管理学学习资料：管理学15激励员工 49页

Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall15–1MotivatingEmployeesChapter15ManagementStephenP.RobbinsMaryCoultertenthedition\n核心问题如何实现对人的有效激励？©2007PrenticeHall,Inc.Allrightsreserved.16–2\n2021/7/153美国哈佛大学的詹姆士(W.James)教授在对员工的激励的研究中发现，按时计酬的分配制度仅仅能让员工发挥20%—30%的能力，如果受到充分激励，员工的能力可以发挥80%—90%，两种情况之间60%的差距就是有效激励的效果\n2021/7/154你可以买到一个人的时间，你可以雇一个人到固定的工作岗位，你可以买到按时或按日计算的技术操作，但你买不到热情，你买不到创造性，你买不到全身心的投入，你不得不设法争取这些。——弗朗西斯（C.Francis）\n2021/7/155任何机构的管理人员的根本任务就是促使部属努力工作去实现组织的任务和目标。显然，为了把人们的活动引到所要求的方向，就需要管理人员尽量了解：什么东西导致人们工作，什么东西激励他们工作。\n2021/7/156讨论你如何成功组织全班的同学都去登山并且到达山顶？讨论，并设计一个行动方案\n2021/7/157为什么人们会做出这样那样的行为？动机：内在的需要与渴望动机只能促使自身去行动，而激励却可以进一步促使他人去行动有时候动机并没有导致行动，有时行为一点动机都没有\n©2007PrenticeHall,Inc.Allrightsreserved.16–8WhatIsMotivation?MotivationIstheresultofaninteractionbetweenthepersonandasituation;itisnotapersonaltrait.Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal.Energy:ameasureofintensityordrive.Direction:towardorganizationalgoalsPersistence:exertingefforttoachievegoals.Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.\n把你认为最具有价值的写上1,其次有价值的写上2，一直写到6为止，请务必避免出现重复的数字健康爱情财富关系成就正义2021/7/159\n2021/7/1510激励理论的类别内容理论：试图解释真正激励个体的特定事物，识别人们需求及其相对强度，个体为满足这些需求而追求的目标。重点在于需求的本质以及激励的事物需求层次理论双因素理论三种需要理论过程理论：试图识别激励所包含的各种动态变量之间的关系。关注行为如何被激发、引导和维持。重点在于激励的实际过程目标理论强化理论公平理论期望理论\n©2007PrenticeHall,Inc.Allrightsreserved.16–11EarlyTheoriesofMotivationMaslow’sHierarchyofNeedsMacGregor’sTheoriesXandYHerzberg’sTwo-FactorTheory\n©2007PrenticeHall,Inc.Allrightsreserved.16–12EarlyTheoriesofMotivationMaslow’sHierarchyofNeedsTheoryNeedswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external):physiological,safetyHigher-order(internal):social,esteem,self-actualization\n©2007PrenticeHall,Inc.Allrightsreserved.16–13Exhibit15–1Maslow’sHierarchyofNeeds\n2021/7/1514需要的多样性、差异性与可变性5434543352221112113243545\n2021/7/1515顺序并不固定具有内在创造性的人，无论是否满足了其他需求都有自我实现的动力持续满足于低水平的人，高水平的需求可能并不存在有崇高理想或价值观的人（殉教者）没有确切证据能够证明：一种需求得到满足后，一定会导致更高层次的需求产生\n©2007PrenticeHall,Inc.Allrightsreserved.16–16EarlyTheoriesofMotivation(cont’d)McGregor’sTheoryXandTheoryYTheoryXAssumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.TheoryYAssumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.Assumption:Motivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.\n©2007PrenticeHall,Inc.Allrightsreserved.16–17EarlyTheoriesofMotivation(cont’d)Herzberg’sMotivation-HygieneTheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors:extrinsic(environmental)factorsthatcreatejobdissatisfaction.Motivators:intrinsic(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.\n©2007PrenticeHall,Inc.Allrightsreserved.16–18Exhibit15–2Herzberg’sMotivation-HygieneTheory\n©2007PrenticeHall,Inc.Allrightsreserved.16–19Exhibit15–3ContrastingViewsofSatisfaction-Dissatisfaction\n©2007PrenticeHall,Inc.Allrightsreserved.16–20ContemporaryTheoriesofMotivationThree-NeedsTheoryGoal-SettingTheoryReinforcementTheoryDesigningMotivatingJobsEquityTheoryExpectancyTheory\n©2007PrenticeHall,Inc.Allrightsreserved.16–21MotivationandNeedsThree-NeedsTheory(McClelland)Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