羅賓斯管理學(xué)激勵(lì)Motivatingemployees

MotivatingEmployeesChapter

9-2Case:問(wèn)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(wèn)題，如何招募到員工，如何鼓勵(lì)員工為企業(yè)任務(wù)？2Case:情形案例Supposeyousetupasmallcompanyaftergraduation,becauseofthelimitedbudgetsyoucannotprovidefavorablesalarytoyouremployees,however,therearemanyworkswhichrequireyouremployeestoworkovertimewithverylimitedovertimesubsidiesinadditiontoaunsatisfiedworkingenvironments.Insuchasituation,whatyouwilldo?Howdoyoumotivateyouremployees?3WhatIsMotivation?DefinemotivationExplainmotivationasaneed-satisfyingprocess.4MotivationDMotivation動(dòng)機(jī)Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal動(dòng)機(jī)是個(gè)體為了實(shí)現(xiàn)目的而付出的努力的過(guò)程，包括努力的產(chǎn)生、指向和努力的繼續(xù)等。5MotivationDMotivation動(dòng)機(jī)Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal動(dòng)機(jī)是個(gè)體為了實(shí)現(xiàn)目的而付出的努力的過(guò)程，包括努力的產(chǎn)生、指向和努力的繼續(xù)等。Threekeyelements:Energy努力:ameasureofintensityordrive.Direction方向:towardorganizationalgoalsPersistence堅(jiān)持性:exertingefforttoachievegoals.Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.6MotivationQ：IsMotivationapersonaltrait?–thatsomepeoplehaveandothersdon’t?動(dòng)機(jī)是有人有，有人沒(méi)有嗎？A：Motivationistheresultofaninteractionbetweenapersonandasituation.不，內(nèi)外交錯(cuò)的結(jié)果72.EarlyTheoriesof

Motivation

早期鼓勵(lì)實(shí)際2.1Maslow’sHierarchyofNeeds2.2MacGregor’sTheoriesXandY2.3Herzberg’sTwo-FactorTheory2.4McClelland’sThreeNeedsTheory8Exhibit15–1 Maslow’sHierarchyofNeeds馬斯洛需求層次實(shí)際自我實(shí)現(xiàn)尊重社交平安生理2.1Maslow’sHierarchyofNeedsTheory92.1Maslow’sHierarchyofNeedsTheoryPhysiologicalneeds-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.10112.1Maslow’sHierarchyofNeedsTheory馬斯洛需求層次實(shí)際Needswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external):physiological,safetyHigher-order(internal):social,esteem,self-actualization122.2

McGregor’sTheoryXandTheoryY

麥格雷戈X實(shí)際和Y實(shí)際TheoryXAssumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.TheoryYAssumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.13McGregor’sTheoryXandTheoryY

麥格雷戈X實(shí)際和Y實(shí)際TheoryXLower-orderneedsdominatedindividualsTheoryYHigher-orderneedsdominatedindividuals.Assumption:TheoryYismorevalidthanthoseofTheoryXMotivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.14Q:WhichTheoryIsMoreValid？Commentsoftheauthor:NoevidencetoconfirmthateithersetofassumptionsisvalidorthatbeingaTheoryYmanagermakesemployeesmoremotivated.152.3

Herzberg’sMotivation-HygieneTheory

赫茲伯格的雙因?qū)嶋HorTwofactortheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors保健要素:extrinsic(environmental)factorsthatcreatejobdissatisfaction.Motivators鼓勵(lì)要素:intrinsic(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.16Exhibit16–3 ContrastingViewsofSatisfaction-DissatisfactionP43317Exhibit16–2 Herzberg’sMotivation-HygieneTheory赫茲伯格雙因?qū)嶋HP434182.4Three-NeedsTheory

