北大光華組織與管理Week6-動(dòng)機(jī)與激勵(lì)ppt課件

1、Chapter 16MOTIVATINGEMPLOYEES16-1Learning ObjectivesYou should learn to:Define the motivation processDescribe three early motivation theoriesExplain how goals motivate peopleDifferentiate reinforcement theory from goal-setting theoryIdentify ways to design motivating jobs16-2Learning Objectives (con

2、t.)You should learn to:Describe the motivational implications of equity theoryExplain the key relationships in expectancy theoryDescribe current motivation issues facing managersIdentify management practices that are likely to lead to more motivated employees16-3ValuesTypes of Values - Rokeach Value

3、 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?Motivationthe willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to satisf

4、y some individual needgoals - effort should be directed toward, and consistent with, organizational goalseffort - a measure of intensity or driveneeds - motivation is a need-satisfying processneed - an internal state that makes certain outcomes appear attractiveunsatisfied needs create tensions that

5、 stimulate drivesdrives lead to search behavior16-9The Motivation ProcessUnsatisfiedNeedSatisfiedNeedSearchBehaviorDrivesTensionReductionof Tension16-10Maslows Hierarchy of Needs TheoryMaslows Hierarchy of Needs Theorylower-order needs - largely satisfied externallyphysiological - food, drink, shelt

6、er, sexual satisfactionsafety - security and protection from physical and emotional harmassurance that physiological needs will be satisfiedHigher-order needs - largely satisfied internallysocial - affection, belongingness, acceptanceesteem - internal factors like self-respect, autonomyexternal fact

7、ors like status, recognition, attentionself-actualization - achieving ones potential16-11Maslows Hierarchy of Needs Theory (cont.)each level in hierarchy must be satisfied before the next is activatedonce a need is substantially satisfied it no longer motivates behaviortheory received wide recogniti

8、onlittle research support for the validity of the theoryMaslows Hierarchy of Needs Theory (cont.)16-12Maslows Hierarchy Of NeedsPhysiologicalSafetySocialEsteemSelf-Actualization16-13恩之種種1、生理上的需求(Physiological needs物質(zhì)獎(jiǎng)勵(lì)、加薪按照級(jí)別提供交通、出差和副食補(bǔ)貼提供帶薪年假，添加年假的時(shí)間提供身體鍛煉時(shí)機(jī)，比如：提供健身中心的健身卡改善勞動(dòng)條件。比如：給予更多的業(yè)余時(shí)間和工間休憩2、平

9、安上的需求safety needs)平安而穩(wěn)定的任務(wù)職業(yè)保證醫(yī)療保險(xiǎn)、失業(yè)保險(xiǎn)和退休福利3、社會(huì)的需求(Social needs)提供國(guó)外旅游的時(shí)機(jī)“平等、信任、欣賞、親情的親情文化。營(yíng)造親情的氣氛，從認(rèn)識(shí)上倡導(dǎo)，從實(shí)踐中改動(dòng)。比如：無(wú)總稱(chēng)謂，生日送蛋糕建立溫馨調(diào)和人際關(guān)系的時(shí)機(jī)，開(kāi)展體育競(jìng)賽和集體聚會(huì)等業(yè)務(wù)活動(dòng)14恩之種種4、尊重的需求(Esteem needs)口頭表?yè)P(yáng)當(dāng)眾表?yè)P(yáng)，或者就事論事的詳細(xì)表?yè)P(yáng)，例如“他說(shuō)得真清楚、“這是他的優(yōu)勢(shì)、“他是專(zhuān)家；尊重個(gè)人性格高度認(rèn)同感給予較大自主空間為員工提供公平競(jìng)爭(zhēng)的空間告知公司未來(lái)開(kāi)展的規(guī)劃信息的傳送傾聽(tīng)和思索5、自我實(shí)現(xiàn)的需求(Self-real

