罗宾斯管理学激励Motivatingemployees

MotivatingEmployeesChapter

9-2Case:问题Supposeyousetupasmallcompanyaftergraduation,therearemanyworkswhichrequireyouremployeestodo.Howdoyoumotivateyouremployees?我们的模拟案例中的创业小公司面临的一个眼前的问题，如何招募到员工，如何鼓励员工为企业任务？2Case:情形案例Supposeyousetupasmallcompanyaftergraduation,becauseofthelimitedbudgetsyoucannotprovidefavorablesalarytoyouremployees,however,therearemanyworkswhichrequireyouremployeestoworkovertimewithverylimitedovertimesubsidiesinadditiontoaunsatisfiedworkingenvironments.Insuchasituation,whatyouwilldo?Howdoyoumotivateyouremployees?3WhatIsMotivation?DefinemotivationExplainmotivationasaneed-satisfyingprocess.4MotivationDMotivation动机Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal动机是个体为了实现目的而付出的努力的过程，包括努力的产生、指向和努力的继续等。5MotivationDMotivation动机Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal动机是个体为了实现目的而付出的努力的过程，包括努力的产生、指向和努力的继续等。Threekeyelements:Energy努力:ameasureofintensityordrive.Direction方向:towardorganizationalgoalsPersistence坚持性:exertingefforttoachievegoals.Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.6MotivationQ：IsMotivationapersonaltrait?–thatsomepeoplehaveandothersdon’t?动机是有人有，有人没有吗？A：Motivationistheresultofaninteractionbetweenapersonandasituation.不，内外交错的结果72.EarlyTheoriesof

Motivation

早期鼓励实际2.1Maslow’sHierarchyofNeeds2.2MacGregor’sTheoriesXandY2.3Herzberg’sTwo-FactorTheory2.4McClelland’sThreeNeedsTheory8Exhibit15–1 Maslow’sHierarchyofNeeds马斯洛需求层次实际自我实现尊重社交平安生理2.1Maslow’sHierarchyofNeedsTheory92.1Maslow’sHierarchyofNeedsTheoryPhysiologicalneeds-aperson’sneedsforfood,drink,shelter,sexualsatisfaction,andotherphysicalneeds.Safetyneeds-aperson’sneedsforsecurityandprotectionfromphysicalandemotionalharm.Socialneeds-aperson’sneedsforaffection,belongingness,acceptance,andfriendship.Esteemneeds-aperson’sneedsforinternalfactors(e.g.,self-respect,autonomy,andachievement)andexternalfactors(suchasstatus,recognition,andattention).Self-actualizationneeds-aperson’sneedtobecomewhatheorsheiscapableofbecoming.10112.1Maslow’sHierarchyofNeedsTheory马斯洛需求层次实际Needswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external):physiological,safetyHigher-order(internal):social,esteem,self-actualization122.2

McGregor’sTheoryXandTheoryY

麦格雷戈X实际和Y实际TheoryXAssumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.TheoryYAssumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.13McGregor’sTheoryXandTheoryY

麦格雷戈X实际和Y实际TheoryXLower-orderneedsdominatedindividualsTheoryYHigher-orderneedsdominatedindividuals.Assumption:TheoryYismorevalidthanthoseofTheoryXMotivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.14Q:WhichTheoryIsMoreValid？Commentsoftheauthor:NoevidencetoconfirmthateithersetofassumptionsisvalidorthatbeingaTheoryYmanagermakesemployeesmoremotivated.152.3

Herzberg’sMotivation-HygieneTheory

赫兹伯格的双因实际orTwofactortheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors保健要素:extrinsic(environmental)factorsthatcreatejobdissatisfaction.Motivators鼓励要素:intrinsic(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.16Exhibit16–3 ContrastingViewsofSatisfaction-DissatisfactionP43317Exhibit16–2 Herzberg’sMotivation-HygieneTheory赫兹伯格双因实际P434182.4Three-NeedsTheory