三種需求實(shí)際DavidMcClelland戴維.麥克利蘭Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)成就需求ThedrivetoexcelandsucceedPersonalresponsibility,feedbackonperformance,tooeasyortoodifficultwork;nAchmanager≠goodmanagerNeedforpower(nPow)權(quán)益需求TheneedtoinfluencethebehaviorofothersBestmanagerstendtobehighintheneedforachievementNeedofaffiliation(nAff)歸屬需求Thedesireforinterpersonalrelationships19Exhibit16-4:TATPicturesp435Exhibit16–4 ExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPow投射測(cè)試：根據(jù)圖片寫(xiě)故事213.ContemporaryTheoriesofMotivation3.1Goal-SettingTheory3.2ReinforcementTheory3.3JobDesigntheory3.4EquityTheory3.5ExpectancyTheory3.6IntegratingContemporaryTheoriesofMotivation223.1Goal-settingtheoryGoal-SettingTheory目的設(shè)置實(shí)際E.A.LockeProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.實(shí)際主張?jiān)O(shè)立詳細(xì)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的，可以獲得比沒(méi)有目的或者有很容易實(shí)現(xiàn)的目的更好的成果。233.1Goal-settingtheoryGoal-SettingTheory目的設(shè)置實(shí)際E.A.LockeThreeresearchessupportthetheoryIntentiontoworktowardagoalisamajorsourceofjobmotivation.努力完成任務(wù)目的是任務(wù)最主要?jiǎng)恿x:“doyourbest〞;or“toscorea93%tokeepyourAintheclass〞Achievementmotivationisstimulatedbymoderatelychallenginggoals10-20%highachieversAcceptedandcommittedtothegoals(2)Participationcanimproveacceptanceofchallenginggoals.(3)Feedbackshavepositiveeffectsonmotivation24Goal-SettingTheory目的設(shè)置實(shí)際的內(nèi)容Threefactorsaffectthegoal-performanceGoalcommitment目的承諾InternallocusofcontrolGoalsaremadepublicGoalsareself-setratherthanassignedAdequateself-efficacy自我效能Individual’sBeliefthathe/sheiscapableofperformingataskLowself-efficacy--reduceeffortstorespondnegativefeedbacksHighself-efficacy--increaseeffortstorespondnegativefeedbacksNationalculture民族文化Thevalueofgoal-settingtheorydependsonthenationalculture.AdaptableinUSCanadaMightnotadaptableinsomeothercountries,suchasChilly,Portugal25Exhibit16–5 Goal-SettingTheory目的設(shè)置實(shí)際P437Conclusions:Intentiontoworktowardagoalisamajorsourceofjobmotivation.Thetheoryisapplicabletoemployeeswhoacceptthegoalsandhavegoalcommitment.Participationcanimproveacceptanceofchallenginggoals.FeedbackshavepositiveeffectsonmotivationSummarize自我效能263.2ReinforcementTheoryReinforcementTheory強(qiáng)化實(shí)際B.F.SkinnerAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.行為是結(jié)果的函數(shù)，行為的緣由來(lái)自外部，假設(shè)行為之后緊接著給予一個(gè)積極的強(qiáng)化物，那么會(huì)提高該行為的反復(fù)的比率。Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.Researchshowsthatreinforcementstronglyaffectsworkbehaviorsofemployees27DifferencebetweenRTandGST

強(qiáng)化實(shí)際與目的設(shè)定實(shí)際的區(qū)別TheDifferenceBetweenReinforcementTheoryandGoal-SettingTheoryRTassumesabehavioriscausedbyenvironment強(qiáng)調(diào)環(huán)境GSTbelievesthatsourcesofmotivationisfrompersonalgoals強(qiáng)調(diào)內(nèi)心對(duì)目的的追求283.3DesigningmotivatingJobs

JobdesigntheoryJobDesign任務(wù)設(shè)計(jì)Thewaytasksarecombinedtoformcompletejobs.將各種義務(wù)組合起來(lái)構(gòu)成完好任務(wù)的方法。Factorsinfluencingjobdesign:Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferences293.3JobDesignTheoryJobDesign任務(wù)設(shè)計(jì)ApproachesofjobdesigningtomotivateemployeesJobenlargement任務(wù)擴(kuò)展化(scope)橫向擴(kuò)展Increasingthejob’sscope(numberandfrequencyoftasks)Ex:dentist,sanitizingandstoringinstrumentsJobenrichment任務(wù)豐富化(depth)縱向擴(kuò)展Increasingresponsibilityandautonomy(depth)inajob.Ex:dentist,scheduleappointments,followupwithclients30DesigningMotivatingJobs(cont’d)JobCharacteristicsModel(JCM)任務(wù)特征模型Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics:Skillvariety技藝多樣性:howmanyskillsandtalentsareneeded?Taskidentity義務(wù)完好性:doesthejobproduceacompletework?Tasksignificance義務(wù)重要性:howimportantisthejob?Autonomy任務(wù)自主性:howmuchindependencedoesthejobholderhave?Feedback任務(wù)反響:doworkersknowhowwelltheyaredoing?31Exhibit16–6 JobCharacteristicsModel任務(wù)特征模型Source:J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.P439個(gè)人與任務(wù)的結(jié)果32Exhibit16–7 GuidelinesforJobRedesignSource:J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.P44033DesigningMotivatingJobs(cont’d)SuggestionsforUsingtheJCM任務(wù)特性方式的建議Combinetasks(jobenlargement)tocreatemoremeaningfulwork.發(fā)明任務(wù)的重要性Createnaturalworkunitstomakeemployees’workimportantandwhole.任務(wù)的完好性Establishexternalandinternalclientrelationshipstoprovidefeedback.建立客戶(hù)聯(lián)絡(luò)Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.自主權(quán)Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.完好性反響343.4EquityTheory

