北大光华组织与管理Week6-动机与激励.ppt

Chapter16 MOTIVATINGEMPLOYEES 16 1 LearningObjectives Youshouldlearnto DefinethemotivationprocessDescribethreeearlymotivationtheoriesExplainhowgoalsmotivatepeopleDifferentiatereinforcementtheoryfromgoal settingtheoryIdentifywaystodesignmotivatingjobs 16 2 LearningObjectives cont Youshouldlearnto DescribethemotivationalimplicationsofequitytheoryExplainthekeyrelationshipsinexpectancytheoryDescribecurrentmotivationissuesfacingmanagersIdentifymanagementpracticesthatarelikelytoleadtomoremotivatedemployees 16 3 Values TypesofValues RokeachValueSurvey ValuesintheRokeachSurvey ValuesintheRokeachSurvey cont d MeanValueRankingsofExecutives UnionMembers andActivists EXHIBIT 3 2 WhatIsMotivation Motivationthewillingnesstoexerthighlevelsofefforttoreachorganizationalgoals conditionedbytheeffort sabilitytosatisfysomeindividualneedgoals effortshouldbedirectedtoward andconsistentwith organizationalgoalseffort ameasureofintensityordriveneeds motivationisaneed satisfyingprocessneed aninternalstatethatmakescertainoutcomesappearattractiveunsatisfiedneedscreatetensionsthatstimulatedrivesdrivesleadtosearchbehavior 16 9 TheMotivationProcess 16 10 Maslow sHierarchyofNeedsTheory Maslow sHierarchyofNeedsTheorylower orderneeds largelysatisfiedexternallyphysiological food drink shelter sexualsatisfactionsafety securityandprotectionfromphysicalandemotionalharmassurancethatphysiologicalneedswillbesatisfiedHigher orderneeds largelysatisfiedinternallysocial affection belongingness acceptanceesteem internalfactorslikeself respect autonomyexternalfactorslikestatus recognition attentionself actualization achievingone spotential 16 11 Maslow sHierarchyofNeedsTheory cont eachlevelinhierarchymustbesatisfiedbeforethenextisactivatedonceaneedissubstantiallysatisfieditnolongermotivatesbehaviortheoryreceivedwiderecognitionlittleresearchsupportforthevalidityofthetheory Maslow sHierarchyofNeedsTheory cont 16 12 Maslow sHierarchyOfNeeds 16 13 恩之种种 1 生理上的需要 Physiologicalneeds 物质奖励 加薪按照级别提供交通 出差和副食补贴提供带薪年假 增加年假的时间提供身体锻炼机会 比如 提供健身中心的健身卡改善劳动条件 比如 给予更多的业余时间和工间休息2 安全上的需要 safetyneeds 安全而稳定的工作职业保障医疗保险 失业保险和退休福利3 社会的需要 Socialneeds 提供国外旅游的机会 平等 信任 欣赏 亲情 的亲情文化 营造亲情的氛围 从意识上倡导 从实际中改变 比如 无总称谓 生日送蛋糕建立温馨和谐人际关系的机会 开展体育比赛和集体聚会等业务活动 14 恩之种种 4 尊重的需要 Esteemneeds 口头表扬 当众表扬 或者就事论事的具体表扬 例如 你说得真清楚 这是你的优势 你是专家 尊重个人性格高度认同感给予较大自主空间为员工提供公平竞争的空间告知公司未来发展的规划信息的传递聆听和思考5 自我实现的需要 Self realization 授权并授责给与重要的工作 主持会议 出席重要的活动或仪式提供职位晋升的机会提供额外的再教育和培训机会提供国外考察交流的机会关心员工自身的职业前景 帮助员工规划自身职业前途在设计工作时考虑个人特点 让工作适应人 15 威之种种 1 剥夺生理的需要 降薪 撤职 罚款 月报制度 年度绩效评估机制 通过年终评定 员工的年终奖金直接与绩效评分挂钩2 剥夺安全的需要 不给予工作的保障 不给予相关的福利3 剥夺社会的需要 出差费用控制机制 行政统一管理出差机票 酒店预定等等制衡 比如 设立一个平行的业务单元 与已存在的形成竞争关系 以表明对现有业务单元的不满一段时间内减少沟通 促使下属自我反思4 剥夺尊重的需要 点名或不点名批评 处分 取消某种职务或资格5 剥夺自 我 实现的需要公平竞争中的末位淘汰 人事调整 16 Kurvers中国区总裁David办公桌前的提示语 1 不能以轻蔑和高高在上的态度对待下属 2 考虑 对方的立场 理解他所说的话 尊重对方的立场是一件很重要的事 3 不让人感到讽刺的回应 4 开会的时候尽量一边聆听一遍思考 5 不要 质问 而是要 询问 6 先说 赞美的话 让对方心情愉快 7 引用对方所说的话做回应 17 McGregor TheoryXandY cont McGregor sTheoryXandTheoryYTheoryX assumesthatworkershavelittleambition dislikework wanttoavoidresponsibility