)ThedrivetoexcelandsucceedNeedforpower(nPow)TheneedtoinfluencethebehaviorofothersNeedofaffiliation(nAff)Thedesireforinterpersonalrelationships\n©2007PrenticeHall,Inc.Allrightsreserved.16–22Exhibit15–4ExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPow\n©2007PrenticeHall,Inc.Allrightsreserved.16–23MotivationandGoalsGoal-SettingTheoryProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.BenefitsofParticipationinGoal-SettingIncreasestheacceptanceofgoals.Fosterscommitmenttodifficult,publicgoals.Providesforself-feedbackthatguidesbehaviorandmotivatesperformance.\n©2007PrenticeHall,Inc.Allrightsreserved.16–24Exhibit15–5Goal-SettingTheory\n©2007PrenticeHall,Inc.Allrightsreserved.16–25MotivationandBehaviorReinforcementTheoryAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.\n©2007PrenticeHall,Inc.Allrightsreserved.16–26DesigningMotivatingJobsJobDesignThewayintowhichtaskscanbecombinedtoformcompletejobs.Factorsinfluencingjobdesign:Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferencesJobenlargementIncreasingthejob’sscope(numberandfrequencyoftasks)JobenrichmentIncreasingresponsibilityandautonomy(depth)inajob.\n©2007PrenticeHall,Inc.Allrightsreserved.16–27DesigningMotivatingJobs(cont’d)JobCharacteristicsModel(JCM)Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics:Skillvariety:howmanyskillsandtalentsareneeded?Taskidentity:doesthejobproduceacompletework?Tasksignificance:howimportantisthejob?Autonomy:howmuchindependencedoesthejobholderhave?Feedback:doworkersknowhowwelltheyaredoing?\n©2007PrenticeHall,Inc.Allrightsreserved.16–28Exhibit15–6JobCharacteristicsModelSource:J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.\n©2007PrenticeHall,Inc.Allrightsreserved.16–29Exhibit15–7GuidelinesforJobRedesignSource:J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.\n©2007PrenticeHall,Inc.Allrightsreserved.16–30DesigningMotivatingJobs(cont’d)SuggestionsforUsingtheJCMCombinetasks(jobenlargement)tocreatemoremeaningfulwork.Createnaturalworkunitstomakeemployees’workimportantandwhole.Establishexternalandinternalclientrelationshipstoprovidefeedback.Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.\n©2007PrenticeHall,Inc.Allrightsreserved.16–31MotivationandPerceptionEquityTheoryProposesthatemployeesperceivewhattheygetfromajobsituation(outcomes)inrelationtowhattheyputin(inputs)andthencomparetheirinputs-outcomesratiowiththeinputs-outcomesratiosofrelevantothers.Iftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).\n©2007PrenticeHall,Inc.Allrightsreserved.16–32Exhibit15–8EquityTheory\n©2007PrenticeHall,Inc.Allrightsreserved.16–33MotivationandPerception(cont’d)EquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.\n©2007PrenticeHall,Inc.Allrightsreserved.16–34MotivationandPerception(cont’d)EquityTheory(cont’d)DistributivejusticeTheperceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).Influencesanemployee’ssatisfaction.ProceduraljusticeTheperceivedfairnessoftheprocessusetodeterminethedistributionofrewards(i.e.,howwhoreceivedwhat).Affectsanemployee’sorganizationalcommitment.