2-motivation教学讲解课件

MotivationMotivation1MainContentsDefiningmotivation界定动机/激励EarlyTheoriesofMotivation早期的动机理论ContemporaryTheoriesofMotivation现代的动机理论MainContentsDefiningmotivat2DefiningmotivationMotivation

istheprocessthataccountforanindividual’sintensity,direction,andpersistenceofefforttowardattainingagoal.

动机是一种过程，它体现了个体为了实现目标而付出的努力强度、方向和坚持性。Intensity:howhardapersontries.Direction:thequalityofeffortPersistence:howlongapersoncanmaintaineffort.DefiningmotivationMotivation3Motivationprocess:Highintensityisunlikelytoleadtofavorablejob-performanceunlesstheeffortischanneledinadirectionthatbenefitstheorganization.工作绩效；指向Effortthatisdirectedtoward,andconsistentwith,theorganization’sgoalsisthekindofeffortthatweshouldbeseeking.Motivatedindividualsstaywithatasklongenoughtoachievetheirgoal.受到激励的个体Motivationprocess:4EarlyTheoriesofMotivationMaslow'sHierarchyofNeeds

马斯洛需求层次理论Alderfer'sERGtheory

阿尔德佛“ERG”理论Herzberg'sTwo-FactorTheory

赫茨伯格双因素理论EarlyTheoriesofMotivationMa5一.Maslow'sHierarchyofNeeds

1.BackgroundofthetheoryMaslowsuggestedthatmotivationissimplyactiontakentomeetaneed.

满足一种需求

Individualsalwayshaveneeds.However,thoseneedsdifferbykind.Whenoneneedismet,anotheremerges.

产生，出现一.Maslow'sHierarchyofNeeds62.ThetheorycontentSelf‑actualization

needsEsteemneedsSocialityneedsSafetyneedsBasicorphysiologicalneedsLower-OrderneedsHigher-OrderNeeds

2.ThetheorycontentSelf‑actua7Details:Basicorphysiologicalneeds

areatthebaseof

thehierarchy.Fulfillmentofthempermitssurvival--andnothingmore.Theyincluderequirementsforfood,water,air,shelter,sleep,andsoon.

生理学的，生理学上的；履行，实行；允许，容许；住所，庇护所Details:8Safetyneeds

areatthesecondlevelofthehierarchy.Theyincluderequirementsforavoidingthreatsandbeingfreefromtheelements.

威胁，潜在的危险；不受这些因素的影响；Safetyneedsareatthesecond9Socialityneeds(Loveandaffectionneeds)

areatthethirdlevel.Whenfreefromharmandsecureinsatisfyingbasicneeds,peopleseekaffectionfromothers.

爱慕，钟爱，慈爱；未受到损害，或没有危险；安全的，可靠的；Socialityneeds(Loveandaffe10Esteemneeds

areatthefourthlevelofthehierarchy.Peopleneedtofeeltheirdignityandself‑worth.Theyhaveadeepneedtobeesteemedbythemselvesandothers.Self‑actualizationneedsareatthefifthandhighestlevelofthehierarchy.

尊严，高贵；自我价值Esteemneedsareatthefourth11Summary:Thetheorysaythatalthoughnoneediseverfullysatisfied,asubstantiallysatisfiedneednolongermotivates.完全彻底地满足；大体上获得满足Ifyouwanttomotivatesomeone,youneedtounderstandwhatlevelofthehierarchythatpersoniscurrentlyonandfocusonsatisfyingtheneedsatorabovethatlevel.Summary:123.ApplyingthetheoryIfpeoplecan’tmeetbasicneedsfromthejobswhichheisdoing,theywillchangejobsforafewdollars.Supervisorsshouldalertindividualstohazardoussubstancesorpossiblesafetyhazardsthattheymayencounterintheworksetting.改变；危险的，冒险的；3.Applyingthetheory13Supervisorsshouldalsobeconcernedabouthelpingindividualslearntheworktheyaretodo.Bydoingsotheywillalleviatesomeemployeefearsaboutlosingtheirjobsduetopoorjobperformance.

使（痛苦等）易于忍受，减轻；Supervisorsshouldalsobecon14supervisorsshouldhelpnewcomersfitinandthusmeettheirneedsforaffectionandbelonging.whennecessary,Supervisorsshouldtakestepstohelpisolatedemployeesfitintothegroupsothattheirskillsarefullytapped.