andneedtobecloselycontrolledassumedthatlower orderneedsdominatedTheoryY assumesthatworkerscanexerciseself direction acceptandactuallyseekoutresponsibility andconsiderworktobeanaturalactivityassumedthathigher orderneedsdominatednoevidencethateithersetofassumptionsisvalidnoevidencethatmanagingonthebasisofTheoryYmakesemployeesmoremotivated 16 18 2020 1 28 光华管理学院张建君 19 人性假设 孟子的 四端 荀子以及法家的人性恶 今之人性 饥而欲饱 寒而欲暖 劳而欲休泰勒的科学管理与人际关系学派的假设 Motivation HygieneTheory cont Herzberg sMotivation HygieneTheoryintrinsiccharacteristicsconsistentlyrelatedtojobsatisfactionmotivatorfactorsenergizeemployeesextrinsiccharacteristicsconsistentlyrelatedtojobdissatisfactionhygienefactorsdon tmotivateemployeesproposeddualcontinuaforsatisfactionanddissatisfactiontheoryenjoyedwidepopularityinfluencedjobdesigntheorywasroundlycriticized 16 20 Herzberg sMotivation HygieneTheory 16 21 ContrastingViewsOfSatisfaction Dissatisfaction SatisfactionNoSatisfaction NoDissatisfactionDissatisfaction Motivators Hygienes SatisfactionDissatisfaction Herzberg sView TraditionalView 16 22 McClelland sThreeNeedsTheory Three NeedsTheory McClellandneedforachievement nAch drivetoexcel toachieveinrelationtoasetofstandards andtostrivetosucceeddonotstrivefortrappingsandrewardsofsuccesspreferjobsthatofferpersonalresponsibilitywantrapidandunambiguousfeedbacksetmoderatelychallenginggoalsavoidveryeasyorverydifficulttaskshighachieversdon tnecessarilymakegoodmanagersfocusontheirownaccomplishmentsgoodmanagersemphasizehelpingotherstoaccomplishtheirgoals 16 23 McClelland sThreeNeedsTheory cont Three NeedsTheory cont needforpower nPow needtomakeothersbehaveinawaythattheywouldnothavebehavedotherwiseneedforaffiliation nAff desireforfriendlyandcloseinterpersonalrelationshipsbestmanagerstendtobehighintheneedforpowerandlowintheneedforaffiliation 16 24 16 25 EquityTheory theimportanceofbeingfair ReferentComparisons Self insideSelf outsideOther insideOther outside 16 26 EquityTheory 16 26 16 27 EquityTheory cont d Choicesfordealingwithinequity Changeinputs slackoff Changeoutcomes increaseoutput Distort changeperceptionsofselfDistort changeperceptionsofothersChooseadifferentreferentpersonLeavethefield quitthejob 16 28 EquityTheory cont d Propositionsrelatingtoinequitablepay Overrewardedemployeesproducemorethanequitablyrewardedemployees Overrewardedemployeesproduceless butdohigherqualitypiecework Underrewardedhourlyemployeesproducelowerqualitywork Underrewardedemployeesproducelargerquantitiesoflower qualitypieceworkthanequitablyrewardedemployees 16 29 ExpectancyTheory believingyoucanachievewhatyouwant ExpectancyTheorytheorystatesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividualExpectancy effort performancelinkage perceivedprobabilitythatexertingagivenamountofeffortwillleadtoacertainlevelofperformanceInstrumentality performance rewardlinkage strengthofbeliefthatperformingataparticularlevelisinstrumentalinattaininganoutcomeValence attractivenessorimportanceofthepotentialoutcome 16 29 16 30 SimplifiedExpectancyModel 16 30 16 31 ExpectancyTheory cont ExpectancyTheory