雇員激勵(lì)新模型

1、EMPLOYEE MOTIVATIONA POWERFUL NEW MODEL& APPLIANCESBy Group 2SHI, Hengbin GAO, Yitong CHEN, Siyu CHEN, Zhengxun LI,Chengxun LI, Siyu ZHENG, Jianyu OUTLINEEmployee MotivationAcquire Reward SystemBond Corporate CultureCompre -hend Job DesignDefend PMRA Processes Direct Manager: Discretion & Ca

2、sk EffectHOW TO GET PEOPLE TO DO THEIR BEST WORK?Ancient theories came from direct observation. Aristotle, Adam Smith, Sigmund Freud, and Abraham MaslowNew cross-disciplinary research learned more about human brain. “Driven: How Human Nature Shapes Our Choices.” They are the drives to acquire, bond,

3、 comprehend and defend.-by Paul R. Lawrence& Nitin Nohria, 2002THE FOUR DRIVES THEORY ON ORGANIZATIONSAcquire: Obtain scarce goods, including social status.Bond: Form connections with individuals and groups.Comprehend: Satisfy our curiosity and master the world .Defend: Protect against external

4、threats and promote justice.THE FOUR DRIVES THEORY ON ORGANIZATIONSTIPS ON FULFILLING THE FOUR DRIVESResearchResearchTake the firm ranking in the 50th percentile on employee motivation, improve one drive and all four drives.FindingsFindingsAfter improving on any one drive, the firm ranks in the 56 p

5、ercentile; After improving on all four drives, it ranks in the 88 percentile.The whole is more than the sum of its parts.THE DRIVE TO ACQUIREDef.:Human beings are all driven to acquire scarce goods that bolster our sense of well being. We experience delight when this drive is fulfilled, discontentme

6、nt when it is thwarted.Not only for physical goods, but also for experiences: Physical: food, clothing, housing, money Experience: travel, entertainment, promotionCharacteristic: relative and insatiable LEVER: REWARD SYSTEM n Discriminates between good and poor performers n Ties rewards to performan

7、ce n Offers chances to best people for advancementCASE 1-1&1-2: RBS & SONOCORBS acquiring Natwest- a system holding managers responsible for specific goals and reward good over average Sonoco, establishing very clear links between performance and reward, better meet the drive to acquire In 1

8、995, pay-for-performance system basing on individual and group metrics led employee satisfied and engagement improved. THE DRIVE TO BONDTHE DRIVE TO BONDDef.:Many animals bond with their parents, kinship group, or tribeOnly humans extend that connection to larger collectives such as organizations, a

9、ssociations, and nationsWhen met, bond is associated with strong positive emotions like love and caring, otherwise with negative ones like loneliness and anomieAt work, the drive to bond accounts for the enormous boost in motivation when employees feel proud of belonging to the organization and for

10、their loss of morale when the institution betrays themLEVERLEVER: CULTURE : CULTURE Create a culture that promotes teamwork, collaboration, openness, and friendship Foster mutual reliance and friendship among co-workers Value collaboration and teamwork Encourage sharing of best practicesCASE 2-1: RB

11、SCASE 2-1: RBSRBS broke through NatWests silo mentality by bringing together people from the two firms to work on well-defined cost-savings and revenue-growth projectsThe new structure encouraged people to break old attachments and form new bondsTo set a good example, the new executive committee mee

12、ts every Monday morning to discuss and resolve any outstanding issues - cutting through the bureaucratic and political processes that can slow decision making at the topCASE 2-2: CASE 2-2: WEGMANSThe family that owns the Wegmans supermarket chain makes a point of setting a familial tone for the comp

