北大光华组织与管理Week6-动机与激励

1、Chapter 16MOTIVATINGEMPLOYEES16-1Learning ObjectivesYou should learn to: Define the motivation process Describe three early motivation theories Explain how goals motivate people Differentiate reinforcement theory from goal-setting theory Identify ways to design motivating jobs16-2Learning Objectives

2、 (cont.)You should learn to: Describe the motivational implications of equity theory Explain the key relationships in expectancy theory Describe current motivation issues facing managers Identify management practices that are likely to lead to more motivated employees16-3ValuesTypes of Values - Roke

3、ach Value SurveyValues in the Rokeach SurveyValues in the Rokeach Survey(contd)Mean Value Rankings of Executives, Union Members, and ActivistsE X H I B I T3-2What Is Motivation?Motivation the willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability

4、 to satisfy some individual need goals - effort should be directed toward, and consistent with, organizational goals effort - a measure of intensity or drive needs - motivation is a need-satisfying process need - an internal state that makes certain outcomes appear attractive unsatisfied needs creat

5、e tensions that stimulate drives drives lead to search behavior16-9The Motivation ProcessUnsatisfiedNeedSatisfiedNeedSearchBehaviorDrivesTensionReductionof Tension16-10Maslows Hierarchy of Needs TheoryMaslows Hierarchy of Needs Theory lower-order needs - largely satisfied externally physiological -

6、food, drink, shelter, sexual satisfaction safety - security and protection from physical and emotional harm assurance that physiological needs will be satisfied Higher-order needs - largely satisfied internally social - affection, belongingness, acceptance esteem - internal factors like self-respect

7、, autonomy external factors like status, recognition, attention self-actualization - achieving ones potential16-11Maslows Hierarchy of Needs Theory (cont.) each level in hierarchy must be satisfied before the next is activated once a need is substantially satisfied it no longer motivates behavior th

8、eory received wide recognition little research support for the validity of the theoryMaslows Hierarchy of Needs Theory (cont.)16-12Maslows Hierarchy Of NeedsPhysiologicalSafetySocialEsteemSelf-Actualization16-13Jianjun Zhang恩之种种1、生理上的需要生理上的需要(Physiological needs）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

9、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（、安全上的需要（safety needs)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、社会的需要(Social needs)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14Jianjun Zhang恩之种种4、尊重的需要、尊重的需要(Esteem needs)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”、

10、“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、自我实现的需要(Self-realization)授权并授责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15Jianjun Zhang威之种种1、剥夺生理的需要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、剥夺安全的需要剥

11、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、剥夺自剥夺自”我我”实现的需要实现的需要 公平竞争中的末位淘汰 人事调整16Jianjun ZhangKurvers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.

12、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。17McGregor: Theory X and Y (cont.)McGregors Theory X and Theory Y Theory X - assumes that workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled assumed that lower-or

13、der needs dominated Theory Y - assumes that workers can exercise self-direction, accept and actually seek out responsibility, and consider work to be a natural activity assumed that higher-order needs dominated no evidence that either set of assumptions is valid no evidence that managing on the basi

14、s of Theory Y makes employees more motivated16-18Jianjun Zhang2021-12-1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-Hygiene Theory (cont.)Herzbergs Motivation-Hygiene Theory intrinsic characteristics consistently related to job satisfaction motivator factors energ

15、ize employees extrinsic characteristics consistently related to job dissatisfaction hygiene factors dont motivate employees proposed dual continua for satisfaction and dissatisfaction theory enjoyed wide popularity influenced job design theory was roundly criticized16-20Herzbergs Motivation-Hygiene

16、Theory16-21Contrasting Views Of Satisfaction-DissatisfactionSatisfaction No Satisfaction No Dissatisfaction DissatisfactionMotivatorsHygienesSatisfaction DissatisfactionHerzbergs ViewTraditional View16-22McClellands Three Needs TheoryThree-Needs Theory - McClellandneed for achievement (nAch) - drive

17、 to excel, to achieve in relation to a set of standards, and to strive to succeed do not strive for trappings and rewards of success prefer jobs that offer personal responsibility want rapid and unambiguous feedback set moderately challenging goalsavoid very easy or very difficult tasks high achieve

18、rs dont necessarily make good managersfocus on their own accomplishmentsgood managers emphasize helping others to accomplish their goals16-23McClellands Three Needs Theory (cont.)Three-Needs Theory (cont.) need for power (nPow) need to make others behave in a way that they would not have behaved oth