孤独的；开发，挖掘；

supervisorsshouldhelpnewcom15二、Alderfer'sERGtheory1.Contentofthetheory

ClaytonAlderferextendedtheworkofMaslow,andidentifiedthreeprimaryneeds:(1)Existence;存在需要(2)Relatedness;关系需要(3)Growth.

成长需要二、Alderfer'sERGtheory1.Conte162.Alderfer'sERGtheoryVSMaslow'sHierarchyofNeedsExistenceRelatednessGrowthBasicorphysiologicalneedsSafetyneedsSocialityneedsExternalesteemSelf-EsteemneedsSelf‑actualization2.Alderfer'sERGtheoryVSM17DistinguishHierarchyofNeedsTheoryandERGHNTassumethatthereisarigidhierarchyinwhichalowerneedmustbesubstantiallysatisfiedbeforeonecanmoveon.

需求层次理论假设存在一个严格的等级，即人们必须在低层次需要获得大体的满足后才能进入高层次的满足。ERGarguesthatapersoncanbeworkingongrowthneedseventhoughexistenceorrelatednessneedsareunsatisfied.

一个人甚至可以在存在需要和关系需要均未获得满足的情况下，为了成长需要而工作。DistinguishHierarchyofNeeds18individualscouldalsobefocusingonallthreeneedsatthesametime.三种需要可以同时对个体起作用。Frustrationinsatisfyingahigher-orderneedmightleadtoregressiontoalowerneed.当较高层次的需求受到挫折时，就会退回到较低层次的需求。individualscouldalsobefocu193.Applyingthetheory

①Supervisorsshouldexaminetheiremployeesanddeterminefromtheirbackgroundsandpresentinterestswhatneedstheyaremostdriventomeet.Theycanthenexaminetheworkenvironmentandtheindividual’sjobtodeterminewhathigher-orderneedscanhelpmotivateindividualsandwhatfrustrationsmayresultfromconditionsintheworkenvironmentandjob.3.Applyingthetheory20②Usingthatinformationtheycanacttoremoveorminimizefrustratingfactorsandmaximizemotivatingfactorspresentintheworkenvironment.②Usingthatinformationtheyc21三、Herzberg'sTwo-FactorTheory1.BackgroundofthetheoryFrederickHerzbergformulatedthetheoryfromresearchwith200accountantsandengineers.Heaskedparticipanttoreportincidentsinwhichtheyfeltverygoodorverybadabouttheirjobs.Hefoundmanysimilaritiesbetweenthesereports.Whenpeoplefeelunhappywiththeirjobs,theytendtoreacttoconditionsfoundintheenvironment(thejobcontext).Whenpeoplefeelhappywiththeirjobs,theytendtoreacttoconditionsthatarefoundonthejoborthatstemfromit(thejobcontent).三、Herzberg'sTwo-FactorTheory222.Contentofthetheory

Twofactorsaffectmotivation:

Motivationhygienemotivators2.ContentofthetheoryTwofa23Details:①hygiene-----jobcontextfactorsWhenhygienefactorsareunsatisfactory,peoplebecomedissatisfied.Butwhenhygienefactorsaresatisfactory,peopledonotbecomemoresatisfied;rather,theysimplyexperiencenodissatisfaction.保健因素是那些一旦缺乏就会导致工作不满意的因素，但当它们得到充分改善时，人们就没有不满意了。Details:24Hygienefactors：SupervisionCompanypolicyandadministrationWorkconditionRelationshipwithpeers与同事之间的关系SecurityIndifferencesalary无差异薪酬Hygienefactors：25②motivators-----jobcontentfactorsWhenmotivatorsareinadequate,peopleexperien-cenodissatisfaction.However,motivatorscanbeusedtostimulateaction,energyandenthusiasm.

狂热，积极性激励因素是那些一旦给予，就能增加员工工作满意感的因素，可以激励员工努力工作。②motivators-----jobcontentfa26MotivatorsAchievement成就Recognition认可WorkitselfResponsibilityPromotion晋升Growth成长Motivators27Herzberg'sview

HygienefactorsDissatisfactionNoDissatisfaction

MotivatorsSatisfactionNoSatisfactionHerzberg'sview283.Applyingthetheory

Managerswhoseektoeliminatefactorsthatcancreatejobdissatisfactionmaybringaboutpeacebutnotmotivation.管理者若努力在工作中消除不满意因素，则只能给工作场所带来和平，却未必具有激励作用。Ifyouwanttomotivatepeopleontheirjobs,youshouldemphasizefactorsassociatedwithworkitselfortooutcomesdirectlyderivedfromit.