三种需求实际DavidMcClelland戴维.麦克利兰Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)成就需求ThedrivetoexcelandsucceedPersonalresponsibility,feedbackonperformance,tooeasyortoodifficultwork;nAchmanager≠goodmanagerNeedforpower(nPow)权益需求TheneedtoinfluencethebehaviorofothersBestmanagerstendtobehighintheneedforachievementNeedofaffiliation(nAff)归属需求Thedesireforinterpersonalrelationships19Exhibit16-4:TATPicturesp435Exhibit16–4 ExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPow投射测试：根据图片写故事213.ContemporaryTheoriesofMotivation3.1Goal-SettingTheory3.2ReinforcementTheory3.3JobDesigntheory3.4EquityTheory3.5ExpectancyTheory3.6IntegratingContemporaryTheoriesofMotivation223.1Goal-settingtheoryGoal-SettingTheory目的设置实际E.A.LockeProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.实际主张设立详细而富有挑战性的，同时又是可以达成的和可以接受的目的，可以获得比没有目的或者有很容易实现的目的更好的成果。233.1Goal-settingtheoryGoal-SettingTheory目的设置实际E.A.LockeThreeresearchessupportthetheoryIntentiontoworktowardagoalisamajorsourceofjobmotivation.努力完成任务目的是任务最主要动力Ex:“doyourbest〞;or“toscorea93%tokeepyourAintheclass〞Achievementmotivationisstimulatedbymoderatelychallenginggoals10-20%highachieversAcceptedandcommittedtothegoals(2)Participationcanimproveacceptanceofchallenginggoals.(3)Feedbackshavepositiveeffectsonmotivation24Goal-SettingTheory目的设置实际的内容Threefactorsaffectthegoal-performanceGoalcommitment目的承诺InternallocusofcontrolGoalsaremadepublicGoalsareself-setratherthanassignedAdequateself-efficacy自我效能Individual’sBeliefthathe/sheiscapableofperformingataskLowself-efficacy--reduceeffortstorespondnegativefeedbacksHighself-efficacy--increaseeffortstorespondnegativefeedbacksNationalculture民族文化Thevalueofgoal-settingtheorydependsonthenationalculture.AdaptableinUSCanadaMightnotadaptableinsomeothercountries,suchasChilly,Portugal25Exhibit16–5 Goal-SettingTheory目的设置实际P437Conclusions:Intentiontoworktowardagoalisamajorsourceofjobmotivation.Thetheoryisapplicabletoemployeeswhoacceptthegoalsandhavegoalcommitment.Participationcanimproveacceptanceofchallenginggoals.FeedbackshavepositiveeffectsonmotivationSummarize自我效能263.2ReinforcementTheoryReinforcementTheory强化实际B.F.SkinnerAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.行为是结果的函数，行为的缘由来自外部，假设行为之后紧接着给予一个积极的强化物，那么会提高该行为的反复的比率。Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.Researchshowsthatreinforcementstronglyaffectsworkbehaviorsofemployees27DifferencebetweenRTandGST

强化实际与目的设定实际的区别TheDifferenceBetweenReinforcementTheoryandGoal-SettingTheoryRTassumesabehavioriscausedbyenvironment强调环境GSTbelievesthatsourcesofmotivationisfrompersonalgoals强调内心对目的的追求283.3DesigningmotivatingJobs

JobdesigntheoryJobDesign任务设计Thewaytasksarecombinedtoformcompletejobs.将各种义务组合起来构成完好任务的方法。Factorsinfluencingjobdesign:Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferences293.3JobDesignTheoryJobDesign任务设计ApproachesofjobdesigningtomotivateemployeesJobenlargement任务扩展化(scope)横向扩展Increasingthejob’sscope(numberandfrequencyoftasks)Ex:dentist,sanitizingandstoringinstrumentsJobenrichment任务丰富化(depth)纵向扩展Increasingresponsibilityandautonomy(depth)inajob.Ex:dentist,scheduleappointments,followupwithclients30DesigningMotivatingJobs(cont’d)JobCharacteristicsModel(JCM)任务特征模型Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics:Skillvariety技艺多样性:howmanyskillsandtalentsareneeded?Taskidentity义务完好性:doesthejobproduceacompletework?Tasksignificance义务重要性:howimportantisthejob?Autonomy任务自主性:howmuchindependencedoesthejobholderhave?Feedback任务反响:doworkersknowhowwelltheyaredoing?31Exhibit16–6 JobCharacteristicsModel任务特征模型Source:J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.P439个人与任务的结果32Exhibit16–7 GuidelinesforJobRedesignSource:J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.P44033DesigningMotivatingJobs(cont’d)SuggestionsforUsingtheJCM任务特性方式的建议Combinetasks(jobenlargement)tocreatemoremeaningfulwork.发明任务的重要性Createnaturalworkunitstomakeemployees’workimportantandwhole.任务的完好性Establishexternalandinternalclientrelationshipstoprovidefeedback.建立客户联络Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.自主权Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.完好性反响343.4EquityTheory