13、anywide cultureEmployees routinely report that management cares about them and that they care about one another, evidence of a sense of teamwork and belongingCASE 2-3: GOOGLEGoogle愿景是“整合全球信息，使人人皆可訪問(wèn)并從中受益”。在最佳雇主評(píng)選中，正是一種對(duì)愿景的深刻理解和認(rèn)同，使Googler具有強(qiáng)烈的使命感，并在公司內(nèi)部形成一種自下而上的創(chuàng)新機(jī)制和氛圍，激勵(lì)著員工不斷挑戰(zhàn)、不斷超越。這也就不難理解Google無(wú)人

14、駕駛汽車、Google眼鏡、Google藝術(shù)計(jì)劃等令人驚艷的產(chǎn)品和創(chuàng)意。因?yàn)?，正是通過(guò)這些產(chǎn)品和項(xiàng)目，人們才能更好地捕捉和生成信息，并讓這些信息為人們所服務(wù)，體會(huì)創(chuàng)新和科技帶來(lái)的美好生活。Google內(nèi)部的組織形態(tài)是一種非框架、非結(jié)構(gòu)、非固定非框架、非結(jié)構(gòu)、非固定的狀態(tài)，對(duì)于人的存在和權(quán)利的尊重已經(jīng)深入到公司文化的血液和骨髓。公司內(nèi)部有數(shù)不清的“項(xiàng)目經(jīng)理”，但是他們的“活”必須自己找。出現(xiàn)需要解決的難題、規(guī)劃、計(jì)劃等任務(wù)時(shí)，大多時(shí)候會(huì)組織出一個(gè)又一個(gè)工作小組，由他們分頭負(fù)擔(dān)起隨時(shí)可能冒出來(lái)的專項(xiàng)工作。這樣一種獨(dú)特的內(nèi)部文化，打破了金字塔式的等級(jí)結(jié)構(gòu)，打破了傳統(tǒng)的管理內(nèi)耗，打破了員工思維和自身工

15、作范圍的框架，打破了產(chǎn)生官僚主義和自私自利的土壤。CASE 2-3: GOOGLEn 辦公環(huán)境親人化辦公環(huán)境親人化n 人員自由流動(dòng)化人員自由流動(dòng)化n 20%時(shí)間私有化時(shí)間私有化n 內(nèi)部溝通扁平化內(nèi)部溝通扁平化CASE 2-3: GOOGLEn 辦公環(huán)境親人化辦公環(huán)境親人化Google辦公樓隨處散落著健身設(shè)施、按摩椅、臺(tái)球桌、帳篷等有趣的東西。整個(gè)辦公空間采用了不同的色調(diào)搭配，明亮鮮活。這些都讓人感到輕松自在。此外，每名新員工都將得到100美元，用于裝飾辦公室，可以在自己的辦公室中“恣意妄為”。好的辦公環(huán)境就是要激發(fā)人的效能，只有讓人感到舒適，才會(huì)產(chǎn)生更好的創(chuàng)意和想法。n 人員自由流動(dòng)化人員自由

16、流動(dòng)化從創(chuàng)立之初，Google就規(guī)定管理層不能限制員工在公司內(nèi)部自由流動(dòng)，員工可以自由到一個(gè)新的部門做自己喜歡的事情?！耙粋€(gè)想法有人支持就可以去做”，這種寬松的政策和環(huán)境使得Gmail、谷歌地圖等深受用戶好評(píng)的產(chǎn)品誕生成為可能。CASE 2-3: GOOGLEn 20%時(shí)間私有化時(shí)間私有化Google允許每位工程師擁有20%的自由支配時(shí)間。這也是谷歌深以為傲的地方。這是他們公認(rèn)的谷歌一個(gè)小秘訣。Google的企業(yè)文化魅力是鼓勵(lì)創(chuàng)新，即使每項(xiàng)工程都要有計(jì)劃、有組織地實(shí)施，公司還是決定留給每位工程師20%的私有時(shí)間，讓他們?nèi)プ鲎约赫J(rèn)為更重要的事情。許多好項(xiàng)目都源自這20%的時(shí)間。n 內(nèi)部溝通內(nèi)部溝