\n©2007PrenticeHall,Inc.Allrightsreserved.16–35MotivationandBehaviorExpectancyTheory(Vroom)Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:employeeabilitiesandtraining/developmentPerformance:validappraisalsystemsRewards(goals):understandingemployeeneeds\n©2007PrenticeHall,Inc.Allrightsreserved.16–36Exhibit15–9SimplifiedExpectancyModel\n©2007PrenticeHall,Inc.Allrightsreserved.16–37MotivationandBehavior(cont’d)ExpectancyRelationshipsExpectancy(effort-performancelinkage)Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.InstrumentalityTheperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).ValenceTheattractiveness/importanceoftheperformancereward(outcome)totheindividual.\n©2007PrenticeHall,Inc.Allrightsreserved.16–38Exhibit15–10IntegratingContemporaryTheoriesofMotivation\n©2007PrenticeHall,Inc.Allrightsreserved.16–39CurrentIssuesinMotivationCross-CulturalChallengesMotivationalprogramsaremostapplicableinculturesUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements”tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.\n2021/7/1540文化对激励的影响“西方的激励理论在世界的范围内并不具有普遍性，无论它是一种多好的理论，也可能只适用于美国人和西欧人或北欧人”－－－Trompenaars，1993\n2021/7/1541需求关系需求面子需求满足来源：主管、同事群体工作场合满足形式：在人际网络中安身立命、融入团体满足手段：维持和谐、避免冲突、符合他人期待满足来源：主管、同事群体工作场合满足形式：获得赞赏、认同、避免批评满足手段：维持面子、争取面子、符合他人期待对人的义务感对事件的责任感对工作的义务与责任努力的意愿努力的程度表现结果与酬赏公平判断：关系决定（尊尊、亲亲）兼顾自己与他人集体利益与目标知觉台湾本土心理研究\n2021/7/1542激励因素与系统报酬内部的外部的直接报酬间接报酬非金钱性报酬基本工资或薪水绩效奖金股票购买权加班费和假期津贴利润分红满意的工作分工满意的午餐时间配有秘书满意的办公设备指定的停车位有魅力的头衔保险非工作日工资服务和额外津贴\n2021/7/1543激励因素与系统报酬内部的外部的参与决策更多的责任个人成长的机会更大的工作自由和权限更有趣的工作活动的多样化\n©2007PrenticeHall,Inc.Allrightsreserved.16–44CurrentIssuesinMotivation(cont’d)MotivatingUniqueGroupsofWorkersMotivatingadiverseworkforcethroughflexibility:Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.\n©2007PrenticeHall,Inc.Allrightsreserved.16–45CurrentIssuesinMotivation(cont’d)FlexibleWork/JobschedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharingTwoormorepeoplesplitafull-timejob.TelecommutingEmployeesworkfromhomeusingcomputerlinks.\n©2007PrenticeHall,Inc.Allrightsreserved.16–46CurrentIssuesinMotivation(cont’d)MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork\n©2007PrenticeHall,Inc.Allrightsreserved.16–47CurrentIssuesinMotivation(cont’d)MotivatingContingentWorkersOpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefitsMotivatingLow-Skilled,Minimum-WageEmployeesEmployeerecognitionprogramsProvisionofsincerepraise\n©2007PrenticeHall,Inc.Allrightsreserved.16–48CurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsProgramsOpen-bookmanagementInvolvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.EmployeerecognitionprogramsGivingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.Pay-for-performanceVariablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonuses\n©2007PrenticeHall,Inc.Allrightsreserved.16–49CurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsPrograms(cont’d)StockoptionprogramsUsingfinancialinstruments(inlieuofmonetarycompensation)thatgiveemployeestherighttopurchasesharesofcompanystockataset(option)price.Optionshavevalueifthestockpricerisesabovetheoptionprice;theybecomeworthlessifthestockpricefallsbelowtheoptionprice.