureofintensityordrive.Direction

方向:towardorganizationalgoalsPersistence堅(jiān)持性:exertingefforttoachievegoals.Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.專業(yè).....16–7MotivationQ：IsMotivationapersonaltrait?–thatsomepeoplehaveandothersdon’t?

動(dòng)機(jī)是有人有，有人沒有嗎？A：Motivationistheresultofaninteractionbetweenapersonandasituation.不，內(nèi)外交織的結(jié)果專業(yè).....15–82.EarlyTheoriesof

Motivation

早期激勵(lì)理論2.1Maslow’sHierarchyofNeeds2.2MacGregor’sTheoriesXandY2.3Herzberg’sTwo-FactorTheory2.4McClelland’sThreeNeedsTheory專業(yè).....15–9Exhibit15–1 Maslow’sHierarchyofNeeds馬斯洛需要層次理論自我實(shí)現(xiàn)尊重社交安全生理2.1Maslow’sHierarchyofNeedsTheory專業(yè).....2.1Maslow’sHierarchyofNeedsTheory16–10Physiologicalneeds-aperson’sneedsforfood,drink,shelter,sexualsatisfaction,andotherphysicalneeds.Safetyneeds-aperson’sneedsforsecurityandprotectionfromphysicalandemotionalharm.Socialneeds-aperson’sneedsforaffection,belongingness,acceptance,andfriendship.Esteemneeds-aperson’sneedsforinternalfactors(e.g.,self-respect,autonomy,andachievement)andexternalfactors(suchasstatus,recognition,andattention).Self-actualizationneeds-aperson’sneedtobecomewhatheorsheiscapableofbecoming.專業(yè).....15–11專業(yè).....15–122.1Maslow’sHierarchyofNeedsTheory馬斯洛需要層次理論Needswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external):physiological,safetyHigher-order(internal):social,esteem,self-actualization專業(yè).....15–132.2

McGregor’sTheoryXandTheoryY

麥格雷戈X理論和Y理論TheoryXAssumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.TheoryYAssumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.專業(yè).....15–14McGregor’sTheoryXandTheoryY

麥格雷戈X理論和Y理論TheoryXLower-orderneedsdominatedindividualsTheoryYHigher-orderneedsdominatedindividuals.Assumption:TheoryYismorevalidthanthoseofTheoryXMotivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.專業(yè).....15–15Q:WhichTheoryIsMoreValid？Commentsoftheauthor:NoevidencetoconfirmthateithersetofassumptionsisvalidorthatbeingaTheoryYmanagermakesemployeesmoremotivated.專業(yè).....15–162.3

Herzberg’sMotivation-HygieneTheory

赫茲伯格的雙因理論orTwofactortheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors保健因素:extrinsic(environmental)factorsthatcreatejobdissatisfaction.Motivators激勵(lì)因素:intrinsic(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.專業(yè).....15–17Exhibit16–3 ContrastingViewsofSatisfaction-DissatisfactionP433專業(yè).....15–18Exhibit16–2 Herzberg’sMotivation-HygieneTheory赫茲伯格雙因理論P(yáng)434專業(yè).....15–192.4Three-NeedsTheory

三種需要理論DavidMcClelland戴維.麥克利蘭Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)成就需要ThedrivetoexcelandsucceedPersonalresponsibility,feedbackonperformance,tooeasyortoodifficultwork;nAchmanager≠goodmanagerNeedforpower(nPow)權(quán)力需要TheneedtoinfluencethebehaviorofothersBestmanagerstendtobehighintheneedforachievementNeedofaffiliation(nAff)歸屬需要Thedesireforinterpersonalrelationships專業(yè).....Exhibit16-4:TATPicturesp435專業(yè).....15–21Exhibit16–4 ExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPow投射測試：根據(jù)圖片寫故事專業(yè).....16–223.ContemporaryTheoriesofMotivation3.1Goal-SettingTheory3.2ReinforcementTheory3.3JobDesigntheory3.4EquityTheory3.5ExpectancyTheory3.6IntegratingContemporaryTheoriesofMotivation專業(yè).....16–233.1Goal-settingtheoryGoal-SettingTheory目標(biāo)設(shè)置理論

E.A.LockeProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.理論主張?jiān)O(shè)立具體而富有挑戰(zhàn)性的，同時(shí)又是可以達(dá)成的和可以接受的目標(biāo)，能夠取得比沒有目標(biāo)或者有很容易實(shí)現(xiàn)的目標(biāo)更好的成果。專業(yè).....15–243.1Goal-settingtheoryGoal-SettingTheory目標(biāo)設(shè)置理論E.A.LockeThreeresearchessupportthetheoryIntentiontoworktowardagoalisamajorsourceofjobmotivation.

