北大光華組織與管理Week6-動機與激勵

1、Chapter 16MOTIVATINGEMPLOYEES16-1Learning ObjectivesYou should learn to: Define the motivation process Describe three early motivation theories Explain how goals motivate people Differentiate reinforcement theory from goal-setting theory Identify ways to design motivating jobs16-2Learning Objectives

2、 (cont.)You should learn to: Describe the motivational implications of equity theory Explain the key relationships in expectancy theory Describe current motivation issues facing managers Identify management practices that are likely to lead to more motivated employees16-3ValuesTypes of Values - Roke

3、ach Value SurveyValues in the Rokeach SurveyValues in the Rokeach Survey(contd)Mean Value Rankings of Executives, Union Members, and ActivistsE X H I B I T3-2What Is Motivation?Motivation the willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability

4、 to satisfy some individual need goals - effort should be directed toward, and consistent with, organizational goals effort - a measure of intensity or drive needs - motivation is a need-satisfying process need - an internal state that makes certain outcomes appear attractive unsatisfied needs creat

5、e tensions that stimulate drives drives lead to search behavior16-9The Motivation ProcessUnsatisfiedNeedSatisfiedNeedSearchBehaviorDrivesTensionReductionof Tension16-10Maslows Hierarchy of Needs TheoryMaslows Hierarchy of Needs Theory lower-order needs - largely satisfied externally physiological -

6、food, drink, shelter, sexual satisfaction safety - security and protection from physical and emotional harm assurance that physiological needs will be satisfied Higher-order needs - largely satisfied internally social - affection, belongingness, acceptance esteem - internal factors like self-respect

7、, autonomy external factors like status, recognition, attention self-actualization - achieving ones potential16-11Maslows Hierarchy of Needs Theory (cont.) each level in hierarchy must be satisfied before the next is activated once a need is substantially satisfied it no longer motivates behavior th

8、eory received wide recognition little research support for the validity of the theoryMaslows Hierarchy of Needs Theory (cont.)16-12Maslows Hierarchy Of NeedsPhysiologicalSafetySocialEsteemSelf-Actualization16-13Jianjun Zhang恩之種種1、生理上的需要生理上的需要(Physiological needs）物質(zhì)獎勵、加薪按照級別提供交通、出差和副食補貼提供帶薪年假，增加年假的時間

9、提供身體鍛煉機會，比如：提供健身中心的健身卡改善勞動條件。比如：給予更多的業(yè)余時間和工間休息2、安全上的需要（、安全上的需要（safety needs)安全而穩(wěn)定的工作職業(yè)保障醫(yī)療保險、失業(yè)保險和退休福利3、社會的需要、社會的需要(Social needs)提供國外旅游的機會“平等、信任、欣賞、親情”的親情文化。營造親情的氛圍，從意識上倡導(dǎo)，從實際中改變。比如：無總稱謂，生日送蛋糕建立溫馨和諧人際關(guān)系的機會，開展體育比賽和集體聚會等業(yè)務(wù)活動14Jianjun Zhang恩之種種4、尊重的需要、尊重的需要(Esteem needs)口頭表揚當(dāng)眾表揚，或者就事論事的具體表揚，例如“你說得真清楚”、

10、“這是你的優(yōu)勢”、“你是專家”；尊重個人性格高度認同感給予較大自主空間為員工提供公平競爭的空間告知公司未來發(fā)展的規(guī)劃信息的傳遞聆聽和思考5、自我實現(xiàn)的需要、自我實現(xiàn)的需要(Self-realization)授權(quán)并授責(zé)授責(zé)給與重要的工作（主持會議）、出席重要的活動或儀式提供職位晉升的機會提供額外的再教育和培訓(xùn)機會提供國外考察交流的機會關(guān)心員工自身的職業(yè)前景，幫助員工規(guī)劃自身職業(yè)前途在設(shè)計工作時考慮個人特點，讓工作適應(yīng)人15Jianjun Zhang威之種種1、剝奪生理的需要剝奪生理的需要降薪、撤職、罰款月報制度，年度績效評估機制，通過年終評定，員工的年終獎金直接與績效評分掛鉤2、剝奪安全的需要剝

