秀之美adahe
Employee Satisfaction Research It is an obvious statement but ‘high employee satisfaction levels can reduce employee turnover’. Dissatisfied employees tend to perform below their capabilities, result in high turnover of staff and leave their jobs relatively quickly, and are not very likely to recommend your company as an employer. Employee satisfaction research gives employees ‘a voice’ and also allows the pinpointing of problematic areas, leading to the raising of staff satisfaction levels, developing and reviewing of staff management, and optimising corporate communications.Issues our research covers include the current workplace situation, management styles/attitudes, internal communications, workplace atmosphere, corporate culture/vision and image.Employee satisfaction research encompasses many different research techniques but the measurement of satisfaction is only the first step to improving employee satisfaction.Stage 1The issues to research are gathered through qualitative depth interviews or internal focus groups with staffStage 2Questionnaires administered to staff either through a written survey or electronically via an intranet/e-mail/websiteStage 3Staff workshops present the findings and allow the workforce to have their questions answered as to ‘what it all means’Stage 4Improvements are implemented based on the survey results – Our consultants will work alongside your company to help put into practice the survey recommendationsStage 5Benchmark surveys – measurement of change needs to take place at specified time intervals to check on employee attitudesEmployee satisfaction market research may not be as expensive as you think. Moving your staff satisfaction research to the Web will dramatically reduce the cost and significantly improve the quality of the results you receive. In fact, employee satisfaction surveys conducted online have resulted in approximately 75% completion rates compared to 65% for the traditional "paper and pencil" methodology.Employee SatisfactionHaving a strategy to drive Employee Satisfaction in your business is a key factor in building success. Yet taking the time to build your team of happy staff, often fails to get to the top of your 'To Do' list.Often ensuring your people are happy remains a 'nice to do one day', rather than receiving the important attention it deserves.It is easier than that. Creating a culture where Employee Satisfaction is a way of life, is not a tick-box exercise.But invest in it and your people will contribute more to your bottom line than a lot of other so-called priorities you might have. the good news is that this is do-able; it's do-able with ease; and you can start right away!"Work is either fun or drudgery. It depends on your attitude. I like fun."Collen C Follett - Chief Operating Officer, South West AirlinesSo, better results come from having engaged, enthusiastic and energised people. Employee Satisfaction is about finding out what gets people feeling this way about their work and taking up the challenge to provide it.The very best businesses ensure they deliver Employee Satisfaction by having leaders who build their teams around this principle. Top Ten Things About Employee SatisfactionFull engagement is necessary from key people who lead and manage teams, if they are to get more than their people merely 'working' well.The best at delivering Employee Satisfaction and more...Tune InThey are very, very aware of those who work in their team. As a sort of sixth sense, they develop an uncanny ability to know what their people need - and then they deliver it.Communicate WellThey both listen hard and inform fully, making sure their people are always up-to-date. This builds trust and confidence.RespondThese people take accountability for creating an environment where employees are more than satisfied. They appreciate the conditions necessary for optimum performance and make sure they are in place.Provide Reward..1Those who create the best relationships with their people, have fair and appropriate reward systems. Sometimes, pay is not the only answer - once an acceptable level of financial reward is achieved, a happy, supportive and encouraging working environment makes the difference.Provide Reward..2Once the basics are being delivered, top performers make their people feel very valued in their work. More of this in MotivationProvide Reward..3..in the form of fun. Suddenly fun is allowed! 