《工作中的激励》PPT课件.ppt

第八章工作中的激励 柳传志 中国联想集团董事长 调动 个截然不同的群体的积极性 经理班子成员 中层管理人员以及流水线上的雇员 赫布鲍姆 美国戴尔公司董事长兼首席执行官 关心小人物 主要内容 什么是激励激励的过程内容型激励理论过程型激励理论工作中的激励 一 什么是激励 通过高水平的努力实现目标的意愿 而这种努力是以能够满足个体的某些需要为条件的 努力 howhardapersontries目标 whereeffortisdirected 需要 whatapersonpursueWhatmotivatesyouasstudents 二 激励的过程 BasicMotivationModel ContentTheories FeltNeed Tension ProcessTheories GoalDirectedBehavior No NeedSatisfied Yes 三 内容型激励理论 Maslow sHierarchyofNeeds PhysiologicalIncludeshunger thirst shelter sexandotherbodilyneedsSafetyIncludessecurityandprotectionfromphysicalandemotionalharmSocialIncludesaffection belongingness acceptance andfriendshipSelf EsteemIncludesinternalesteemfactorssuchasself respect autonomy andachievement andexternalesteemfactorssuchasstatus recognition andattentionSelf actualizationThedrivetobecomewhatoneiscapableofbecoming includesgrowth achievingone spotential andself fulfilment 评价 一般说来 当一种低层次需要满足后 更高层次的需要成为激励因素 那些基本上已满足的需要不在具有激励作用 就象经济学中的边际效用 应用原则 因人而异 因时而异 注重方式方法管理者非常熟悉研究并没有完全支持例 施乐公司 镶在装饰板上的长猎刀奖励 Alderfer sERGTheory ExistenceConcernedwithprovidingbasicmaterialexistencerequirementsRelatednessDesireformaintainingimportantinterpersonalrelationshipsGrowthIntrinsicdesireforpersonaldevelopment 评价 Morethanoneneedcanbeimportantatthesametime Ifahigher orderneedisnotbeingmet thedesiretosatisfyalower levelneedincreases 满足 上进 挫折 倒退Ignoressituationalvariables管理措施 工作内容调整 岗位重新安置 Herzberg sMotivation HygieneTheoryMotivators accountforjobsatisfactionandmotivationAchievement Recognition WorkitselfResponsibility AdvancementHygienefactors causedissatisfactionwithworkInterpersonalrelationshipsCompanypolicy administrationSupervision Salary Workingconditions ComparisonofSatisfiersandDissatisfiers ContrastingViewsofSatisfactionandDissatisfaction Traditionalview Satisfaction Dissatisfaction Herzberg sview Satisfaction Nosatisfaction Motivators Nodissatisfaction Dissatisfaction HygieneFactors 评价 Hygienefactorsmustbemetifpersonisnottobedissatisfied Theywillnotleadtosatisfaction however Motivatorsleadtosatisfaction Nooverallmeasureofsatisfactionwasused individualsmaydislikepartsoftheirjobsandyettheyliketheirjob Notreallyatheoryofmotivation Assumesalinkbetweensatisfactionandproductivitythatwasnotmeasuredordemonstrated McClelland sTheoryofNeeds NeedforAchievementThedrivetoexcel toachieveinrelationtoasetofstandards tostrivetosucceed NeedforPowerAstrongdesiretoinfluenceothers makingasignificantimpactorimpression NeedforAffiliationThedesireforfriendlyandcloseinterpersonalrelationships Peoplewithhighneedforachievementpreferjobsthatoffer PersonalResponsibility Feedback Moderaterisk includinggoals 评价 Tellsusthathighneedachieversdonotnecessarilymakegoodmanagers sincehighachieversaremoreinterestedinhowtheydopersonally Goodempiricalsupport particularlyonneedsachievement SummarizingtheVariousNeedsTheories 四 过程型激励理论 期望理论弗洛姆 工作与激励 理论内容 一种行为倾向的强度取决于个体对于这种行为可能带来的结果的期望强度以及这种结果对行为者的引力 M V E Imotivationvalueexpectancyinstrumentaliy StepstoIncreasingMotivationatWorkplace UsingExpectancyTheory ImprovingExpectancy Improvetheabilityoftheindividualtoperform training selection resources clarifyroles providecoachingandfeedbackImprovingInstrumentality performance IncreasetheindividualbeliefthatPerformancewillleadtoreward Measureperformanceaccurately explainhowrewardsarebasedonpastperformance StepstoIncreasingMotivationatWorkplace UsingExpectancyTheory ImprovingValence Makesurethattherewardismeaningfultotheindividual Usevaluedrewards individualizerewards EquityTheory EquityTheory Theperceivedfairnessofwhatthepersondoescomparedtowhatthepersonreceives Theperceptionofthefairvalueofrewards outcomes forefforts inputs thatindividualsmakewhencomparingtheirresultstoothersintheorganization RestoringEquity Equitycanberestoredby Changeinputsand oroutcomesofselfChangeinputsand oroutcomesofotherDistortperceptionsofselfand orothersChangecomparisonpersonLeavethefield quit Historically equitytheoryfocusedon DistributivejusticeHowever equityshouldalsoconsiderProceduraljustice 目标设置理论 GoalSetting Thetheorythatspecificanddifficultgoalsleadtohigherperformance Goalstellanemployeewhatneedstobedoneandhowmucheffortwillneedtobeexpended Application ManagementbyObjectives 管理者和员工为工作绩效和个人发展共同设置目标 定期对员工在实现目标过程中的进步进行评价 并对个体 团队 部门和组织的目标进行整合 ManagementbyObjectives 目标种类 1 量化目标销售量或销售额生产量2 项目与进度目标人事考核制度及改进建立ISO9000质量管理体系 3 改善目标降低生产成本质量改进指标员工素质4 集体目标员工满意度团队建设 Specific具体的Measurable可衡量的AgreedUpon双方同意的Realistic现实的Timebound有时限的 SMART目标 斯金纳 操作性条件反射由于某种需要引起活动 在过程中 偶然产生的某种反应成为达到目的的工具 因此就学习利用这种反应操纵环境 达到目的 满足需要 由于这种反应是达到目的的工具 称为操作性条件反射 强化理论 强化 将行为和一个愉快的结果建立联系 提高反应的频率 称为强化 正强化 负强化 惩罚 扣除 PerformanceDimensions IntegratingContemporaryTheoriesofMotivation 1 行为校正行为校正的原则 时效性 因人而异 多样性 五 激励 从理论到应用 2 员工参与方案代表参与 参与决策 员工股份制质量圈 由8 10个员工和监管者组成的共同承担责任的一个工作群体 员工参与与激励理论的联系 HowaTypicalQualityCi