要想激励人们积极工作，必须重视与工作本身有关的因素或是可以直接带来结果的因素。3.Applyingthetheory29Thesefactorscanprovokedissatisfactionbut,whenadequate,cannotmotivate.Thatresponsibilityfallstosupervisorsorteammembers,whoquiteoftenaffectindividualopportunities,provideimmediaterecognitiontoindividualsdoingtheirworkwell,andfosterindividualgrowthwithintheworkorteamcontext.

激起，煽动，驱使；赏识，承认；培育，鼓励；Thesefactorscanprovokediss30ContemporaryTheoriesofMotivationV.H.Vroom’sExpectancytheory弗鲁姆期望理论J.S.Adams’Equitytheory亚当斯公平理论ContemporaryTheoriesofMotiv31一、V.H.Vroom’sExpectancyTheory

1.NatureofthetheoryEmployeeswillbemotivatedinfollowingsituation:whentheybelievethateffortwillleadtoagoodperformanceevaluation;Agoodevaluationwillleadtoorganizationalrewards;Therewardswillsatisfytheemployee’spersonalgoals;一、V.H.Vroom’sExpectancyTheo32Thetheoryfocusesonthreerelationships:IndividualeffortOrganizationalRewards

PersonalGoals

Individualperformance1effort-performancerelationship努力－绩效关系2performance-rewardsrelationship绩效－奖励关系3rewards-personalgoalsrelationship奖励－个人目标关系Thetheoryfocusesonthreere33Effort-performancerelationship:Theprobabilityperceivedbytheindividualthatexertingagivenamountofeffortwillleadtoperformance.

努力－绩效关系：个人感到通过一定程度的努力可以达到某种绩效水平的可能性。Effort-performancerelationshi34performance-rewardsrelationshipThedegreetowhichtheindividualbelievesthatperformingataparticularlevelwillleadtotheattainmentofadesiredoutcome.绩效－奖励关系：个人相信达到一定绩效水平后即可获得理想结果的程度。performance-rewardsrelationsh35rewards-personalgoalsrelationshipThedegreetowhichorganizationalrewardssatisfyanindividual’spersonalgoalsorneedsandtheattractivenessofthosepotentialrewardsfortheindividual.奖励－个人目标关系：组织奖励可以满足个人目标或个人需要的程度，以及这些潜在的奖励对个人的吸引力。rewards-personalgoalsrelatio362.ConditionsEmployeeshavetoknowtheirobjectives.Thecriteriaformeasuringtheirperformancemustbeclear.Employeesmustfeelconfidentthattheireffortswillleadtosatisfactoryevaluation2.Conditions37Employeeshavetofeelconfidentthatiftheyachievedtheirperformanceobjectives,theywillgetasatisfactoryrewards.2-motivation教学讲解课件383.Applyingthetheory

Thesupervisor'sjobistothinkthroughindividualsituations,pinpointbarrierstomotivation,andhelpremovethosebarriers.Supervisorsshouldattempttocreateaworkenvironmentwithinwhichworkcontributionsareviewedbytheindividualasapathleadingtodesirablerewards.3.Applyingthetheory39Supervisorsareresponsibleforinfluencingvalence,instrumentalityandexpectancy.Theymustanalyzewhatrewardstheiremployeesareseeking,whatoutcomeswillresultfromperformance,andhowindividualscanachievedesiredlevelsoftaskperformance.Supervisorsareresponsiblefo40二、J.S.Adams’Equitytheory

1.Contentofthetheory

EquityTheorymaintainsthatindividualsbasetheirbehaviorsoncomparisonswithotherpeople.Individualscomparetheirtotalcontributionstoanorganization(inputs)andtotalbenefitsreceivedforthosecontributions(outputs)toinputsandoutputsofotherpeopletheyconsidersomehowsimilartothemselves.二、J.S.Adams’Equitytheory