努力完成工作目標(biāo)是工作最主要?jiǎng)恿x:“doyourbest”;or“toscorea93%tokeepyourAintheclass”Achievementmotivationisstimulatedbymoderatelychallenginggoals10-20%highachieversAcceptedandcommittedtothegoals(2)Participationcanimproveacceptanceofchallenginggoals.(3)Feedbackshavepositiveeffectsonmotivation專業(yè).....15–25Goal-SettingTheory

目標(biāo)設(shè)置理論的內(nèi)容Threefactorsaffectthegoal-performanceGoalcommitment目標(biāo)承諾InternallocusofcontrolGoalsaremadepublicGoalsareself-setratherthanassignedAdequateself-efficacy自我效能Individual’sBeliefthathe/sheiscapableofperformingataskLowself-efficacy--reduceeffortstorespondnegativefeedbacksHighself-efficacy--increaseeffortstorespondnegativefeedbacksNationalculture民族文化Thevalueofgoal-settingtheorydependsonthenationalculture.AdaptableinUSCanadaMightnotadaptableinsomeothercountries,suchasChilly,Portugal專業(yè).....16–26Exhibit16–5 Goal-SettingTheory目標(biāo)設(shè)置理論P(yáng)437Conclusions:Intentiontoworktowardagoalisamajorsourceofjobmotivation.Thetheoryisapplicabletoemployeeswhoacceptthegoalsandhavegoalcommitment.Participationcanimproveacceptanceofchallenginggoals.Feedbackshavepositiveeffectsonmotivation

Summarize自我效能專業(yè).....16–273.2ReinforcementTheoryReinforcementTheory強(qiáng)化理論B.F.SkinnerAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.行為是結(jié)果的函數(shù)，行為的原因來自外部，如果行為之后緊接著給予一個(gè)積極的強(qiáng)化物，則會提高該行為的重復(fù)的比率。Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.Researchshowsthatreinforcementstronglyaffectsworkbehaviorsofemployees專業(yè).....16–28DifferencebetweenRTand

GST

強(qiáng)化理論與目標(biāo)設(shè)定理論的區(qū)別TheDifferenceBetweenReinforcementTheoryandGoal-SettingTheoryRTassumesabehavioriscausedbyenvironment強(qiáng)調(diào)環(huán)境GSTbelievesthatsourcesofmotivationisfrompersonalgoals強(qiáng)調(diào)內(nèi)心對目標(biāo)的追求專業(yè).....16–293.3DesigningmotivatingJobs

JobdesigntheoryJobDesign工作設(shè)計(jì)Thewaytasksarecombinedtoformcompletejobs.

將各種任務(wù)組合起來構(gòu)成完整工作的方法。Factorsinfluencingjobdesign:Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferences專業(yè).....16–303.3Job

DesignTheoryJobDesign工作設(shè)計(jì)ApproachesofjobdesigningtomotivateemployeesJobenlargement工作擴(kuò)大化(scope)橫向擴(kuò)大Increasingthejob’sscope(numberandfrequencyoftasks)Ex:dentist,sanitizingandstoringinstrumentsJobenrichment工作豐富化(depth)縱向擴(kuò)大Increasingresponsibilityandautonomy(depth)inajob.Ex:dentist,scheduleappointments,followupwithclients專業(yè).....16–31DesigningMotivatingJobs(cont’d)JobCharacteristicsModel(JCM)工作特征模型Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics:Skillvariety技能多樣性:howmanyskillsandtalentsareneeded?Taskidentity任務(wù)完整性:doesthejobproduceacompletework?Tasksignificance任務(wù)重要性:howimportantisthejob?Autonomy工作自主性:howmuchindependencedoesthejobholderhave?Feedback工作反饋:doworkersknowhowwelltheyaredoing?專業(yè).....16–32Exhibit16–6 JobCharacteristicsModel工作特征模型Source:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.P439個(gè)人與工作的結(jié)果專業(yè).....16–33Exhibit16–7 GuidelinesforJobRedesignSource:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.P440專業(yè).....16–34DesigningMotivatingJobs(cont’d)SuggestionsforUsingtheJCM

工作特性模式的建議Combinetasks(jobenlargement)tocreatemoremeaningfulwork.創(chuàng)造工作的重要性Createnaturalworkunitstomakeemployees’workimportantandwhole.工作的完整性Establishexternalandinternalclientrelationshipstoprovidefeedback.建立客戶聯(lián)系Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.自主權(quán)Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.完整性反饋專業(yè).....3.4EquityTheory

