管理学学习：管理学15激励员工课件

1、Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall151Motivating EmployeesChapter15Management Stephen P. Robbins Mary Coulter tenth editionCopyright 2010 Pearson Educa核心问题如何实现对人的有效激励？ 2007 Prentice Hall, Inc. All rights reserved. 162核心问题如何实现对人的有效激励？ 2007 Prentic2022/9/253美国哈佛大学的詹姆士(W.

2、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2022/9/243美国哈佛大学的詹姆士(W.James)教2022/9/254 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）2022/9/244 你可以买到一个人的时间，你可以雇一个2022/9/255 任何机构的管理人员的根本任务就是促使部属努力工作

3、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。2022/9/245 任何机构的管理人员的根本任务就是促2022/9/256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2022/9/246讨论你如何成功组织全班的同学都去登山并且2022/9/257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 2022/9/247为什么人们会做出这样那样的行为？动机：内 2007 Pre

4、ntice Hall, Inc. All rights reserved. 168What Is Motivation?MotivationIs the result of an interaction between the person and a situation; it is not a personal trait.Is the process by which a persons efforts are energized, directed, and sustained towards attaining a goal.Energy: a measure of intensit

5、y or drive.Direction: toward organizational goalsPersistence: exerting effort to achieve goals.Motivation works best when individual needs are compatible with organizational goals. 2007 Prentice Hall, Inc. All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2022/9/259把你认为最具有价值的写上1,其次有价值的写上2，一

6、直写到6为2022/9/2510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 2022/9/2410激励理论的类别内容理论：试图解释真正激 2007 Prentice Hall, Inc. All rights reserved. 1611Early Theories of MotivationMaslows

7、 Hierarchy of NeedsMacGregors Theories X and YHerzbergs Two-Factor Theory 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1612Early Theories of MotivationMaslows Hierarchy of Needs TheoryNeeds were categorized as five levels of lower- to higher-order needs.Individuals must

8、 satisfy lower-order needs before they can satisfy higher order needs.Satisfied needs will no longer motivate.Motivating a person depends on knowing at what level that person is on the hierarchy.Hierarchy of needsLower-order (external): physiological, safetyHigher-order (internal): social, esteem, s

9、elf-actualization 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1613Exhibit 151Maslows Hierarchy of Needs 2007 Prentice Hall, Inc. All2022/9/2514需要的多样性、差异性与可变性 5 4 3 4 5 4 3 3 5 2 2 2 1 1 1 2 1 1 3 2 4 3 5 4 5 2022/9/2414需要的多样性、差异性与可变性2022/9/2515顺序并不固定具有内在创造性的人，无论是否满足了其他

10、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2022/9/2415顺序并不固定具有内在创造性的人，无论是 2007 Prentice Hall, Inc. All rights reserved. 1616Early Theories of Motivation (contd)McGregors Theory X and Theory YTheory XAssumes that workers have little ambition, dislike work, av

11、oid responsibility, and require close supervision.Theory YAssumes that workers can exercise self-direction, desire responsibility, and like to work.Assumption:Motivation is maximized by participative decision making, interesting jobs, and good group relations. 2007 Prentice Hall, Inc. All 2007 Prent

12、ice Hall, Inc. All rights reserved. 1617Early Theories of Motivation (contd)Herzbergs Motivation-Hygiene TheoryJob satisfaction and job dissatisfaction are created by different factors.Hygiene factors: extrinsic (environmental) factors that create job dissatisfaction.Motivators: intrinsic (psycholog

13、ical) factors that create job satisfaction.Attempted to explain why job satisfaction does not result in increased performance.The opposite of satisfaction is not dissatisfaction, but rather no satisfaction. 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1618Exhibit 152Her

14、zbergs Motivation-Hygiene Theory 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1619Exhibit 153Contrasting Views of Satisfaction-Dissatisfaction 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1620Contemporary Theories of MotivationThree-Needs T

15、heoryGoal-Setting TheoryReinforcement TheoryDesigning Motivating JobsEquity TheoryExpectancy Theory 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1621Motivation and NeedsThree-Needs Theory (McClelland)There are three major acquired needs that are major motives in work.Ne

16、ed for achievement (nAch)The drive to excel and succeedNeed for power (nPow)The need to influence the behavior of othersNeed of affiliation (nAff)The desire for interpersonal relationships 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1622Exhibit 154Examples of Pictures

17、Used for Assessing Levels of nAch, nAff, and nPow 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1623Motivation and GoalsGoal-Setting TheoryProposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than havin

18、g no or easy goals.Benefits of Participation in Goal-SettingIncreases the acceptance of goals.Fosters commitment to difficult, public goals.Provides for self-feedback that guides behavior and motivates performance . 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1624Exhib

19、it 155Goal-Setting Theory 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1625Motivation and BehaviorReinforcement TheoryAssumes that a desired behavior is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated.Positive reinforcem

20、ent is preferred for its long-term effects on performanceIgnoring undesired behavior is better than punishment which may create additional dysfunctional behaviors. 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1626Designing Motivating JobsJob DesignThe way into which tas