1.41Inputsincludewhatevertheybringtothejobbywayofeducation,experience,effort,orseniority.资历Outputsincludewhatevertheyreceivefortheirinputs--suchaspay,jobtitle,jobstatus,specialassignments,perquisites,orworkingconditions.临时津贴，额外补贴Inputsincludewhatevertheyb422.EquityTheoryPredictionsPersonAPersonBOutputsInputsOutputsInputsOutputsInputsOutputsInputsOutputsInputsOutputsInputs<=>Under-rewardEquityOver-reward2.EquityTheoryPredictionsPe43EmployeeResponsestoUnder-RewardDecreasetheirinputsAttempttoincreasetheiroutcomesDistorttheirperceptions理解AttempttochangeothersChooseanewreferentother指示物Escapethesituation=mostlikelyresponsesEmployeeResponsestoUnder-Re44EmployeeResponsestoOver-RewardAssatisfyingasequitySomewhatdissatisfyingNotnearlyasdissatisfyingasunderpayment!!EmployeeResponsestoOver-Rew453.Applyingthetheory

Thebestadviceforsupervisorsistoanticipateequityquestions--andbereadywithagoodanswerforthem.Wheneveradecisionisabouttobemade,consider:howhavesimilarsituationsbeenhandledinthepast?whoislikelytoquestionthedecisionbasedonequityissues?Howcanthisobjectionbehandledifitshouldcomeup?

运用；3.Applyingthetheory46写在最后成功的基础在于好的学习习惯Thefoundationofsuccessliesingoodhabits47写在最后成功的基础在于好的学习习惯47谢谢大家荣幸这一路，与你同行It'SAnHonorToWalkWithYouAllTheWay讲师：XXXXXXXX年XX月XX日

谢谢大家讲师：XXXXXX48MotivationMotivation49MainContentsDefiningmotivation界定动机/激励EarlyTheoriesofMotivation早期的动机理论ContemporaryTheoriesofMotivation现代的动机理论MainContentsDefiningmotivat50DefiningmotivationMotivation

istheprocessthataccountforanindividual’sintensity,direction,andpersistenceofefforttowardattainingagoal.

动机是一种过程，它体现了个体为了实现目标而付出的努力强度、方向和坚持性。Intensity:howhardapersontries.Direction:thequalityofeffortPersistence:howlongapersoncanmaintaineffort.DefiningmotivationMotivation51Motivationprocess:Highintensityisunlikelytoleadtofavorablejob-performanceunlesstheeffortischanneledinadirectionthatbenefitstheorganization.工作绩效；指向Effortthatisdirectedtoward,andconsistentwith,theorganization’sgoalsisthekindofeffortthatweshouldbeseeking.Motivatedindividualsstaywithatasklongenoughtoachievetheirgoal.受到激励的个体Motivationprocess:52EarlyTheoriesofMotivationMaslow'sHierarchyofNeeds

马斯洛需求层次理论Alderfer'sERGtheory

阿尔德佛“ERG”理论Herzberg'sTwo-FactorTheory

赫茨伯格双因素理论EarlyTheoriesofMotivationMa53一.Maslow'sHierarchyofNeeds

1.BackgroundofthetheoryMaslowsuggestedthatmotivationissimplyactiontakentomeetaneed.

满足一种需求

Individualsalwayshaveneeds.However,thoseneedsdifferbykind.Whenoneneedismet,anotheremerges.

产生，出现一.Maslow'sHierarchyofNeeds542.ThetheorycontentSelf‑actualization

needsEsteemneedsSocialityneedsSafetyneedsBasicorphysiologicalneedsLower-OrderneedsHigher-OrderNeeds

2.ThetheorycontentSelf‑actua55Details:Basicorphysiologicalneeds

areatthebaseof

thehierarchy.Fulfillmentofthempermitssurvival--andnothingmore.Theyincluderequirementsforfood,water,air,shelter,sleep,andsoon.

生理学的，生理学上的；履行，实行；允许，容许；住所，庇护所Details:56Safetyneeds

areatthesecondlevelofthehierarchy.Theyincluderequirementsforavoidingthreatsandbeingfreefromtheelements.

威胁，潜在的危险；不受这些因素的影响；Safetyneedsareatthesecond57Socialityneeds(Loveandaffectionneeds)

areatthethirdlevel.Whenfreefromharmandsecureinsatisfyingbasicneeds,peopleseekaffectionfromothers.

爱慕，钟爱，慈爱；未受到损害，或没有危险；安全的，可靠的；Socialityneeds(Loveandaffe58Esteemneeds

areatthefourthlevelofthehierarchy.Peopleneedtofeeltheirdignityandself‑worth.Theyhaveadeepneedtobeesteemedbythemselvesandothers.Self‑actualizationneedsareatthefifthandhighestlevelofthehierarchy.