公平理論J.StaceyAdams斯達(dá)西.亞當(dāng)斯DEquitytheory-thetheorythatanemployeecompareshisorherjob’sinput-outcomeratiowiththatofrelevantothersandthencorrectsanyinequity.把自己的所得與付出的比較系數(shù)與參照系統(tǒng)比較，然后改變?nèi)魏蔚牟还?。Referents-thepersons,systems,orselvesagainstwhichindividualscomparethemselvestoassessequity.專業(yè).....16–36Exhibit16–8 EquityTheory公平理論P(yáng)442專業(yè).....15–373.4EquityTheoryEquityTheoryIftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).專業(yè).....16–38Case：FairorUnfair?央企高管降薪正式實(shí)施涉及72家央企負(fù)責(zé)人

央企高管降薪至8千

少壯派老總表示不干了專業(yè).....16–39Case：FairorUnfair?央企高管降薪正式實(shí)施涉及72家央企負(fù)責(zé)人

從2015年起，72家央企高管工資單上的數(shù)字要小了，他們享受的職務(wù)消費(fèi)也將被嚴(yán)格規(guī)范。昨天（1月1日），《中央管理企業(yè)負(fù)責(zé)人薪酬制度改革方案》正式實(shí)施。改革首批將涉及72家央企的負(fù)責(zé)人，包括中石油、中石化、中國移動(dòng)等組織部門任命負(fù)責(zé)人的53家央企，以及其他金融、鐵路等19家企業(yè)。這次改革在業(yè)內(nèi)稱為“有一錘定音之效”。人社部副部長邱小平曾表示，“改革后多數(shù)中央管理企業(yè)負(fù)責(zé)人的薪酬水平將會下降，有的下降幅度還會比較大”。

雙重身份，不能雙重標(biāo)準(zhǔn)

央企負(fù)責(zé)人往往具有雙重身份，不僅是職業(yè)經(jīng)理人，還同時(shí)是具有較高行政級別的公務(wù)員。在職務(wù)薪酬上往往既有高管工資，又有“高官”待遇。數(shù)據(jù)顯示，2013年我國滬深上市公司主要負(fù)責(zé)人年平均薪酬水平為76.3萬元，全部負(fù)責(zé)人平均薪酬水平為46.1萬元。央企負(fù)責(zé)人薪酬水平是同期滬深上市公司主要負(fù)責(zé)人的大約2～3倍，與職工薪酬差距達(dá)到12倍之多，顯著偏高。不過，中國社科院人口與勞動(dòng)經(jīng)濟(jì)研究所副所長張車偉說，新規(guī)實(shí)施后，也并非大多數(shù)央企負(fù)責(zé)人的薪酬水平會普遍下降。張車偉：“從我們看到的情況來講，央企高管也就是個(gè)別人的薪酬水平過高。那么，我想它影響的是那些特別高的人，對大多數(shù)人來講，應(yīng)該有影響，但不會特別大。過高的薪酬肯定會顯著下降，這毫無疑問?！?/p>

降薪撬動(dòng)國有企業(yè)完善現(xiàn)代企業(yè)制度

改革后的央企高管的薪酬結(jié)構(gòu)由基本年薪加績效改為基本年薪、績效年薪加任期激勵(lì)收入。一位央企內(nèi)部人士分析說，基本年薪將根據(jù)上年度72家在職員工平均工資的兩倍確定?？冃晷讲怀^基本年薪的兩倍。而任期激勵(lì)收入不超過年薪總水平的30%?？偟氖杖氩怀^在職員工平均工資的7～8倍。張車偉認(rèn)為，嚴(yán)格規(guī)范央企負(fù)責(zé)人薪酬，其實(shí)不是簡單意義上的降薪，更深的意義在于撬動(dòng)國有企業(yè)完善現(xiàn)代企業(yè)制度。張車偉：“這并不意味著高管薪酬的改革就只是一個(gè)降薪，而是說向著一個(gè)更加合理的薪酬體系改革的方向，而且本身就應(yīng)該是我們國有企業(yè)改革的一個(gè)重要部分?！睂I(yè).....16–40ResponsestoperceivedinequitiesEquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.曲解Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.專業(yè).....16–41DistributiveJusticeandProceduraljusticeEquityTheory(cont’d)Distributivejustice分配公平Theperceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).Influencesanemployee’ssatisfaction.Proceduraljustice程序公平Theperceivedfairnessoftheprocessusetodeterminethedistributionofrewards(i.e.,howwhoreceivedwhat).Affectsanemployee’sorganizationalcommitment.ImplicationofEquityTheoryMotivationsareaffectedbyequitySharinginformationProceduraljustice專業(yè).....16–423.5ExpectancyTheoryExpectancyTheory(VictorVroom維克多.弗羅姆)