公平實(shí)際J.StaceyAdams斯達(dá)西.亞當(dāng)斯DEquitytheory-thetheorythatanemployeecompareshisorherjob’sinput-outcomeratiowiththatofrelevantothersandthencorrectsanyinequity.把本人的所得與付出的比較系數(shù)與參照系統(tǒng)比較，然后改動(dòng)任何的不公平。Referents-thepersons,systems,orselvesagainstwhichindividualscomparethemselvestoassessequity.Exhibit16–8 EquityTheory公平實(shí)際P442363.4EquityTheoryEquityTheoryIftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).37Case：FairorUnfair?央企高管降薪正式實(shí)施涉及72家央企擔(dān)任人

央企高管降薪至8千

少壯派老總表示不干了38Case：FairorUnfair?央企高管降薪正式實(shí)施涉及72家央企擔(dān)任人

從2021年起，72家央企高管工資單上的數(shù)字要小了，他們享用的職務(wù)消費(fèi)也將被嚴(yán)厲規(guī)范。昨天〔1月1日〕，<中央管理企業(yè)擔(dān)任人薪酬制度改革方案>正式實(shí)施。改革首批將涉及72家央企的擔(dān)任人，包括中石油、中石化、中國(guó)挪動(dòng)等組織部門(mén)任命擔(dān)任人的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(chēng)為“有一錘定音之效〞。人社部副部長(zhǎng)邱小平曾表示，“改革后多數(shù)中央管理企業(yè)擔(dān)任人的薪酬程度將會(huì)下降，有的下降幅度還會(huì)比較大〞。

雙重身份，不能雙重規(guī)范

央企擔(dān)任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(jí)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，2021年我國(guó)滬深上市公司主要擔(dān)任人年平均薪酬程度為76.3萬(wàn)元，全部擔(dān)任人平均薪酬程度為46.1萬(wàn)元。央企擔(dān)任人薪酬程度是同期滬深上市公司主要擔(dān)任人的大約2～3倍，與職工薪酬差距到達(dá)12倍之多，顯著偏高。不過(guò)，中國(guó)社科院人口與勞動(dòng)經(jīng)濟(jì)研討所副所長(zhǎng)張車(chē)偉說(shuō)，新規(guī)實(shí)施后，也并非大多數(shù)央企擔(dān)任人的薪酬程度會(huì)普遍下降。張車(chē)偉：“從我們看到的情況來(lái)講，央企高管也就是個(gè)他人的薪酬程度過(guò)高。那么，我想它影響的是那些特別高的人，對(duì)大多數(shù)人來(lái)講，應(yīng)該有影響，但不會(huì)特別大。過(guò)高的薪酬一定會(huì)顯著下降，這毫無(wú)疑問(wèn)。〞

降薪撬動(dòng)國(guó)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構(gòu)造由根本年薪加績(jī)效改為根本年薪、績(jī)效年薪加任期鼓勵(lì)收入。一位央企內(nèi)部人士分析說(shuō)，根本年薪將根據(jù)上年度72家在職員工平均工資的兩倍確定?？?jī)效年薪不超越根本年薪的兩倍。而任期鼓勵(lì)收入不超越年薪總程度的30%?？偟氖杖氩怀皆诼殕T工平均工資的7～8倍。張車(chē)偉以為，嚴(yán)厲規(guī)范央企擔(dān)任人薪酬，其實(shí)不是簡(jiǎn)單意義上的降薪，更深的意義在于撬動(dòng)國(guó)有企業(yè)完善現(xiàn)代企業(yè)制度。張車(chē)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(shuō)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(guó)有企業(yè)改革的一個(gè)重要部分。〞39ResponsestoperceivedinequitiesEquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.曲解Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.40DistributiveJusticeandProceduraljusticeEquityTheory(cont’d)Distributivejustice分配公平Theperceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).Influencesanemployee’ssatisfaction.Proceduraljustice程序公平Theperceivedfairnessoftheprocessusetodeterminethedistributionofrewards(i.e.,howwhoreceivedwhat).Affectsanemployee’sorganizationalcommitment.ImplicationofEquityTheoryMotivationsareaffectedbyequitySharinginformationProceduraljustice413.5ExpectancyTheoryExpectancyTheory(VictorVroom維克多.弗羅姆)等待實(shí)際Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.當(dāng)人們預(yù)期某種行為能為個(gè)體帶來(lái)某種特定的結(jié)果，而且這種結(jié)果對(duì)個(gè)體具有吸引力時(shí)，個(gè)體就傾向于采取這種行為。EX：Incentivetourtoabroadaftercompletingthegoalofwork423.5ExpectancyTheoryExpectancyTheory(VictorVroom)等待實(shí)際Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:employeeabilitiesandtraining/developmentPerformance:validappraisalsystemsRewards(goals):understandingemployeeneeds43Exhibit16–9 SimplifiedExpectancyModelP442目的與個(gè)人努力的聯(lián)接443.5ExpectancyTheory(cont’d)ExpectancyRelationshipsExpectancy(effort-performancelinkage)期望或努力績(jī)效聯(lián)絡(luò)Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.Instrumentality(performance-rewardlinkage)獎(jiǎng)賞聯(lián)絡(luò)Theperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).Valence(attractivenessofreward)效價(jià)或獎(jiǎng)賞的吸引力Theattractiveness/importanceoftheperformancereward(outcome)totheindividual.45P4443.6IntegratingContemporaryTheoriesofMotivationExhibit16–10