'What a cool place to work this is!' Fun creates lot of personal engagement - those best at Staff Satisfaction are just great at Enabling Fun!Get InvolvedBy knowing and actually doing sharp-end tasks from time to time, they keep in touch with their people, sharing their experiences and learning.Are Fair and ConsistentPeople want to be treated fairly in the workplace and to be treated like others, with no 'favorites'. When this happens, they relax a little; get involved more; give more.Encourage FriendshipsThose who have good Employee Satisfaction skills make it a friendly place. People enjoy spending time with others in the workplace and the business provides resources to encourage this.Are ModelsEmployee Satisfaction comes when there is nothing to carp about. People are much more likely to be comfortable and happy then. Bosses have to be the same as their people, They have to play an equal role in the business.Ten Ways to be Better at Employee SatisfactionPay Your DuesSpend time with your people listening to them and hearing what's important to them in the work place.Fix ThingsBe seen to deliver fast when things can be sorted fast. Nothing acts faster for you to get a 'Hey, this guy's OK, you know'!Seek HelpThrough hearing the issues, ask for your people to help you to solve them. They will love it - and you will get far better solutions.Thank ThemRegularly say thank you for a job well done and remember to tell them why - that makes a difference too.Create Fun!Through fun comes bonds that make the workplace a better place - and in a better place comes the pleasure and joy of being at work. Your people look forward to coming to work!EqualityEnsure that everyone is treated in the same way. No favoritism; no bias. This way removes one of the biggest curses that makes people unhappy in the workplace. Ensure reward is consistent and fair.Learn TogetherAnd in equality comes the balanced learning process, where all are able to grow their performances together. You and them.Be OrganisedThis enables people in your teams to focus on the job they have been asked to do. people like to do their job well. Any lack of organisation irritates, especially when it distracts focus.Value DifferencesBringing people together celebrates their variety of skills and qualities. Everyone is different and that is cause for appreciating them all.ClarityJob satisfaction comes from understanding what is required and doing it to the best of your ability. Clear communication of goals and performance requirements enables achievement, which is a large component of Staff Satisfaction. A Good job = Employee Satisfaction.5 Simple Actions You Can Take Today!Say thank you to your people regularly with explanation for what it is that you appreciate in them.Review any current bias in reward and plan to resolve to a timescale.Find out from your people what they need to be happier in their work and involve them in resolving these issues. Resolve quickly those which are easy.Spend time with your people to hear what is important to them (including non-work things) and value that in them. Show an interest.Check what people think is expected of them and clarify immediately. Get this information out there to everyone asap.
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zhouchang1988127
文献标题：心率变异性（HRV）在运动性疲劳诊断中应用的实验研究 期刊名称： 所属级别： 硕士毕业论文 影响因子： 发表时间： 2004 作者机构： 江西师范大学 作者姓名：钟运健
主要内容：本文检测普通大学生(18-19岁)及体育专业学生在亚极量运动至疲劳和极量运动至疲劳前后的心率变异性(HRv)值，探讨运动性疲劳与心率变异性(HRV)的关系，进而探讨运动性疲劳后自主神经对心脏调控变化程度的变化。旨在为今后研究心率变异性(HRV)在运动性疲劳诊断中的应用提供实验依掘。为健身锻炼和运动训练实践提供运动性疲劳的无创诊断指标 实验方法： 技术指标： 创新之处：