公平实际J.StaceyAdams斯达西.亚当斯DEquitytheory-thetheorythatanemployeecompareshisorherjob’sinput-outcomeratiowiththatofrelevantothersandthencorrectsanyinequity.把本人的所得与付出的比较系数与参照系统比较，然后改动任何的不公平。Referents-thepersons,systems,orselvesagainstwhichindividualscomparethemselvestoassessequity.Exhibit16–8 EquityTheory公平实际P442363.4EquityTheoryEquityTheoryIftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).37Case：FairorUnfair?央企高管降薪正式实施涉及72家央企担任人

央企高管降薪至8千

少壮派老总表示不干了38Case：FairorUnfair?央企高管降薪正式实施涉及72家央企担任人

从2021年起，72家央企高管工资单上的数字要小了，他们享用的职务消费也将被严厉规范。昨天〔1月1日〕，<中央管理企业担任人薪酬制度改革方案>正式实施。改革首批将涉及72家央企的担任人，包括中石油、中石化、中国挪动等组织部门任命担任人的53家央企，以及其他金融、铁路等19家企业。这次改革在业内称为“有一锤定音之效〞。人社部副部长邱小平曾表示，“改革后多数中央管理企业担任人的薪酬程度将会下降，有的下降幅度还会比较大〞。

双重身份，不能双重规范

央企担任人往往具有双重身份，不仅是职业经理人，还同时是具有较高行政级别的公务员。在职务薪酬上往往既有高管工资，又有“高官〞待遇。数据显示，2021年我国沪深上市公司主要担任人年平均薪酬程度为76.3万元，全部担任人平均薪酬程度为46.1万元。央企担任人薪酬程度是同期沪深上市公司主要担任人的大约2～3倍，与职工薪酬差距到达12倍之多，显著偏高。不过，中国社科院人口与劳动经济研讨所副所长张车伟说，新规实施后，也并非大多数央企担任人的薪酬程度会普遍下降。张车伟：“从我们看到的情况来讲，央企高管也就是个他人的薪酬程度过高。那么，我想它影响的是那些特别高的人，对大多数人来讲，应该有影响，但不会特别大。过高的薪酬一定会显著下降，这毫无疑问。〞

降薪撬动国有企业完善现代企业制度

改革后的央企高管的薪酬构造由根本年薪加绩效改为根本年薪、绩效年薪加任期鼓励收入。一位央企内部人士分析说，根本年薪将根据上年度72家在职员工平均工资的两倍确定。绩效年薪不超越根本年薪的两倍。而任期鼓励收入不超越年薪总程度的30%。总的收入不超越在职员工平均工资的7～8倍。张车伟以为，严厉规范央企担任人薪酬，其实不是简单意义上的降薪，更深的意义在于撬动国有企业完善现代企业制度。张车伟：“这并不意味着高管薪酬的改革就只是一个降薪，而是说向着一个更加合理的薪酬体系改革的方向，而且本身就应该是我们国有企业改革的一个重要部分。〞39ResponsestoperceivedinequitiesEquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.曲解Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.40DistributiveJusticeandProceduraljusticeEquityTheory(cont’d)Distributivejustice分配公平Theperceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).Influencesanemployee’ssatisfaction.Proceduraljustice程序公平Theperceivedfairnessoftheprocessusetodeterminethedistributionofrewards(i.e.,howwhoreceivedwhat).Affectsanemployee’sorganizationalcommitment.ImplicationofEquityTheoryMotivationsareaffectedbyequitySharinginformationProceduraljustice413.5ExpectancyTheoryExpectancyTheory(VictorVroom维克多.弗罗姆)等待实际Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.当人们预期某种行为能为个体带来某种特定的结果，而且这种结果对个体具有吸引力时，个体就倾向于采取这种行为。EX：Incentivetourtoabroadaftercompletingthegoalofwork423.5ExpectancyTheoryExpectancyTheory(VictorVroom)等待实际Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:employeeabilitiesandtraining/developmentPerformance:validappraisalsystemsRewards(goals):understandingemployeeneeds43Exhibit16–9 SimplifiedExpectancyModelP442目的与个人努力的联接443.5ExpectancyTheory(cont’d)ExpectancyRelationshipsExpectancy(effort-performancelinkage)期望或努力绩效联络Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.Instrumentality(performance-rewardlinkage)奖赏联络Theperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).Valence(attractivenessofreward)效价或奖赏的吸引力Theattractiveness/importanceoftheperformancereward(outcome)totheindividual.45P4443.6IntegratingContemporaryTheoriesofMotivationExhibit16–10