11、奪安全的需要不給予工作的保障不給予相關(guān)的福利3、剝奪社會的需要剝奪社會的需要出差費用控制機制，行政統(tǒng)一管理出差機票、酒店預(yù)定等等制衡：比如：設(shè)立一個平行的業(yè)務(wù)單元，與已存在的形成競爭關(guān)系，以表明對現(xiàn)有業(yè)務(wù)單元的不滿 一段時間內(nèi)減少溝通，促使下屬自我反思4、剝奪尊重的需要剝奪尊重的需要點名或不點名批評處分取消某種職務(wù)或資格5、剝奪自剝奪自”我我”實現(xiàn)的需要實現(xiàn)的需要 公平競爭中的末位淘汰 人事調(diào)整16Jianjun ZhangKurvers中國區(qū)總裁David辦公桌前的提示語1.不能以輕蔑和高高在上的態(tài)度對待下屬。 2.考慮“對方的立場”，理解他所說的話。 尊重對方的立場是一件很重要的事。 3.

12、不讓人感到諷刺的回應(yīng)。4.開會的時候盡量一邊聆聽一遍思考。 5.不要“質(zhì)問”，而是要“詢問”。 6.先說“贊美的話”讓對方心情愉快。 7.引用對方所說的話做回應(yīng)。17McGregor: Theory X and Y (cont.)McGregors Theory X and Theory Y Theory X - assumes that workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled assumed that lower-or

13、der needs dominated Theory Y - assumes that workers can exercise self-direction, accept and actually seek out responsibility, and consider work to be a natural activity assumed that higher-order needs dominated no evidence that either set of assumptions is valid no evidence that managing on the basi

14、s of Theory Y makes employees more motivated16-18Jianjun Zhang2021-12-1光華管理學(xué)院張建君19人性假設(shè)孟子的“四端”荀子以及法家的人性惡：今之人性，饑而欲飽，寒而欲暖，勞而欲休泰勒的科學(xué)管理與人際關(guān)系學(xué)派的假設(shè) Motivation-Hygiene Theory (cont.)Herzbergs Motivation-Hygiene Theory intrinsic characteristics consistently related to job satisfaction motivator factors energ

15、ize employees extrinsic characteristics consistently related to job dissatisfaction hygiene factors dont motivate employees proposed dual continua for satisfaction and dissatisfaction theory enjoyed wide popularity influenced job design theory was roundly criticized16-20Herzbergs Motivation-Hygiene

16、Theory16-21Contrasting Views Of Satisfaction-DissatisfactionSatisfaction No Satisfaction No Dissatisfaction DissatisfactionMotivatorsHygienesSatisfaction DissatisfactionHerzbergs ViewTraditional View16-22McClellands Three Needs TheoryThree-Needs Theory - McClellandneed for achievement (nAch) - drive

17、 to excel, to achieve in relation to a set of standards, and to strive to succeed do not strive for trappings and rewards of success prefer jobs that offer personal responsibility want rapid and unambiguous feedback set moderately challenging goalsavoid very easy or very difficult tasks high achieve

18、rs dont necessarily make good managersfocus on their own accomplishmentsgood managers emphasize helping others to accomplish their goals16-23McClellands Three Needs Theory (cont.)Three-Needs Theory (cont.) need for power (nPow) need to make others behave in a way that they would not have behaved oth

19、erwise need for affiliation (nAff) desire for friendly and close interpersonal relationships best managers tend to be high in the need for power and low in the need for affiliation16-24Jianjun Zhang16-25Equity Theory: the importance of being fairReferent Comparisons:Self-insideSelf-outsideOther-insi

20、deOther-outsideJianjun Zhang16-26Equity Theory16-26Jianjun Zhang16-27Equity Theory (contd)Choices for dealing with inequity:1. Change inputs (slack off)2. Change outcomes (increase output)3. Distort/change perceptions of self4. Distort/change perceptions of others5. Choose a different referent perso

21、n6. Leave the field (quit the job)Jianjun Zhang16-28Equity Theory (contd)Propositions relating to inequitable pay:1. Overrewarded employees produce more than equitably rewarded employees.2. Overrewarded employees produce less, but do higher quality piece work.3. Underrewarded hourly employees produc