期待理論Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.當(dāng)人們預(yù)期某種行為能為個(gè)體帶來某種特定的結(jié)果，而且這種結(jié)果對個(gè)體具有吸引力時(shí)，個(gè)體就傾向于采取這種行為。EX：Incentivetourtoabroadaftercompletingthegoalofwork專業(yè).....16–433.5ExpectancyTheoryExpectancyTheory(VictorVroom)期待理論Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:

employeeabilitiesandtraining/developmentPerformance:

validappraisalsystemsRewards(goals):

understandingemployeeneeds專業(yè).....15–44Exhibit16–9 SimplifiedExpectancyModelP442目標(biāo)與個(gè)人努力的聯(lián)接專業(yè).....15–453.5ExpectancyTheory(cont’d)ExpectancyRelationshipsExpectancy(effort-performancelinkage)期望或努力績效聯(lián)系Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.Instrumentality(performance-rewardlinkage)獎(jiǎng)賞聯(lián)系Theperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).Valence(attractivenessofreward)效價(jià)或獎(jiǎng)賞的吸引力Theattractiveness/importanceoftheperformancereward(outcome)totheindividual.專業(yè).....15–46P4443.6IntegratingContemporaryTheoriesofMotivationExhibit16–10

IntegratingContemporaryTheoriesofMotivationFivetheoriesGoalsettingReinforcementJobdesignEquityExpectancy專業(yè).....15–474.CurrentIssuesinMotivationManagingCross-CulturalMotivationalChallengesMotivatingUniqueGroupsofWorkersDiverseWorkforceProfessionalsContingentWorkersMinimum-WageEmployeesDesigningAppropriateRewardsProgramsMotivatinginToughEconomicCircumstances專業(yè).....15–484.1Cross-CulturalChallengesMotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements”tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.專業(yè).....15–494.2MotivatingUniqueGroupsofWorkers（1）Motivatingadiverseworkforcethroughflexibility:激勵(lì)多元化的員工隊(duì)伍Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.專業(yè).....15–50（1）Motivatingadiverseworkforcethroughflexibility:

激勵(lì)多元化的員工隊(duì)伍

FlexibleWork/JobschedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharingTwoormorepeoplesplitafull-timejob.TelecommutingEmployeesworkfromhomeusingcomputerlinks.專業(yè).....15–51CurrentIssuesinMotivation(cont’d)（2）MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork專業(yè).....15–52CurrentIssuesinMotivation(cont’d)（3）MotivatingContingentWorkers

激勵(lì)應(yīng)急員工(臨時(shí)工)OpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefits（4）MotivatingLow-Skilled,Minimum-WageEmployeesHigherpayEmployeerecognitionprograms,provisionofsincerepraise專業(yè).....15–534.3DesigningAppropriateRewardsPrograms（1）Open-bookmanagement賬目公開管理Involvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.（2）Employeerecognitionprograms員工認(rèn)可方案Givingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.（3）Pay-for-performance績效工資方案Variablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonuses（4）Stockoptionprograms股票期權(quán)方案righttopurchasesharesofcompanystockataset(option)price專業(yè).....4.4MotivatinginToughEconomicCircumstancesCreativeCommunicationEstablishcommongoalCreatingacommunityfeelsoemployeescouldseethatmanagerscaredaboutthemandtheirworkGiveopportunitiestocontinuetolearnandgrowEncouragingword16–54專業(yè).....15–555.FromTheorytoPractice:

GuidelinesforMotivatingEmployees專業(yè).....Case:answer

Supposeyousetupasmallcompanyaftergraduation,therearemanyworkswhichrequireyouremployeestodo.Howdoyoumotivateyouremployees?16–56專業(yè).....小組作業(yè)：餐飲業(yè)如何與顧客交流提高滿意度，形成持續(xù)競爭力？自行車休閑如何運(yùn)用IT技術(shù)營銷形成競爭優(yōu)勢？16–57專業(yè).....15–58GuidelinesforMotivatingEmployeesRecognizeIndividualDifferencesMatchPeopletoJobsUsegoalsEnsurethatgoalsareperceivedasattainableIndividualizerewardsLinkrewardstoperformanceCheckthesystemforequityUserecognitionShowcareandconcernforemployeesDon’tignoremoney專業(yè).....16–59ContentsWhatIsMotivation?EarlyTheoriesofMotivationContemporaryTheoriesofMotivationCurrentIssuesinMotivationSuggestionsfromMotivatingEmployees專業(yè).....DiscussionPart5SCENARIOWritedownwhatyouwilldoinfaceofthefollowingsituation,andanswerthequestions.Scenario:DesigningMotivatingJobsKaylaBurkeisanadvertisingcopywriterwhoworksintherecordedmusicdivisionofMediaplex‘smarketingdepartment.Kaylaisahardworkerandherworkperformancehasbeenverygood.Hermostrecentworkprojectinvolveswritingdirectmailletterstocurrentandpotentialcustomersregardingnewmusic(bothliveandrecorded)beingm