17、通扁平化扁平化Google公司人人平等，管理職位更多是強(qiáng)調(diào)服務(wù)，工程師們受到更多尊敬。每個(gè)人距離總裁的級(jí)別可能不超過(guò)3級(jí)，人人不僅可公平享受辦公空間，更具備零距離接觸高層反饋意見(jiàn)的機(jī)會(huì)。每逢周五，Google的兩位創(chuàng)始人以及首席執(zhí)行官都會(huì)與員工們共進(jìn)午餐。以滿足員工提出的種種“非分”要求。一般情況，兩位創(chuàng)始人都會(huì)滿足員工們的過(guò)分要求。CASE 2-4: ALIBABAn 尊重尊重員工意愿，提供表達(dá)空間員工意愿，提供表達(dá)空間n 實(shí)施賽馬實(shí)施賽馬機(jī)制，機(jī)制，激發(fā)創(chuàng)新沖動(dòng)激發(fā)創(chuàng)新沖動(dòng) n 自由晉升和轉(zhuǎn)崗，不拘一自由晉升和轉(zhuǎn)崗，不拘一格格CASE 2-4: ALIBABAn 尊重尊重員工意愿，提供表達(dá)

18、空間員工意愿，提供表達(dá)空間“阿里味兒”是阿里巴巴強(qiáng)化企業(yè)文化的一個(gè)陣地，在這上面，員工可以直言部門主管的待遇不公，可以質(zhì)疑公司的某項(xiàng)政策規(guī)定，甚至是集團(tuán)高管走馬上任也會(huì)被反對(duì)“圍攻”。用阿里一位員工的話來(lái)說(shuō)，可以討論任何事情而無(wú)論層級(jí)，發(fā)表任何觀點(diǎn)而不論對(duì)錯(cuò);即便是高管的觀點(diǎn)也經(jīng)常被員工“減芝麻”。這樣的例子隨時(shí)隨處可見(jiàn)。在阿里的歷史上，一位被高管辭退的員工發(fā)帖歷數(shù)前者的不公正，帖子發(fā)布后引發(fā)了大量同事“一面倒”的聲援，但隨后高管及時(shí)回應(yīng)，說(shuō)明原因和意見(jiàn)，也獲得了跟帖支持，最終在兩方意見(jiàn)“針?shù)h相對(duì)”的情況下，由CEO出面，把HR的負(fù)責(zé)人、當(dāng)事員工和主管都叫到一起公開(kāi)討論，而且現(xiàn)場(chǎng)情況同步直播給

19、所有員工。阿里堅(jiān)持的原則是“即使是毒草，也要讓他長(zhǎng)在陽(yáng)光下”。正是在這種潛移默化的培養(yǎng)中，每位員工都能以一個(gè)平等、客觀的姿態(tài)參與到工作的討論和執(zhí)行中。也正是這些做法使阿里開(kāi)放、透明的企業(yè)文化被員工真正地接納和吸收，有效地調(diào)動(dòng)了員工的能動(dòng)性和創(chuàng)造性。CASE 2-4: ALIBABAn實(shí)施賽馬實(shí)施賽馬機(jī)制，激發(fā)創(chuàng)新沖動(dòng)機(jī)制，激發(fā)創(chuàng)新沖動(dòng)阿里充分滿足了員工的施展空間和創(chuàng)新沖動(dòng)，“賽馬”就是很好的例子，員工只要有好的想法和創(chuàng)意就可以提交到阿里的項(xiàng)目委員會(huì)，經(jīng)過(guò)審批之后，員工可以放手去做，集團(tuán)會(huì)為其配備人手、資金，甚至還有期權(quán)，阿里很多好的項(xiàng)目都是通過(guò)“賽馬”成立的。在阿里的歷史上，就有剛剛轉(zhuǎn)正的員工