21、ks can be combined to form complete jobs.Factors influencing job design:Changing organizational environment/structureThe organizations technologyEmployees skill, abilities, and preferencesJob enlargementIncreasing the jobs scope (number and frequency of tasks)Job enrichmentIncreasing responsibility

22、and autonomy (depth) in a job. 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1627Designing Motivating Jobs (contd)Job Characteristics Model (JCM)A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy employees growth nee

23、ds.Five primary job characteristics:Skill variety: how many skills and talents are needed?Task identity: does the job produce a complete work?Task significance: how important is the job?Autonomy: how much independence does the jobholder have?Feedback: do workers know how well they are doing? 2007 Pr

24、entice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1628Exhibit 156Job Characteristics ModelSource: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With permission of the authors. 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc.

25、 All rights reserved. 1629Exhibit 157Guidelines for Job RedesignSource: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With permission of the authors. 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1630Designing Motivati

26、ng Jobs (contd)Suggestions for Using the JCMCombine tasks (job enlargement) to create more meaningful work.Create natural work units to make employees work important and whole.Establish external and internal client relationships to provide feedback.Expand jobs vertically (job enrichment) by giving e

27、mployees more autonomy.Open feedback channels to let employees know how well they are doing. 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1631Motivation and PerceptionEquity TheoryProposes that employees perceive what they get from a job situation (outcomes) in relation

28、 to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.If the ratios are perceived as equal then a state of equity (fairness) exists.If the ratios are perceived as unequal, inequity exists and the person feels under- or over-rewa

29、rded.When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice). 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1632Exhibit 158Equity Theory 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1633Motivation

30、 and Perception (contd)Equity Theory (contd)Employee responses to perceived inequities:Distort own or others ratios.Induce others to change their own inputs or outcomes.Change own inputs (increase or decrease efforts) or outcomes (seek greater rewards).Choose a different comparison (referent) other

31、(person, systems, or self).Quit their job.Employees are concerned with both the absolute and relative nature of organizational rewards. 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1634Motivation and Perception (contd)Equity Theory (contd)Distributive justiceThe perceiv

32、ed fairness of the amount and allocation of rewards among individuals (i.e., who received what).Influences an employees satisfaction.Procedural justiceThe perceived fairness of the process use to determine the distribution of rewards (i.e., how who received what).Affects an employees organizational

33、commitment. 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1635Motivation and BehaviorExpectancy Theory (Vroom)States that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of th

34、at outcome to the individual.Key to the theory is understanding and managing employee goals and the linkages among and between effort, performance and rewards.Effort: employee abilities and training/developmentPerformance: valid appraisal systemsRewards (goals): understanding employee needs 2007 Pre

35、ntice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1636Exhibit 159Simplified Expectancy Model 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1637Motivation and Behavior (contd)Expectancy RelationshipsExpectancy (effort-performance linkage)The perceived pro

36、bability that an individuals effort will result in a certain level of performance.InstrumentalityThe perception that a particular level of performance will result in the attaining a desired outcome (reward).ValenceThe attractiveness/importance of the performance reward (outcome) to the individual. 2

37、007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1638Exhibit 1510Integrating Contemporary Theories of Motivation 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1639Current Issues in MotivationCross-Cultural ChallengesMotivational programs are most

38、 applicable in culturesUncertainty avoidance of some cultures inverts Maslows needs hierarchy.The need for achievement (nAch) is lacking in other cultures.Collectivist cultures view rewards as “entitlements” to be distributed based on individual needs, not individual performance.Cross-Cultural Consi

39、stenciesInteresting work is widely desired, as is growth, achievement, and responsibility. 2007 Prentice Hall, Inc. All2022/9/2540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， 19932022/9/2440文化对激励的影响 “西方的激励2022/9/2541 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

40、：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2022/9/2441 需 求关系需求面子需求满足来2022/9/2542 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

41、和额外津贴2022/9/2442 2022/9/2543 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2022/9/2443 2007 Prentice Hall, Inc. All rights reserved. 1644Current Issues in Motivation (contd)Motivating Unique Groups of WorkersMotivating a diverse workforce through flexibility:Men desire more autonomy than do w

42、omen.Women desire learning opportunities, flexible work schedules, and good interpersonal relations. 2007 Prentice Hall, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1645Current Issues in Motivation (contd)Flexible Work/Job schedulesCompressed work weekLonger daily hours, but fewer daysFle

43、xible work hours (flextime)Specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present.Job SharingTwo or more people split a full-time job.TelecommutingEmployees work from home using computer links. 2007 Prentice H

44、all, Inc. All 2007 Prentice Hall, Inc. All rights reserved. 1646Current Issues in Motivation (contd)Motivating ProfessionalsCharacteristics of professionalsStrong and long-term commitment to their field of expertise.Loyalty is to their profession, not to the employer.Have the need to regularly update their knowledge.Dont define their workweek as 8:00 am to 5:00 pm.Motivators for prof