尊严，高贵；自我价值Esteemneedsareatthefourth59Summary:Thetheorysaythatalthoughnoneediseverfullysatisfied,asubstantiallysatisfiedneednolongermotivates.完全彻底地满足；大体上获得满足Ifyouwanttomotivatesomeone,youneedtounderstandwhatlevelofthehierarchythatpersoniscurrentlyonandfocusonsatisfyingtheneedsatorabovethatlevel.Summary:603.ApplyingthetheoryIfpeoplecan’tmeetbasicneedsfromthejobswhichheisdoing,theywillchangejobsforafewdollars.Supervisorsshouldalertindividualstohazardoussubstancesorpossiblesafetyhazardsthattheymayencounterintheworksetting.改变；危险的，冒险的；3.Applyingthetheory61Supervisorsshouldalsobeconcernedabouthelpingindividualslearntheworktheyaretodo.Bydoingsotheywillalleviatesomeemployeefearsaboutlosingtheirjobsduetopoorjobperformance.

使（痛苦等）易于忍受，减轻；Supervisorsshouldalsobecon62supervisorsshouldhelpnewcomersfitinandthusmeettheirneedsforaffectionandbelonging.whennecessary,Supervisorsshouldtakestepstohelpisolatedemployeesfitintothegroupsothattheirskillsarefullytapped.

孤独的；开发，挖掘；

supervisorsshouldhelpnewcom63二、Alderfer'sERGtheory1.Contentofthetheory

ClaytonAlderferextendedtheworkofMaslow,andidentifiedthreeprimaryneeds:(1)Existence;存在需要(2)Relatedness;关系需要(3)Growth.

成长需要二、Alderfer'sERGtheory1.Conte642.Alderfer'sERGtheoryVSMaslow'sHierarchyofNeedsExistenceRelatednessGrowthBasicorphysiologicalneedsSafetyneedsSocialityneedsExternalesteemSelf-EsteemneedsSelf‑actualization2.Alderfer'sERGtheoryVSM65DistinguishHierarchyofNeedsTheoryandERGHNTassumethatthereisarigidhierarchyinwhichalowerneedmustbesubstantiallysatisfiedbeforeonecanmoveon.

需求层次理论假设存在一个严格的等级，即人们必须在低层次需要获得大体的满足后才能进入高层次的满足。ERGarguesthatapersoncanbeworkingongrowthneedseventhoughexistenceorrelatednessneedsareunsatisfied.

一个人甚至可以在存在需要和关系需要均未获得满足的情况下，为了成长需要而工作。DistinguishHierarchyofNeeds66individualscouldalsobefocusingonallthreeneedsatthesametime.三种需要可以同时对个体起作用。Frustrationinsatisfyingahigher-orderneedmightleadtoregressiontoalowerneed.当较高层次的需求受到挫折时，就会退回到较低层次的需求。individualscouldalsobefocu673.Applyingthetheory

①Supervisorsshouldexaminetheiremployeesanddeterminefromtheirbackgroundsandpresentinterestswhatneedstheyaremostdriventomeet.Theycanthenexaminetheworkenvironmentandtheindividual’sjobtodeterminewhathigher-orderneedscanhelpmotivateindividualsandwhatfrustrationsmayresultfromconditionsintheworkenvironmentandjob.3.Applyingthetheory68②Usingthatinformationtheycanacttoremoveorminimizefrustratingfactorsandmaximizemotivatingfactorspresentintheworkenvironment.②Usingthatinformationtheyc69三、Herzberg'sTwo-FactorTheory1.BackgroundofthetheoryFrederickHerzbergformulatedthetheoryfromresearchwith200accountantsandengineers.Heaskedparticipanttoreportincidentsinwhichtheyfeltverygoodorverybadabouttheirjobs.Hefoundmanysimilaritiesbetweenthesereports.Whenpeoplefeelunhappywiththeirjobs,theytendtoreacttoconditionsfoundintheenvironment(thejobcontext).Whenpeoplefeelhappywiththeirjobs,theytendtoreacttoconditionsthatarefoundonthejoborthatstemfromit(thejobcontent).三、Herzberg'sTwo-FactorTheory702.Contentofthetheory

Twofactorsaffectmotivation:

Motivationhygienemotivators2.ContentofthetheoryTwofa71Details:①hygiene-----jobcontextfactorsWhenhygienefactorsareunsatisfactory,peoplebecomedissatisfied.Butwhenhygienefactorsaresatisfactory,peopledonotbecomemoresatisfied;rather,theysimplyexperiencenodissatisfaction.保健因素是那些一旦缺乏就会导致工作不满意的因素，但当它们得到充分改善时，人们就没有不满意了。Details:72Hygienefactors：SupervisionCompanypolicyandadministrationWorkconditionRelationshipwithpeers与同事之间的关系SecurityIndifferencesalary无差异薪酬Hygienefactors：73②motivators-----jobcontentfactorsWhenmotivatorsareinadequate,peopleexperien-cenodissatisfaction.However,motivatorscanbeusedtostimulateaction,energyandenthusiasm.

狂热，积极性激励因素是那些一旦给予，就能增加员工工作满意感的因素，可以激励员工努力工作。②motivators-----jobcontentfa74MotivatorsAchievement成就Recognition认可WorkitselfResponsibilityPromotion晋升Growth成长Motivators75Herzberg'sview

HygienefactorsDissatisfactionNoDissatisfaction

MotivatorsSatisfactionNoSatisfactionHerzberg'sview763.Applyingthetheory

Managerswhoseektoeliminatefactorsthatcancreatejobdissatisfactionmaybringaboutpeacebutnotmotivation.管理者若努力在工作中消除不满意因素，则只能给工作场所带来和平，却未必具有激励作用。Ifyouwanttomotivatepeopleontheirjobs,youshouldemphasizefactorsassociatedwithworkitselfortooutcomesdirectlyderivedfromit.

要想激励人们积极工作，必须重视与工作本身有关的因素或是可以直接带来结果的因素。3.Applyingthetheory77Thesefactorscanprovokedissatisfactionbut,whenadequate,cannotmotivate.Thatresponsibilityfallstosupervisorsorteammembers,whoquiteoftenaffectindividualopportunities,provideimmediaterecognitiontoindividualsdoingtheirworkwell,andfosterindividualgrowthwithintheworkorteamcontext.

激起，煽动，驱使；赏识，承认；培育，鼓励；Thesefactorscanprovokediss78ContemporaryTheoriesofMotivationV.H.Vroom’sExpectancytheory弗鲁姆期望理论J.S.Adams’Equitytheory亚当斯公平理论ContemporaryTheoriesofMotiv79一、V.H.Vroom’sExpectancyTheory

1.NatureofthetheoryEmployeeswillbemotivatedinfollowingsituation:whentheybelievethateffortwillleadtoagoodperformanceevaluation;Agoodevaluationwillleadtoorganizationalrewards;Therewardswillsatisfytheemployee’spersonalgoals;一、V.H.Vroom’sExpectancyTheo80Thetheoryfocusesonthreerelationships:IndividualeffortOrganizationalRewards

PersonalGoals

Individualperformance1effort-performancerelationship努力－绩效关系2performance-rewardsrelationship绩效－奖励关系3rewards-personalgoalsrelationship奖励－个人目标关系Thetheoryfocusesonthreere81Effort-performancerelationship:Theprobabilityperceivedbytheindividualthatexertingagivenamountofeffortwillleadtoperformance.

努力－绩效关系：个人感到通过一定程度的努力可以达到某种绩效水平的可能性。Effort-performancerelationshi82performance-rewardsrelationshipThedegreetowhichtheindividualbelievesthatperformingataparticularlevelwillleadtotheattainmentofadesiredoutcome.绩效－奖励关系：个人相信达到一定绩效水平后即可获得理想结果的程度。performance-rewardsrelationsh83rewards-personalgoalsrelationshipThedegreetowhichorganizationalrewardssatisfyanindividual’spersonalgoalsorneedsandtheattractivenessofthosepotentialrewardsfortheindividual.奖励－个人目标关系：组织奖励可以满足个人目标或个人需要的程度，以及这些潜在的奖励对个人的吸引力。rewards-personalgoalsrelatio842.ConditionsEmployeeshavetoknowtheirobjectives.Thecriteriaformeasuringtheirperformancemustbeclear.Employeesmustfeelconfidentthattheireffortswillleadtosatisfactoryevaluation2.Conditions85Employeeshavetofeelconfidentthatiftheyachievedtheirperformanceobjectives,theywillgetasatisfactoryrewards.2-motivation教学讲解课件863.Ap