管理學(xué)原理--第四講：激勵機制.ppt

1、第四講：組織行為,第十六章：員工激勵與用人藝術(shù),我們的管理不是管人，而是領(lǐng)導(dǎo)人，我們的目的是讓每一個組織成員的長處和知識得以充分實現(xiàn)。德魯克,授課提綱,一、關(guān)于人的假定 二、激勵理論 （一）早期的激勵理論 （二）激勵理論的擴展 三、新視角一、二 四、用人藝術(shù),解讀“企”字,企業(yè)的“企”字是從“人”開始的?！叭恕辈辉诰汀爸埂绷?。當(dāng)然，“人”不是生物學(xué)意義上的“人”?！叭恕庇徐`魂，沒有靈魂就不是真正意義上的“人”了，沒有靈魂，人的行為是無法整合的，精神病人的許多行為能夠很好地驗證我們的判斷。 企業(yè)即人 企業(yè)靠人 企業(yè)造人,企業(yè)和人一樣，有自己的靈魂，否則就不是真正意義上的企業(yè)了。企業(yè)靈魂就是企業(yè)成

2、員共享的核心價值觀。 以文“化”人-企業(yè)的價值手段 以利“化”人-企業(yè)的理性手段 以情“化”人-企業(yè)的感情手段,一、關(guān)于人的基礎(chǔ)假定,經(jīng)濟人假設(shè)：管理的效力取決于利益關(guān)系的確定和調(diào)整。 社會人假定：人是社會人，人是在與其他人的關(guān)系中獲得了關(guān)于自己的能力和身份的認知。管理的效力取決于管理者在多大程度上利用人的社會性關(guān)系。 自我實現(xiàn)假定：人是能夠自我激勵和控制的。,什么是釣魚？,釣魚者是上家，下家是具有一定貪婪心的普通人。能否吸引下家進入角色，關(guān)鍵看“魚餌”。對人的一生始終具有影響力的“魚餌”是什么呢？健康和財富。,心理假定：人是復(fù)雜多變、不斷成熟的有機體，要經(jīng)歷若干生理和心理發(fā)展階段。與此同時，

3、生理年齡和心理年齡是有時間差的。人有生理年齡和心理年齡之分。人到中年，心理比較穩(wěn)定，也容易產(chǎn)生自得的心理。 復(fù)雜人假定：人有許多動機，在不同情形下有不同的反映形式，因此我們要依據(jù)具體環(huán)境來確定。,什么是激勵（Motivation）,the willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need 努力effort - a measure of intensity or dr

4、ive 目標(biāo)goals - effort should be directed toward, and consistent with, organizational goals 需求needs - motivation is a need-satisfying process,激勵過程（The Motivation Process）,需求：企業(yè)是一個“名利場”,管理既是“口號管理”，也是“名利管理”？ 蒙牛集團經(jīng)營非常重視激勵機制建設(shè)，即他的“散財哲學(xué)”。牛根生認為，“經(jīng)營中有98關(guān)乎人性”，凡事?lián)Q位思考，將對方的利益想清楚了，事情就容易辦了。,管理具有營銷的某些功能。管理不能簡單地管理“員

5、工如何做”？還要 關(guān)心員工“有什么需求”，是安全？是利益？是自我實現(xiàn)？ 管理不是簡單的對人的管理，而是對人的需求進行管理，并通過需求管理達到最終的目的績效。,二、激勵理論,（一）早期的激勵理論 本質(zhì)理論(intrinsic)：如果給他一份值得做的工作，并允許他繼續(xù)做下去，那么他自然會做到最好。獎勵來自于工作本身所帶來的滿足感。 滿足理論(satisfaction)：心滿意足的的工作者會高產(chǎn)出。 誘因理論(incentive)：如果給予表現(xiàn)好的行為更多的獎勵，那么他的工作會更加好。,本質(zhì)理論Maslows Hierarchy of Needs Theory,滿意理論Herzbergs Motiv