10、ization)授權(quán)并授責(zé)給與重要的任務(wù)主持會(huì)議、出席重要的活動(dòng)或儀式提供職位提升的時(shí)機(jī)提供額外的再教育和培訓(xùn)時(shí)機(jī)提供國(guó)外調(diào)查交流的時(shí)機(jī)關(guān)懷員工本身的職業(yè)前景，協(xié)助員工規(guī)劃本身職業(yè)出路在設(shè)計(jì)任務(wù)時(shí)思索個(gè)人特點(diǎn)，讓任務(wù)順應(yīng)人15威之種種1、剝奪生理的需求降薪、免職、罰款月報(bào)制度，年度績(jī)效評(píng)價(jià)機(jī)制，經(jīng)過(guò)年終評(píng)定，員工的年終獎(jiǎng)金直接與績(jī)效評(píng)分掛鉤2、剝奪平安的需求不給予任務(wù)的保證不給予相關(guān)的福利3、剝奪社會(huì)的需求出差費(fèi)用控制機(jī)制，行政一致管理出差機(jī)票、酒店預(yù)定等等制衡：比如：設(shè)立一個(gè)平行的業(yè)務(wù)單元，與已存在的構(gòu)成競(jìng)爭(zhēng)關(guān)系，以闡明對(duì)現(xiàn)有業(yè)務(wù)單元的不滿(mǎn) 一段時(shí)間內(nèi)減少溝通，促使下屬自我反思4、剝奪尊重的

11、需求點(diǎn)名或不點(diǎn)名批判處分取消某種職務(wù)或資歷5、剝奪自我實(shí)現(xiàn)的需求 公平競(jìng)爭(zhēng)中的末位淘汰 人事調(diào)整16Kurvers中國(guó)區(qū)總裁David辦公桌前的提示語(yǔ)1.不能以輕蔑和高高在上的態(tài)度對(duì)待下屬。 2.思索“對(duì)方的立場(chǎng)，了解他所說(shuō)的話(huà)。 尊重對(duì)方的立場(chǎng)是一件很重要的事。 3.不讓人感到挖苦的回應(yīng)。4.開(kāi)會(huì)的時(shí)候盡量一邊傾聽(tīng)一遍思索。 5.不要“質(zhì)問(wèn)，而是要“訊問(wèn)。 6.先說(shuō)“贊譽(yù)的話(huà)讓對(duì)方心境愉快。 7.援用對(duì)方所說(shuō)的話(huà)做回應(yīng)。17McGregor: Theory X and Y (cont.)McGregors Theory X and Theory YTheory X - assumes tha

12、t workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlledassumed that lower-order needs dominatedTheory Y - assumes that workers can exercise self-direction, accept and actually seek out responsibility, and consider work to be a natural activityass

13、umed that higher-order needs dominatedno evidence that either set of assumptions is validno evidence that managing on the basis of Theory Y makes employees more motivated16-182022/7/21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 Moti

14、vation-Hygiene Theoryintrinsic characteristics consistently related to job satisfactionmotivator factors energize employeesextrinsic characteristics consistently related to job dissatisfactionhygiene factors dont motivate employeesproposed dual continua for satisfaction and dissatisfactiontheory enj

15、oyed wide popularityinfluenced job designtheory was roundly criticized16-20Herzbergs Motivation-Hygiene Theory16-21Contrasting Views Of Satisfaction-DissatisfactionSatisfaction No Satisfaction No Dissatisfaction DissatisfactionMotivatorsHygienesSatisfaction DissatisfactionHerzbergs ViewTraditional V

16、iew16-22McClellands Three Needs TheoryThree-Needs Theory - McClellandneed for achievement (nAch) - drive to excel, to achieve in relation to a set of standards, and to strive to succeeddo not strive for trappings and rewards of successprefer jobs that offer personal responsibilitywant rapid and unam

17、biguous feedbackset moderately challenging goalsavoid very easy or very difficult taskshigh achievers 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 (co

18、nt.)need for power (nPow)need to make others behave in a way that they would not have behaved otherwiseneed for affiliation (nAff)desire for friendly and close interpersonal relationshipsbest managers tend to be high in the need for power and low in the need for affiliation16-2416-25Equity Theory: t

19、he importance of being fairReferent Comparisons:Self-insideSelf-outsideOther-insideOther-outside16-26Equity Theory16-2616-27Equity Theory (contd)Choices for dealing with inequity:Change inputs (slack off)Change outcomes (increase output)Distort/change perceptions of selfDistort/change perceptions of