20、提交的項(xiàng)目脫穎而出，之后擴(kuò)容成五六十人的團(tuán)隊(duì)，闖入該領(lǐng)域內(nèi)全國(guó)第一梯隊(duì)。 “放任”的結(jié)果往往帶來(lái)意想不到的驚喜，有些案例甚至讓阿里內(nèi)部員工也有點(diǎn)難以置信，比如一位剛剛?cè)肼毜膯T工“不務(wù)正業(yè)”，耗時(shí)8個(gè)月癡迷于與自身業(yè)務(wù)關(guān)聯(lián)不大的技術(shù)難題，部門主管也欣然接受，而這對(duì)于雙方來(lái)說(shuō)都是一種“冒險(xiǎn)”：?jiǎn)T工毫無(wú)突破，高管難辭其咎。但最終，員工的技術(shù)方案被納入全球性的技術(shù)標(biāo)準(zhǔn)里。 n 自由晉升和轉(zhuǎn)崗，不拘一格自由晉升和轉(zhuǎn)崗，不拘一格在職位晉升和調(diào)整機(jī)制上，阿里也同樣奉行“自由”原則。比如阿里員工的晉升并不是由主管決定，而是結(jié)合一年的工作情況自己來(lái)判斷決定，如果認(rèn)為自己到了晉升的某一個(gè)層次和水平就提交晉升申請(qǐng)，

21、由各個(gè)部門的資深同事來(lái)進(jìn)行考核，員工做述職報(bào)告，評(píng)委來(lái)投票決定。再比如，員工轉(zhuǎn)崗也無(wú)需征得部門主管同意，只要接收方同意，原部門主管就要無(wú)條件放行。這是阿里包容精神最直接的體現(xiàn)。THE DRIVE TO COMPREHENDDef.:We want very much to make sense of the world around us, to produce theories and accounts scientific, religious, and cultural that make events comprehensible and suggest reasonable acti

22、ons and responses. We are frustrated when things seem senseless, and we are invigorated, typically, by the challenge of working out answers. In the workplace, the drive to comprehend accounts for the desire to make a meaningful contribution. Employees are motivated by jobs that challenge them and en

23、able them to grow and learn, and they are demoralized by those that seem to be monotonous or to lead to a dead end. Talented employees who feel trapped often leave their companies to fi nd new challenges elsewhere.LEVER: JOB DESIGNn Design jobs that have distinct and important roles in the organizat

24、ionn Design jobs that are meaningful and foster a sense of contribution to the organization Effects on Comprehension Meaningful Contribution AchievabilityCore Dimensions Skill Variety Task Identity Task Significance Autonomy FeedbackCASE 3: HAIDILAO（海底撈）EMPLOYEE MANUALEMPLOYEE MANUALEMPLOYEE MANUALJ

25、OB ENRICHMENTLive Performance of ShuaimianBirthday CelebrationJOB ENGAGEMENTOUTCOME: MICROBLOGCONCLUSION“用信任式授權(quán)形成的差異化服務(wù)吸引客戶，培養(yǎng)自己土生土長(zhǎng)的用信任式授權(quán)形成的差異化服務(wù)吸引客戶，培養(yǎng)自己土生土長(zhǎng)的員工成為管理層并委以重任正是海底撈的特殊員工成為管理層并委以重任正是海底撈的特殊DNA?！秉S鐵鷹黃鐵鷹 海底撈你學(xué)不會(huì)海底撈你學(xué)不會(huì)THE DRIVE TO DEFENDDef.:We all naturally defend ourselves, our property a

26、nd accomplishments, our family and friends, and our ideas and beliefs against external threats.Fulfilling the drive to defend leads to feelings of security and confidence.LEVER: PERFORMANCE-MANAGEMENT AND RESOURCE-ALLOCATION PROCESSES n Increase the transparency of all processesn Emphasize their fairnessn Build trust by being just and transparent in granting rewards, assignments, and other forms of recognitionCASE 4-1&4-2: HAIER & GEOMATIC0% turnover rate of employeeEvery employee can ask any q