美國(guó)教授在華為某知名高校MBA學(xué)生準(zhǔn)備的人力資源講義4

1、motivating peoplewhat management assumes about workersold way:worker want nothing from the job except pay, avoids responsibility, and must be controlled and coerced.new way:worker desires challenging job and will seek responsibility and autonomy if management permits.a short historyof managing peopl

2、ethe hammerndriving fear into the employeethe carrotnbribing the employeethe toolboxnthe hammer and the carrot take their place among an expanded array of intrinsic and extrinsic managerial tools.past management styles:variations on the hammerauthoritycrisismistakeskitabeggingpast management styles:

3、variations on the carrotpay for performancepieceworkbonus systemsstock optionsbut:nhistorically focused on the individualnhard to implement in a fair and equitable mannernmuch of human performance is hard to quantifynimplies that employees are only at work for pay - not out of commitment to the comp

4、any/customers.the psychological contractemployee expects to givecompany expects to giveemployee expects to getcompany expects to gethierarchy of needs (maslow)physicalhuman needssecuritysocialself-esteemself-actualizationhygiene theory (herzberg)satisfiersnpay nbenefitsnsafetymotivatorsnrecognitionn

5、respectnadvancementexpectancy theory (vroom)motivation = v*i*ev: the value of the reward(how much do i like the reward?) i: effort will be instrumental in achieving theassigned task(if i try, can i do?)e: achievement of the task is expected to lead to receipt of the reward(if i do, will i get the re

6、ward?)expanding the toolboxextrinsic rewardsnpaynsafetynbenefitsnsecuritynhealthintrinsic rewardsnrespectnrecognitionndevelopmentnparticipationninfluenceand, as a last resort, the hammer remains a usefultool as well.determining fair payqualificationsneducation, experience, seniority, track recordmar

7、ket - internalmarket - externalperformancecontribution and valuealternatives (variations on the market theme)pay systems:some popular optionsindividualntime-based paywsalarywhourlynperformance-based paywmerit paywskill-based paywbonuswpiece-workwstock optionsteam/groupntime-based paywall salary work

8、forcenperformance-based paywgain-sharingwprofit-sharingwuniversal stock ownershipwteam-based incentivebeware the problem of “rewarding a while hoping for b!selected problems with payhard to keep equitableoften reinforces one behavior at the expense of others (rewards a while hoping for b)nindividual vs. teamworknquantity vs. qualitynshort-term vs. long termmany desirable behaviors are hard to measureemphasizes compliance rather than commitmentsalary compressionlow cost/hi value benefits some examples:feature e