心脏的自律性是心脏起搏组织的固有特性、但心率和节律在很大程度上受着自主神经系统(ANS)的调控。迷走神经通过释放乙酰胆碱实现副交感神经(PPS)对心率的影响。交感神经(SPS)是通过释放肾上腺素和去甲肾上腺素影响心率的。
HRV反映了窦性心率不齐的程度，它的产生主要是由于神经体液因素对心血管系统精细调节的结果，反映神经体液因素与窦房结相互作用的平衡关系，体现神经调节变化程度，而不代表神经紧张性(tone)。
在生理条件下，总体心率变异性的大小与心脏交感神经、迷走神经张力平衡的改变一致.心脏交感、迷走神经同时兴奋。窦性心率可无明显变化或因迷走神经作用占优势面减慢，心率变异性则可以出现多样化的改变．
将HRV的时域信号作频谱分析，司冕翻三个i霎的谱蝰，极低频(VLF)．0.003一0.04Hz：低频(LFl。oj04一0.15Hz，高频(HF),0.15-0.4Hz，LF谱蜂又称为Mayer波，最从血医信号的变动中发现。
年代Sayer观察到HRV变化主要集中在0.1Hz附近，其中位于0.35Hz附近的由呼吸兴奋所产生，临床上表现为呼吸性窦性心律不齐，血管舒张兴奋性体现在0.1Hz，而温度控制兴奋性集中在0.025Hz。
HF主要是迷走神经兴奋结果，经迷走神经阻断术后HF消失。利用动物研究发现去脑猫的HF表现出与呼吸频率一致，其中心频率约在0.25Hz附近。由于迷走神经兴奋性响应时间较交感神经兴奋性时间短，因此表现出迷走神经能快速调节HF。
LF表现出与压力感受器、血压波动、温度控制、外周血管舒缩兴奋性及血管紧张索等因素有关四。LF反映了压力感受器对血压波动的响应，其频率响应在0.1Hz左右与血压Mayer波一致。
LF与HF的比值(LF／HF)则反映了交感迷走神经平衡性““，LF／HF值增加反映了交感神经兴奋性增强。经24h心率变异谱分析实验研究发现，LF表现为白天高和HF夜间高的节律性变化，这也与人的觉醒与睡觉节律一致
度刺激作用会产生一些难以理解的生理结果，如剧烈运动中表现出HF和LF都下降和过度的新福林增加血压时，可反射性地增强迷走神经兴奋(HF下降)。
1996年由欧洲心脏学会和北美起搏与电生理学会共同组成的任务专家组对HRV的一些指标确定了试用标准值。HRV标准方法的限常值如下：124h时域分析的SDNN，SDANN，rMSSD分别为141±39ms，127±35ms和37±15ms。2静念仰卧位5min记录的功率谱分析，TP，LF，HF分别为3466±1018ms2，1170±416ms2和975±203ms2：LF，HF，LF／HF分别为54±4nu，29±3nu和1.5±2.0。
非线性分析,理论基础是混沌学说(chaos theory)和分形代数(fractalmethematics)””，其主要内容包括: 混沌动力学：混沌运动不是随机运动，它属于确定性运动。混沌现象反映出确定性系统的内在随机性，其形式上的复杂性表现出人们以前未曾预料到的确定性系统的丰富内涵。混沌现象只出现在非线性系统之中 心律动力学：心脏的电活动受到许多因素的影响，因此它需要表现出一定程度的变异性；同时它又必须根据一定的规律来可靠地工作。此二者之间的平衡就要借助确定性的混沌来解决。
HRV各参数随年龄的增长而变小，女性HRV参数多低于男性[31]。
当遇到外界环境突变、精神紧张、情绪改变时， 交感神经兴奋 、儿茶酚胺、皮质醇浓度对血压、心率均有影响，窦房结自律性增快、传导加速、心率增快，心电图记录到的R-R间期缩短：反之，在 休息或睡眠时迷走神经兴奋 占优势，窦房结自律性降低，房室传导减慢，心率减慢，R-R间期延长。
在加载精神负荷时，HRV将减少；精神负荷越大，HRV越低。因此HRV就被看作是的精神负荷量的一项指标。但并非HRV所有频率成分都对精神负荷同样地敏感，事实上只有0.1Hz左右的低频部分对精神负荷最敏感[57]。
如果大运动负荷训练后，经过一夜的休息，基础心率较平时增加5～10次／分以上，则认为有疲劳累积现象，如果连续几天持续增加，则应凋整运动负荷，在选用基础心率作为评定疲劳指标时，应排除惊吓、恶梦、睡眠等其它因素的影响
按照训练一适应理论，随着训练水平的提高，完成同样运动负荷时，心率钉逐渐减少的趋势，如果在一般时期内，从事同样强度的定量负荷，运动中心率增加，则表示身体机能状态不佳。
体育学院学生VS物理学院学生，跑台实验对比
示普通学生缸无论在亚极量运动疲劳时和极量运动疲劳时，HRV各均值都低于体育专业学生组，经t检验，P<0.05，具有显著性差异。
无论是体育专业学生组还是普通学生组在、哐极量至疲劳后，其TP(TV)、LF、HF以及LF／HF值均降低，且与安静状态下的HRV各值均存在显著性差异(Bla小于4mmol／1)，与安静状念下存在显著性差异。 论是体育专业学生组还是普通学生组在极量运动致疲劳后，其TP(TV)、LF、HF以及LF／HF值比亚极量运动至疲劳后均进一步降低，且与安静状态下的tlRV各值和亚极量运动致疲劳后的tlRV各值均存在显著性差异，’j安静状态下和亚极：龄运动致疲劳后存在显著性差异
自high患者
找不到员工满意度的英文文献，这个是客户满意度忠诚度的文献，希望能帮你Customer satisfaction is the customer-to-business and enterprise product / service satisfaction. Customer satisfaction, the enterprise is a state of feeling, and feelings in such a state more likely to arouse trading activities. A commonly used statistical results are: a satisfied customer, six times in a dissatisfied customers more willing to continue to buy that product or service enterprises. In an increasingly competitive, customer-oriented market environment, more and more companies began chasing the upgrading of customer satisfaction. However, many companies chasing the results were not satisfactory. We found that business if it is only the pursuit of customer satisfaction and often can not solve the ultimate problem, because very often, enterprises improve customer satisfaction, does not mean that corporate profits immediately improved. Only contributions to the company "profit" is a direct customer value customers. Moreover, the value of the profits of enterprises also contribute to the high and low points. Therefore, enterprises should operate on the scarce resources to optimize the allocation and concentrate on high-value enhancing customer satisfaction at the same time, we should also look at potential high-value customers, gradual increase their satisfaction. From all customer satisfaction, to the value of customer satisfaction, to the high-value customer satisfaction, the final key to the high-value customer satisfaction factors, it is enterprises to enhance the "customer satisfaction value in return," "process." Customer loyalty Customer loyalty from the concept of customer satisfaction leads to the concept of customer satisfaction is the result of a product brand or company's trust, and hope to maintain a repeat of psychological tendency. Customer loyalty is actually a continuity of customer behavior, customer loyalty, customer loyalty is