19、erwise need for affiliation (nAff) desire for friendly and close interpersonal relationships best managers tend to be high in the need for power and low in the need for affiliation16-24Jianjun Zhang16-25Equity Theory: the importance of being fairReferent Comparisons:Self-insideSelf-outsideOther-insi

20、deOther-outsideJianjun Zhang16-26Equity Theory16-26Jianjun Zhang16-27Equity Theory (contd)Choices for dealing with inequity:1. Change inputs (slack off)2. Change outcomes (increase output)3. Distort/change perceptions of self4. Distort/change perceptions of others5. Choose a different referent perso

21、n6. Leave the field (quit the job)Jianjun Zhang16-28Equity Theory (contd)Propositions relating to inequitable pay:1. Overrewarded employees produce more than equitably rewarded employees.2. Overrewarded employees produce less, but do higher quality piece work.3. Underrewarded hourly employees produc

22、e lower quality work.4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employeesJianjun Zhang16-29Expectancy Theory: believing you can achieve what you wantExpectancy Theorytheory states that an individual tends to act in a certain way based on

23、the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual Expectancy (effort-performance linkage) - perceived probability that exerting a given amount of effort will lead to a certain level of performance Instrumentality (performance

24、-reward linkage) - strength of belief that performing at a particular level is instrumental in attaining an outcome Valence - attractiveness or importance of the potential outcome16-29Jianjun Zhang16-30Simplified Expectancy ModelIndividualEffortIndividualPerformanceAOrganizationalRewardsBIndividualG

25、oalsCA = Effort-performance linkageB = Performance-reward linkageC = Attractiveness16-30Jianjun Zhang16-31Expectancy Theory (cont.)Expectancy Theory (cont.) theory emphasizes rewards organizational rewards must align with the individuals wants no universal principle for explaining what motivates ind

26、ividuals managers must understand why employees view certain outcomes as attractive or unattractive most comprehensive and widely accepted explanation of employee motivation16-31Goal-setting TheoryGoal-Setting Theoryintention to work toward a goal is a major source of job motivation specific goals i

27、ncrease performance difficult goal, when accepted, results in higher performance than does an easy goal specific hard goals produce a higher level of output than does the generalized goal of “do your best” participation in goal setting is useful reduces resistance to accepting difficult goals increa

28、ses goal acceptance16-32Goal-setting Theory (cont.)Goal-Setting Theory (cont.) feedback is useful helps identify discrepancies between what has been accomplished and what needs to be done self-generated feedback is a powerful motivator contingencies in goal-setting theory goal commitment - theory pr

29、esupposes that individual is determined to accomplish the goalmost likely to occur when:goals are made publicindividual has an internal locus of controlgoals are self-set rather than assigned16-33Goal-setting Theory (cont.)Goal-Setting Theory (cont.) contingencies (cont.) self-efficacy - an individu

30、als belief that s/he is capable of performing a task higher self-efficacy, greater motivation to attain goals national culture - theory is culture bound main ideas align with North American cultures goal setting may not lead to higher performance in other cultures16-34Jianjun Zhang目标管理与自我激励每一项工作必须以达

31、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Jianjun Zhang目标管理与员工积极性目标管理与员工积极性Guidelines for Job Redesign16-37Designing Motivating Jobs Job Design - the way tasks are combined to form complete jobs historically, concentrated on making jobs more spe

32、cialized Job Enlargement - horizontal expansion of job job scope - the number of different tasks required in a job and the frequency with which these tasks are repeated provides few challenges, little meaning to workers activities only addresses the lack of variety in specialized jobsVarious Job Des

33、ign (cont.)16-38Designing Motivating Jobs (cont.) Job Enrichment - vertical expansion of job job depth - degree of control employees have over their workempowers employees to do tasks typically performed by their managers research evidence has been inconclusive about the effect of job enrichment on

34、performanceVarious Job Design (cont.)16-39Various Job DesignDesigning Motivating Jobs (cont.) Job Characteristics Model (JCM) - conceptual framework for analyzing jobs jobs described in terms of five core characteristics skill variety - degree to which job requires a variety of activities more varie

35、ty, greater need to use different skills task identity - degree to which job requires completion of an identifiable piece of work task significance - degree to which job has substantial impact on the lives of other people these three characteristics create meaningful work16-40Designing Motivating Jo

36、bs (cont.) JCM (cont.) core characteristics (cont.)autonomy - degree to which job provides substantial freedom, independence, and discretion in performing the workgive employee a feeling of personal responsibilityfeedback - degree to which carrying out the job results in receiving clear information about the effectiveness with which it has been performedemployee knows how effectively s/he is performingVarious Job Design (cont.)16-41Job Characteristics ModelCore JobDimensionsSkill VarietyT