管理学原理-第四讲：激励机制课件

第四讲：组织行为第十六章：员工激励与用人艺术第四讲：组织行为第十六章：员工激励与用人艺术1我们的管理不是管人，而是领导人，我们的目的是让每一个组织成员的长处和知识得以充分实现。－－－德鲁克我们的管理不是管人，而是领导人，我们的目的是让每一个组织成员2授课提纲一、关于人的假定二、激励理论（一）早期的激励理论（二）激励理论的扩展三、新视角一、二四、用人艺术授课提纲一、关于人的假定3解读“企”字企业的“企”字是从“人”开始的。“人”不在就“止”了。当然，“人”不是生物学意义上的“人”。“人”有灵魂，没有灵魂就不是真正意义上的“人”了，没有灵魂，人的行为是无法整合的，精神病人的许多行为能够很好地验证我们的判断。企业即人企业靠人企业造人解读“企”字企业的“企”字是从“人”开始的。“人”不在就“止4企业和人一样，有自己的灵魂，否则就不是真正意义上的企业了。企业灵魂就是企业成员共享的核心价值观。●以文“化”人---企业的价值手段●以利“化”人---企业的理性手段●以情“化”人---企业的感情手段企业和人一样，有自己的灵魂，否则就不是真正意义上的企业了。企5一、关于人的基础假定经济人假设：管理的效力取决于利益关系的确定和调整。社会人假定：人是社会人，人是在与其他人的关系中获得了关于自己的能力和身份的认知。管理的效力取决于管理者在多大程度上利用人的社会性关系。自我实现假定：人是能够自我激励和控制的。一、关于人的基础假定经济人假设：管理的效力取决于利益关系的确6什么是钓鱼？钓鱼者是上家，下家是具有一定贪婪心的普通人。能否吸引下家进入角色，关键看“鱼饵”。对人的一生始终具有影响力的“鱼饵”是什么呢？健康和财富。什么是钓鱼？7心理假定：人是复杂多变、不断成熟的有机体，要经历若干生理和心理发展阶段。与此同时，生理年龄和心理年龄是有时间差的。人有生理年龄和心理年龄之分。人到中年，心理比较稳定，也容易产生自得的心理。复杂人假定：人有许多动机，在不同情形下有不同的反映形式，因此我们要依据具体环境来确定。心理假定：人是复杂多变、不断成熟的有机体，要经历若干生理和心8什么是激励（Motivation）thewillingnesstoexerthighlevelsofefforttoreachorganizationalgoals,conditionedbytheeffort’sabilitytosatisfysomeindividualneed努力effort-ameasureofintensityordrive目标goals-effortshouldbedirectedtoward,andconsistentwith,organizationalgoals需求needs-motivationisaneed-satisfyingprocess什么是激励（Motivation）thewillingne9激励过程（TheMotivationProcess）UnsatisfiedNeedSatisfiedNeedSearchBehaviorDrivesTensionReductionofTension激励过程（TheMotivationProcess）Un10需求：企业是一个“名利场”管理既是“口号管理”，也是“名利管理”？蒙牛集团经营非常重视激励机制建设，即他的“散财哲学”。牛根生认为，“经营中有98％关乎人性”，凡事换位思考，将对方的利益想清楚了，事情就容易办了。需求：企业是一个“名利场”管理既是“口号管理”，也是“名利管11管理具有营销的某些功能。管理不能简单地管理“员工如何做”？还要关心员工“有什么需求”，是安全？是利益？是自我实现？管理不是简单的对人的管理，而是对人的需求进行管理，并通过需求管理达到最终的目的－绩效。管理具有营销的某些功能。管理不能简单地管理“员工如何做”？还12二、激励理论（一）早期的激励理论本质理论(intrinsic)：如果给他一份值得做的工作，并允许他继续做下去，那么他自然会做到最好。奖励来自于工作本身所带来的满足感。满足理论(satisfaction)：心满意足的的工作者会高产出。诱因理论(incentive)：如果给予表现好的行为更多的奖励，那么他的工作会更加好。二、激励理论（一）早期的激励理论13本质理论Maslow’sHierarchyofNeedsTheoryPhysiologicalSafetySocialEsteemSelf-Actualization本质理论Maslow’sHierarchyofNeed14满意理论Herzberg’sMotivation-HygieneTheory

激励因素motivatorfactorsenergizeemployees：可以提高工作满意度increasejobsatisfaction保健因素hygienefactorsdon’tmotivateemployees：可以消除工作满意度eliminatejobdissatisfaction满意理论Herzberg’sMotivation-Hygi15因素类型分析因素类型分析16reinforcers-consequencesthat,whengivenimmediatelyfollowingabehavior,affecttheprobabilitythatthebehaviorwillberepeatedmanagerscaninfluenceemployees’behaviorbyreinforcingactionsdeemeddesirableemphasisinonpositivereinforcement,notpunishment强化理论ReinforcementTheoryreinforcers-consequencestha17（三）激励理论的扩展三因素理论（权力、成就和归属）目标设定理论工作设计理论公平理论期望理论（三）激励理论的扩展三因素理论（权力、成就和归属）18三因素理论Three-NeedsTheory-McClellandneedforachievement(nAch)-drivetoexcel,toachieveinrelationtoasetofstandards,andtostrivetosucceedpreferjobsthatofferpersonalresponsibilitywantrapidandunambiguousfeedbacksetmoderatelychallenginggoalsavoidveryeasyorverydifficulttasks三因素理论Three-NeedsTheory-McCl19needforpower(nPow)needtomakeothersbehaveinawaythattheywouldnothavebehavedotherwiseneedforaffiliation(nAff)desireforfriendlyandcloseinterpersonalrelationshipsbestmanagerstendtobehighintheneedforpowerandlowintheneedforaffiliationneedforpower(nPow)20目标设定理论Goal-SettingTheory目标设定理论Goal-SettingTheory21目标设定理论Goal-SettingTheoryintentiontoworktowardagoalisamajorsourceofjobmotivationspecificgoalsincreaseperformancedifficultgoal,whenaccepted,resultsinhigherperformancethandoesaneasygoalspecifichardgoalsproduceahigherlevelofoutputthandoesthegeneralizedgoalof“doyourbest”目标设定理论Goal-SettingTheoryinten22participationingoalsettingisusefulreducesresistancetoacceptingdifficultgoalsincreasesgoalacceptancefeedbackisusefulhelpsidentifydiscrepanciesbetweenwhathasbeenaccomplishedandwhatneedstobedoneself-generatedfeedbackisapowerfulmotivatorparticipationingoalsetting23contingenciesingoal-settingtheorygoalcommitment-individualisdeterminedtoaccomplishthegoalmostlikelytooccurwhen:goalsaremadepublicindividualhasaninternallocusofcontrolgoalsareself-setratherthanassignedcontingenciesingoal-setting24self-efficacy(效力)-anindividual’sbeliefthatshe/heiscapableofperformingataskhigherself-efficacy,greatermotivationtoattaingoalsnationalculture-theoryiscultureboundself-efficacy(效力)-anindivid25JobDesign-thewaytasksarecombinedtoformcompletejobshistorically,concentratedonmakingjobsmorespecialized工作设计理论DesigningMotivatingJobs工作设计理论DesigningMotivatingJob26JobEnlargement-horizontalexpansionofjobjobscope-thenumberofdifferenttasksrequiredinajobandthefrequencywithwhichthesetasksarerepeatedprovidesfewchallenges,littlemeaningtoworkers’activitiesonlyaddressesthelackofvarietyinspecializedjobsJobEnlargement-horizontale27JobEnrichment-verticalexpansionofjobjobdepth-degreeofcontrolemployeeshaveovertheirworkempowersemployeestodotaskstypicallyperformedbytheirmanagersJobEnrichment-verticalexpa28工作特征模型JobCharacteristicsModel(JCM)-conceptualframeworkforanalyzingjobsjobsdescribedintermsoffivecorecharacteristicsskillvariety-degreetowhichjobrequiresavarietyofactivitiesmorevariety,greaterneedtousedifferentskillstaskidentity-degreetowhichjobrequirescompletionofanidentifiablepieceofwork工作特征模型JobCharacteristicsMode29tasksignificance-degreetowhichjobhassubstantialimpactonthelivesofotherpeoplethesethreecharacteristicscreatemeaningfulworkautonomy-degreetowhichjobprovidessubstantialfreedom,independence,anddiscretioninperformingtheworkgiveemployeeafeelingofpersonalresponsibilitytasksignificance-degreeto30feedback-degreetowhichcarryingoutthejobresultsinreceivingclearinformationabouttheeffectivenesswithwhichithasbeenperformedemployeeknowshoweffectivelys/heisperformingfeedback-degreetowhichcar31JobCharacteristicsModelCoreJobDimensionsSkillVarietyTaskIdentityTaskSignificanceAutonomyFeedbackExperiencedmeaningfulnessoftheworkExperiencedresponsibilityforoutcomesofworkKnowledgeoftheactualresultsoftheworkCriticalPsychologicalStatesHighInternalWorkMotivationHigh-QualityWorkPerformanceHighSatisfactionwiththeWorkLowAbsenteeismandTurnoverPersonalandWorkOutcomesStrengthofEmployeeGrowthNeedJobCharacteristicsModelCore32DesigningMotivatingJobs(cont.)JCM(cont.)linksbetweencorecharacteristicsandoutcomesaremoderatedbythestrengthoftheindividual’sgrowthneedgrowthneed-person’sdesireforself-esteemandself-actualizationDesigningMotivatingJobs(con33GuidelinesForJobRedesignCoreJobDimensionsSuggestedActionsOpeningFeedbackChannelsCombiningTasksTaskIdentitySkillVarietyFormingNaturalWorkUnitsTaskSignificanceLoadVerticallyAutonomyFormingNaturalWorkUnitsFeedbackGuidelinesForJobRedesignCor34公平理论EquityTheoryproposesthatemployeesperceivewhattheygetfromajob(outcomes)inrelationtowhattheyputintoit(inputs)input/outcomeratiocomparedwiththeratiosofrelevantothersequity-ratioisequaltothatofrelevantothersinequity-ratioisunequaltothatofrelevantothersreferent(relevantother)maybe:other-individualswithsimilarjobsasystem-includesorganizationalpaypoliciesandadministrativesystemsself-pastpersonalexperiencesandcontacts公平理论EquityTheoryproposesthat35EquityTheoryEquityTheory36wheninequitiesareperceived,employeesacttocorrectthesituationdistorteithertheirownorothers’inputsoroutputsbehaveinawaytoinduceotherstochangetheirinputsoroutputsbehaveinawaytochangetheirowninputsoroutputschooseadifferentcomparisonpersonquittheirjobswheninequitiesareperceived,37期望理论ExpectancyTheory期望理论可以看作是动机计算理论：个人需求、E（努力）的程度和结果theorystatesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual期望理论ExpectancyTheory期望理论可以看作是38Expectancy(effort-performancelinkage)-perceivedprobabilitythatexertingagivenam