20、 othersChoose a different referent personLeave the field (quit the job)16-28Equity Theory (contd)Propositions relating to inequitable pay:Overrewarded employees produce more than equitably rewarded employees.Overrewarded employees produce less, but do higher quality piece work.Underrewarded hourly e

21、mployees produce lower quality work.Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees16-29Expectancy Theory: believing you can achieve what you wantExpectancy Theorytheory states that an individual tends to act in a certain way based on t

22、he expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individualExpectancy (effort-performance linkage) - perceived probability that exerting a given amount of effort will lead to a certain level of performanceInstrumentality (performance-re

23、ward linkage) - strength of belief that performing at a particular level is instrumental in attaining an outcomeValence - attractiveness or importance of the potential outcome16-2916-30Simplified Expectancy ModelIndividualEffortIndividualPerformanceAOrganizationalRewardsBIndividualGoalsCA= Effort-pe

24、rformance linkageB= Performance-reward linkageC= Attractiveness16-3016-31Expectancy Theory (cont.)Expectancy Theory (cont.)theory emphasizes rewardsorganizational rewards must align with the individuals wantsno universal principle for explaining what motivates individualsmanagers must understand why

25、 employees view certain outcomes as attractive or unattractivemost comprehensive and widely accepted explanation of employee motivation16-31Goal-setting TheoryGoal-Setting Theoryintention to work toward a goal is a major source of job motivationspecific goals increase performancedifficult goal, when

26、 accepted, results in higher performance than does an easy goalspecific hard goals produce a higher level of output than does the generalized goal of “do your bestparticipation in goal setting is usefulreduces resistance to accepting difficult goalsincreases goal acceptance16-32Goal-setting Theory (

27、cont.)Goal-Setting Theory (cont.)feedback is usefulhelps identify discrepancies between what has been accomplished and what needs to be doneself-generated feedback is a powerful motivatorcontingencies in goal-setting theorygoal commitment - theory presupposes that individual is determined to accompl

28、ish 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 individuals belief that s/he is capable of performing a task

29、higher self-efficacy, greater motivation to attain goalsnational culture - theory is culture boundmain ideas align with North American culturesgoal setting may not lead to higher performance in other cultures16-34目的管理與自我鼓勵(lì)每一項(xiàng)任務(wù)必需以達(dá)成企業(yè)整體目的為目的：我對(duì)組織的奉獻(xiàn)是什么？目的制定：每位管理者必需自行開(kāi)展和設(shè)定單位的目的經(jīng)過(guò)測(cè)評(píng)反響進(jìn)展自我控制根本目的：?jiǎn)拘褑T工內(nèi)在

30、的奉獻(xiàn)精神，鼓勵(lì)他們努力付出，讓平凡的人做不平凡的事目的管理與員工積極性Guidelines for Job Redesign16-37Designing Motivating JobsJob Design - the way tasks are combined to form complete jobshistorically, concentrated on making jobs more specializedJob Enlargement - horizontal expansion of job job scope - the number of different tasks

31、required in a job and the frequency with which these tasks are repeatedprovides few challenges, little meaning to workers activitiesonly addresses the lack of variety in specialized jobsVarious Job Design (cont.)16-38Designing Motivating Jobs (cont.)Job Enrichment - vertical expansion of jobjob dept

32、h - degree of control employees have over their workempowers employees to do tasks typically performed by their managersresearch evidence has been inconclusive about the effect of job enrichment on performanceVarious Job Design (cont.)16-39Various Job DesignDesigning Motivating Jobs (cont.)Job Chara

33、cteristics Model (JCM) - conceptual framework for analyzing jobs jobs described in terms of five core characteristicsskill variety - degree to which job requires a variety of activitiesmore variety, greater need to use different skillstask identity - degree to which job requires completion of an ide

34、ntifiable piece of worktask significance - degree to which job has substantial impact on the lives of other peoplethese three characteristics create meaningful work16-40Designing Motivating Jobs (cont.)JCM (cont.)core characteristics (cont.)autonomy - degree to which job provides substantial freedom

35、, 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 VarietyTask IdentityTask Signific