cont theoryemphasizesrewardsorganizationalrewardsmustalignwiththeindividual swantsnouniversalprincipleforexplainingwhatmotivatesindividualsmanagersmustunderstandwhyemployeesviewcertainoutcomesasattractiveorunattractivemostcomprehensiveandwidelyacceptedexplanationofemployeemotivation 16 31 Goal settingTheory Goal SettingTheoryintentiontoworktowardagoalisamajorsourceofjobmotivationspecificgoalsincreaseperformancedifficultgoal whenaccepted resultsinhigherperformancethandoesaneasygoalspecifichardgoalsproduceahigherlevelofoutputthandoesthegeneralizedgoalof doyourbest participationingoalsettingisusefulreducesresistancetoacceptingdifficultgoalsincreasesgoalacceptance 16 32 Goal settingTheory cont Goal SettingTheory cont feedbackisusefulhelpsidentifydiscrepanciesbetweenwhathasbeenaccomplishedandwhatneedstobedoneself generatedfeedbackisapowerfulmotivatorcontingenciesingoal settingtheorygoalcommitment theorypresupposesthatindividualisdeterminedtoaccomplishthegoalmostlikelytooccurwhen goalsaremadepublicindividualhasaninternallocusofcontrolgoalsareself setratherthanassigned 16 33 Goal settingTheory cont Goal SettingTheory cont contingencies cont self efficacy anindividual sbeliefthats heiscapableofperformingataskhigherself efficacy greatermotivationtoattaingoalsnationalculture theoryiscultureboundmainideasalignwithNorthAmericanculturesgoalsettingmaynotleadtohigherperformanceinothercultures 16 34 目标管理与自我激励 每一项工作必须以达成企业整体目标为目标 我对组织的贡献是什么 目标制定 每位管理者必须自行发展和设定单位的目标通过测评 反馈 进行自我控制根本目的 唤醒员工内在的奉献精神 激励他们努力付出 让平凡的人做不平凡的事 目标管理与员工积极性 GuidelinesforJobRedesign 16 37 DesigningMotivatingJobsJobDesign thewaytasksarecombinedtoformcompletejobshistorically concentratedonmakingjobsmorespecializedJobEnlargement horizontalexpansionofjobjobscope thenumberofdifferenttasksrequiredinajobandthefrequencywithwhichthesetasksarerepeatedprovidesfewchallenges littlemeaningtoworkers activitiesonlyaddressesthelackofvarietyinspecializedjobs VariousJobDesign cont 16 38 DesigningMotivatingJobs cont JobEnrichment verticalexpansionofjobjobdepth degreeofcontrolemployeeshaveovertheirworkempowersemployeestodotaskstypicallyperformedbytheirmanagersresearchevidencehasbeeninconclusiveabouttheeffectofjobenrichmentonperformance VariousJobDesign cont 16 39 VariousJobDesign DesigningMotivatingJobs cont JobCharacteristicsModel JCM conceptualframeworkforanalyzingjobsjobsdescribedintermsoffivecorecharacteristicsskillvariety degreetowhichjobrequiresavarietyofactivitiesmorevariety greaterneedtousedifferentskillstaskidentity degreetowhichjobrequirescompletionofanidentifiablepieceofworktasksignificance degreetowhichjobhassubstantialimpactonthelivesofotherpeoplethesethreecharacteristicscreatemeaningfulwork 16 40 DesigningMotivatingJobs cont JCM cont corecharacteristics cont autonomy degreetowhichjobprovidessubstantialfreedom independence anddiscretioninperformingtheworkgiveemployeeafeelingofpersonalresponsibilityfeedback degreetowhichcarryingoutthejobresultsinreceivingclearinformationabouttheeffectivenesswithwhichithasbeenperformedemployeeknowshoweffectiv