22、e lower quality work.4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employeesJianjun Zhang16-29Expectancy Theory: believing you can achieve what you wantExpectancy Theorytheory states that an individual tends to act in a certain way based on

23、the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual Expectancy (effort-performance linkage) - perceived probability that exerting a given amount of effort will lead to a certain level of performance Instrumentality (performance

24、-reward linkage) - strength of belief that performing at a particular level is instrumental in attaining an outcome Valence - attractiveness or importance of the potential outcome16-29Jianjun Zhang16-30Simplified Expectancy ModelIndividualEffortIndividualPerformanceAOrganizationalRewardsBIndividualG

25、oalsCA = Effort-performance linkageB = Performance-reward linkageC = Attractiveness16-30Jianjun Zhang16-31Expectancy Theory (cont.)Expectancy Theory (cont.) theory emphasizes rewards organizational rewards must align with the individuals wants no universal principle for explaining what motivates ind

26、ividuals managers must understand why employees view certain outcomes as attractive or unattractive most comprehensive and widely accepted explanation of employee motivation16-31Goal-setting TheoryGoal-Setting Theoryintention to work toward a goal is a major source of job motivation specific goals i

27、ncrease performance difficult goal, when accepted, results in higher performance than does an easy goal specific hard goals produce a higher level of output than does the generalized goal of “do your best” participation in goal setting is useful reduces resistance to accepting difficult goals increa

28、ses goal acceptance16-32Goal-setting Theory (cont.)Goal-Setting Theory (cont.) feedback is useful helps identify discrepancies between what has been accomplished and what needs to be done self-generated feedback is a powerful motivator contingencies in goal-setting theory goal commitment - theory pr

29、esupposes that individual is determined to accomplish the goalmost likely to occur when:goals are made publicindividual has an internal locus of controlgoals are self-set rather than assigned16-33Goal-setting Theory (cont.)Goal-Setting Theory (cont.) contingencies (cont.) self-efficacy - an individu

30、als belief that s/he is capable of performing a task higher self-efficacy, greater motivation to attain goals national culture - theory is culture bound main ideas align with North American cultures goal setting may not lead to higher performance in other cultures16-34Jianjun Zhang目標管理與自我激勵每一項工作必須以達

31、成企業(yè)整體目標為目標：我對組織的貢獻是什么？目標制定：每位管理者必須自行發(fā)展和設(shè)定單位的目標通過測評（反饋）進行自我控制根本目的：喚醒員工內(nèi)在的奉獻精神，激勵他們努力付出，讓平凡的人做不平凡的事Jianjun Zhang目標管理與員工積極性目標管理與員工積極性Guidelines for Job Redesign16-37Designing Motivating Jobs Job Design - the way tasks are combined to form complete jobs historically, concentrated on making jobs more spe

32、cialized Job Enlargement - horizontal expansion of job job scope - the number of different tasks required in a job and the frequency with which these tasks are repeated provides few challenges, little meaning to workers activities only addresses the lack of variety in specialized jobsVarious Job Des

33、ign (cont.)16-38Designing Motivating Jobs (cont.) Job Enrichment - vertical expansion of job job depth - degree of control employees have over their workempowers employees to do tasks typically performed by their managers research evidence has been inconclusive about the effect of job enrichment on

34、performanceVarious Job Design (cont.)16-39Various Job DesignDesigning Motivating Jobs (cont.) Job Characteristics Model (JCM) - conceptual framework for analyzing jobs jobs described in terms of five core characteristics skill variety - degree to which job requires a variety of activities more varie

35、ty, greater need to use different skills task identity - degree to which job requires completion of an identifiable piece of work task significance - degree to which job has substantial impact on the lives of other people these three characteristics create meaningful work16-40Designing Motivating Jo

36、bs (cont.) JCM (cont.) core characteristics (cont.)autonomy - degree to which job provides substantial freedom, independence, and discretion in performing the workgive employee a feeling of personal responsibilityfeedback - degree to which carrying out the job results in receiving clear information about the effectiveness with which it has been performedemployee knows how effectively s/he is performingVarious Job Design (cont.)16-41Job Characteristics ModelCore JobDimensionsSkill VarietyT