IntegratingContemporaryTheoriesofMotivationFivetheoriesGoalsettingReinforcementJobdesignEquityExpectancy464.CurrentIssuesinMotivationManagingCross-CulturalMotivationalChallengesMotivatingUniqueGroupsofWorkersDiverseWorkforceProfessionalsContingentWorkersMinimum-WageEmployeesDesigningAppropriateRewardsProgramsMotivatinginToughEconomicCircumstances474.1Cross-CulturalChallengesMotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements〞tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.484.2MotivatingUniqueGroupsofWorkers〔1〕Motivatingadiverseworkforcethroughflexibility:鼓励多元化的员工队伍Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.49〔1〕Motivatingadiverseworkforcethroughflexibility:

鼓励多元化的员工队伍

FlexibleWork/JobschedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharingTwoormorepeoplesplitafull-timejob.TelecommutingEmployeesworkfromhomeusingcomputerlinks.50CurrentIssuesinMotivation(cont’d)〔2〕MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork51CurrentIssuesinMotivation(cont’d)〔3〕MotivatingContingentWorkers鼓励应急员工(暂时工)OpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefits〔4〕MotivatingLow-Skilled,Minimum-WageEmployeesHigherpayEmployeerecognitionprograms,provisionofsincerepraise524.3DesigningAppropriateRewardsPrograms〔1〕Open-bookmanagement账目公开管理Involvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.〔2〕Employeerecognitionprograms员工认可方案Givingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.〔3〕Pay-for-performance绩效工资方案Variablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonuses〔4〕Stockoptionprograms股票期权方案righttopurchasesharesofcompanystockataset(option)price534.4MotivatinginToughEconomicCircumstancesCreativeCommunicationEstablishcommongoalCreatingacommunityfeelsoemployeescouldseethatmanagerscaredaboutthemandtheirworkGiveopportunitiestocontinuetolearnandgrowEncouragingword545.FromTheorytoPractice:

GuidelinesforMotivatingEmployees55Case:answer

Supposeyousetupasmallcompanyaftergraduation,therearemanyworkswhichrequireyouremployeestodo.Howdoyoumotivateyouremployees?56小组作业：餐饮业如何与顾客交流提高满意度，形成持续竞争力？自行车休闲如何运用IT技术营销形成竞争优势？57GuidelinesforMotivatingEmployeesRecognizeIndividualDifferencesMatchPeopletoJobsUsegoalsEnsurethatgoalsareperceivedasattainableIndividualizerewardsLinkrewardstoperformanceCheckthesystemforequityUserecognitionShowcareandconcernforemployeesDon’tignoremoney58ContentsWhatIsMotivation?EarlyTheoriesofMotivationContemporaryTheoriesofMotivationCurrentIssuesinMotivationSuggestionsfromMotivatingEmployees59DiscussionPart5SCENARIOWritedownwhatyouwilldoinfaceofthefollowingsituation,andanswerthequestions.Scenario:DesigningMotivatingJobsKaylaBurkeisanadvertisingcopywriterwhoworksintherecordedmusicdivisionofMediaplex‘smarketingdepartment.Kaylaisahardworkerandherworkperformancehasbeenverygood.Hermostrecentworkprojectinvolveswritingdirectmailletterstocurrentandpotentialcustomersregardingnewmusic(bothliveandrecorded)beingmarketedbyMediaplex.Shealsosendscouponsfordiscountsonthenewmusicalongwiththedirectmailletters.Recently,however,sheseemstohave