the corporate level. Customer loyalty for the two forms of performance, is a corporate customer loyalty in the wishes of a customer loyalty is in the behaviour of enterprises. And general enterprises tend to be confused with two forms of this fact, a fundamental difference between the two, the former is not for the businesses themselves have a direct value of the enterprises while the latter is very valuable; The reason is very simple Customers only wishes, but no action, for enterprises of no significance. Enterprises should do is, first, to promote customers from "will" to "act" conversion; Second, through cross-selling and additional marketing to further enhance customer and business transactions frequency. Customer satisfaction does not mean that customer loyalty, customer satisfaction is a kind of psychological satisfaction, in consumption is revealed by the attitude of, but customer loyalty is a continuous transactions, is to promote the occurrence of repeat customers. Measuring customer loyalty is the key indicators of customers (CustomerRetention), which describes enterprises and maintaining customer relationships length of time; customers share (CustomerShare), namely, the budget will be spent on the company's ratio. Data show that only the customer satisfaction is not enough. When a better product suppliers, large customers may change suppliers. Satisfaction is measured by customer expectations and feelings, and customer loyalty reflect the purchase of future actions and purchase commitments. Customer satisfaction surveys customer purchase experience of the past views and ideas, can only reflect the past and not the future acts as a reliable forecast. Loyalty survey can predict what products customers want most, and when to buy, how many of these could have purchased sales. Customer satisfaction and their actual purchase behavior is not necessarily directly linked, satisfied customers may not be able to guarantee that they will always be faithful enterprises, a repeat purchase behavior. In a "worthless customer satisfaction, customer loyalty Extreme priceless" (Cus tomer Satis faction Is Worthles s, Cus tomer Loyalty Is Priceles s) of the "customer loyalty" of the best-selling book, the author debate: "Customers satisfied with the worthless, because satisfied customers still buy the products of other enterprises. process of the transaction are satisfied with every aspect of the customer will be better because of the price of a replacement suppliers, customers and sometimes even though your products and satisfied with the service is not absolute, you have been able to lock the customer. " For example, many users of Microsoft products such as the views and dissatisfaction, but if you change the use of other great products to pay the costs, they will always adhere to the use of Microsoft products. A recent survey found that about 25 per cent of mobile phone users to keep their phone numbers, the current contract would tolerate imperfect service providers and not to sign other telecommunications providers, but if one day they turn around at the same time be able to retain the original number, I believe that they will act immediately. Loyalty must have access to a minimum level of customer satisfaction, in this horizon satisfaction, loyalty will be significantly decreased. However, customer satisfaction is not an important condition for customer loyalty! Ooh, sometimes The truth is harder than the pain inside, yeah Ooh, sometimes It's the broken heart that decides At night BUT on Monday nights 0
shuijing217
1.HRV 的研究对象只是逐次心动周期的时间差别，罗列人体每次心动周期间的差别可显示出一大堆貌似无序的参数反映了心率连续的瞬时波动。心率的波动并非偶然而是受体内神经体液的调控，为适应不同的生理状况或某些病理状态而作出的反应。2.HRV的HF成分反映呼吸活动最后通过心迷走神经纤维传导的调制作用而引起的心率波动变化，文献中也称“呼吸性心律不齐”(respiratory arrhythmia，RSA) 。呼吸活动通过中枢机制与机械性影响两个途径对心率发生调制作用，HRV之HF的峰高与心迷走传出活动对心率的调制程度呈显著性相关。谱分析发现，心率变异性大体包括高频（HF）成分和低频（LF）成分，有些学者将LF进一步分为超低频和低频两种。其中，高频成分和呼吸运动同步，因此又被称为呼吸成分，大约3秒钟出现一次，学者们认为其中的高频成分反映了副交感功能，而低频成分和高频成分的比值（LF/HF）反应了交感活动。
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