IntegratingContemporaryTheoriesofMotivationFivetheoriesGoalsettingReinforcementJobdesignEquityExpectancy464.CurrentIssuesinMotivationManagingCross-CulturalMotivationalChallengesMotivatingUniqueGroupsofWorkersDiverseWorkforceProfessionalsContingentWorkersMinimum-WageEmployeesDesigningAppropriateRewardsProgramsMotivatinginToughEconomicCircumstances474.1Cross-CulturalChallengesMotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements〞tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.484.2MotivatingUniqueGroupsofWorkers〔1〕Motivatingadiverseworkforcethroughflexibility:鼓勵(lì)多元化的員工隊(duì)伍Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.49〔1〕Motivatingadiverseworkforcethroughflexibility:

鼓勵(lì)多元化的員工隊(duì)伍

FlexibleWork/JobschedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharingTwoormorepeoplesplitafull-timejob.TelecommutingEmployeesworkfromhomeusingcomputerlinks.50CurrentIssuesinMotivation(cont’d)〔2〕MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork51CurrentIssuesinMotivation(cont’d)〔3〕MotivatingContingentWorkers鼓勵(lì)應(yīng)急員工(暫時(shí)工)OpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefits〔4〕MotivatingLow-Skilled,Minimum-WageEmployeesHigherpayEmployeerecognitionprograms,provisionofsincerepraise524.3DesigningAppropriateRewardsPrograms〔1〕Open-bookmanagement賬目公開(kāi)管理Involvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.〔2〕Employeerecognitionprograms員工認(rèn)可方案Givingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.〔3〕Pay-for-performance績(jī)效工資方案Variablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonuses〔4〕Stockoptionprograms股票期權(quán)方案righttopurchasesharesofcompanystockataset(option)price534.4MotivatinginToughEconomicCircumstancesCreativeCommunicationEstablishcommongoalCreatingacommunityfeelsoemployeescouldseethatmanagerscaredaboutthemandtheirworkGiveopportunitiestocontinuetolearnandgrowEncouragingword545.FromTheorytoPractice:

GuidelinesforMotivatingEmployees55Case:answer

Supposeyousetupasmallcompanyaftergraduation,therearemanyworkswhichrequireyouremployeestodo.Howdoyoumotivateyouremployees?56小組作業(yè)：餐飲業(yè)如何與顧客交流提高滿(mǎn)意度，形成持續(xù)競(jìng)爭(zhēng)力？自行車(chē)休閑如何運(yùn)用IT技術(shù)營(yíng)銷(xiāo)形成競(jìng)爭(zhēng)優(yōu)勢(shì)？57GuidelinesforMotivatingEmployeesRecognizeIndividualDifferencesMatchPeopletoJobsUsegoalsEnsurethatgoalsareperceivedasattainableIndividualizerewardsLinkrewardstoperformanceCheckthesystemforequityUserecognitionShowcareandconcernforemployeesDon’tignoremoney58ContentsWhatIsMotivation?EarlyTheoriesofMotivationContemporaryTheoriesofMotivationCurrentIssuesinMotivationSuggestionsfromMotivatingEmployees59DiscussionPart5SCENARIOWritedownwhatyouwilldoinfaceofthefollowingsituation,andanswerthequestions.Scenario:DesigningMotivatingJobsKaylaBurkeisanadvertisingcopywriterwhoworksintherecordedmusicdivisionofMediaplex‘smarketingdepartment.Kaylaisahardworkerandherworkperformancehasbeenverygood.Hermostrecentworkprojectinvolveswritingdirectmailletterstocurrentandpotentialcustomersregardingnewmusic(bothliveandrecorded)beingmarketedbyMediaplex.Shealsosendscouponsfordiscountsonthenewmusicalongwiththedirectmailletters.Recently,however,sheseemstohave