6、ation-Hygiene Theory,激勵因素motivator factors energize employees：可以提高工作滿意度increase job satisfaction 保健因素hygiene factors dont motivate employees：可以消除工作滿意度eliminate job dissatisfaction,因素類型分析,reinforcers - consequences that, when given immediately following a behavior, affect the probability that the beh

7、avior will be repeated managers can influence employees behavior by reinforcing actions deemed desirable emphasis in on positive reinforcement, not punishment,強化理論Reinforcement Theory,（三）激勵理論的擴展,三因素理論（權(quán)力、成就和歸屬） 目標(biāo)設(shè)定理論 工作設(shè)計理論 公平理論 期望理論,三因素理論Three-Needs Theory - McClelland,need for achievement (nAch)

8、- drive to excel, to achieve in relation to a set of standards, and to strive to succeed prefer jobs that offer personal responsibility want rapid and unambiguous feedback set moderately challenging goals avoid very easy or very difficult tasks,need for power (nPow) need to make others behave in a w

9、ay that they would not have behaved otherwise 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 affiliation,目標(biāo)設(shè)定理論Goal-Setting Theory,目標(biāo)設(shè)定理論Goal-Setting Theory,intention to work toward a g

10、oal is a major source of job motivation specific goals increase 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 usefu

11、l reduces resistance to accepting difficult goals increases goal acceptance 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 - individual i

12、s determined to accomplish the goal most likely to occur when: goals are made public individual has an internal locus of control goals are self-set rather than assigned,self-efficacy(效力) - an individuals belief that she/he is capable of performing a task higher self-efficacy, greater motivation to a

13、ttain goals national culture - theory is culture bound,Job Design - the way tasks are combined to form complete jobs historically, concentrated on making jobs more specialized,工作設(shè)計理論Designing Motivating Jobs,Job Enlargement - horizontal expansion of job job scope - the number of different tasks requ

14、ired 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 jobs,Job Enrichment - vertical expansion of job job depth - degree of control employees have over their work empowers em

15、ployees to do tasks typically performed by their managers,工作特征模型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 variety, greater need to use differ

16、ent 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 work autonomy - degree to which job provides substantial freed

17、om, independence, and discretion in performing the work give employee a feeling of personal responsibility,feedback - degree to which carrying out the job results in receiving clear information about the effectiveness with which it has been performed employee knows how effectively s/he is performing

18、,Job Characteristics Model,Core Job Dimensions,Skill Variety Task Identity Task Significance,Autonomy,Feedback,Experienced meaningfulness of the work,Experienced responsibility for outcomes of work,Knowledge of the actual results of the work,Critical Psychological States,High Internal Work Motivatio

19、n,High-Quality Work Performance,High Satisfaction with the Work,Low Absenteeism and Turnover,Personal and Work Outcomes,Designing Motivating Jobs (cont.),JCM (cont.) links between core characteristics and outcomes are moderated by the strength of the individuals growth need growth need - persons des

20、ire for self-esteem and self-actualization,Guidelines For Job Redesign,Core Job Dimensions,Suggested Actions,Opening Feedback Channels,Combining Tasks,Task Identity,Skill Variety,Forming Natural Work Units,Task Significance,Load Vertically,Autonomy,Forming Natural Work Units,Feedback,公平理論Equity Theo

21、ry,proposes that employees perceive what they get from a job (outcomes) in relation to what they put into it (inputs) input/outcome ratio compared with the ratios of relevant others equity - ratio is equal to that of relevant others inequity - ratio is unequal to that of relevant others referent (re

22、levant other) may be: other - individuals with similar jobs a system - includes organizational pay policies and administrative systems self - past personal experiences and contacts,Equity Theory,when inequities are perceived, employees act to correct the situation distort either their own or others

23、inputs or outputs behave in a way to induce others to change their inputs or outputs behave in a way to change their own inputs or outputs choose a different comparison person quit their jobs,期望理論Expectancy Theory,期望理論可以看作是動機計算理論：個人需求、E（努力）的程度和結(jié)果 theory states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outco