管理學(xué)課件第16章 激勵員工Motivating Employees

MotivatingEmployeesChapter

16LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsMotivation?Definemotivation.Explainmotivationasaneed-satisfyingprocess.EarlyTheoriesofMotivationDescribeMaslow’shierarchyofneedsandhowitcanbeusedtomotivate.DiscusshowTheoryXandTheoryYmanagersapproachmotivation.DescribeHerzberg’smotivation-hygienetheory.ExplainHerzberg’sviewsofsatisfactionanddissatisfaction.2LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.ContemporaryTheoriesofMotivationDescribethethreeneedsMcClellandproposedasbeingpresentinworksettings.Explainhowgoal-settingandreinforcementtheoriesexplainemployeemotivation.Describethejobcharacteristicsmodelasawaytodesignmotivatingjobs.Discussthemotivationimplicationsofequitytheory.Contrastdistributivejusticeandproceduraljustice.Explainthethreekeylinkagesinexpectancytheoryandtheirroleinmotivation.3LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.CurrentIssuesinMotivationDescribethecross-culturalchallengesofmotivation.Discussthechallengesmanagersfaceinmotivatinguniquegroupsofworkers.Describeopen-bookmanagement,employeerecognition,pay-for-performance,andstockoptionprograms.4WhatIsMotivation?(什么是激勵)Motivation(激勵)Istheresultofaninteractionbetweenthepersonandasituation;itisnotapersonaltrait.Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal.Energy:ameasureofintensityordrive.Direction:towardorganizationalgoalsPersistence:exertingefforttoachievegoals.Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.5EarlyTheoriesofMotivation(早期的動機(jī)理論)Maslow’sHierarchyofNeeds（馬斯洛的需要層次理論）MacGregor’sTheoriesXandY（麥格雷戈的X理論與Y理論）Herzberg’sTwo-FactorTheory（赫茨伯格的激勵—保健理論）6EarlyTheoriesofMotivation(早期的激勵理論)Maslow’sHierarchyofNeedsTheory(馬斯洛的需要層次論)Needswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external)（低級的需要

）:physiological,safety（生理需要，安全需要）Higher-order(internal)（高級的需要

）:social,esteem,self-actualization（社交需要，尊重需要，自我實(shí)現(xiàn)需要）7Exhibit16–1 Maslow’sHierarchyofNeeds8EarlyTheoriesofMotivation(cont’d)McGregor’sTheoryXandTheoryY(麥格雷戈工X理論和Y理論)TheoryX（X理論

）Assumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.TheoryY（Y理論

）Assumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.Assumption:Motivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.9EarlyTheoriesofMotivation(cont’d)Herzberg’sMotivation-HygieneTheory(赫茲伯格的雙因素理論)Jobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors（保健因素

）:extrinsic(environmental)factorsthatcreatejobdissatisfaction.Motivators（激勵因素

）:intrinsic(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.10Exhibit16–2 Herzberg’sMotivation-HygieneTheory11Exhibit16–3 ContrastingViewsofSatisfaction-Dissatisfaction12ContemporaryTheoriesofMotivationThree-NeedsTheory（麥克利蘭的三種需要理論）Goal-SettingTheory（目標(biāo)設(shè)置理論）ReinforcementTheory（強(qiáng)化理論）DesigningMotivatingJobs（具有激勵作用的工作設(shè)計）EquityTheory（公平理論）ExpectancyTheory（期望理論）13MotivationandNeedsThree-NeedsTheory(McClelland)Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)(成就需要

)ThedrivetoexcelandsucceedNeedforpower(nPow)（權(quán)利需要

）TheneedtoinfluencethebehaviorofothersNeedofaffiliation(nAff)（歸屬需要

）Thedesireforinterpersonalrelationships14MotivationandGoalsGoal-SettingTheory(目標(biāo)設(shè)定理論)Proposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.IscultureboundtotheU.S.andCanada.BenefitsofParticipationinGoal-Setting(參與設(shè)定目標(biāo)的好處)Increasestheacceptanceofgoals.Fosterscommitmenttodifficult,publicgoals.Providesforself-feedback(internallocusofcontrol)thatguidesbehaviorandmotivatesperformance(self-efficacy).15Exhibit16–5 Goal-SettingTheory16MotivationandBehaviorReinforcementTheory(強(qiáng)化理論)Assumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.17DesigningMotivatingJobs(設(shè)計激勵性的工作)JobDesign(工作設(shè)計)Thewayintowhichtaskscanbecombinedtoformcompletejobs.Factorsinfluencingjobdesign(影響工作設(shè)計的因素):Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferencesJobenlargement(工作擴(kuò)大化)Increasingthejob’sscope(numberandfrequencyoftasks)Jobenrichment(工作豐富化)Increasingresponsibilityandautonomy(depth)inajob.18DesigningMotivatingJobs(cont’d)JobCharacteristicsModel(JCM)(工作特征模型)Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics(五個主要工作特征的維度):Skillvariety(技能多樣性):howmanyskillsandtalentsareneeded?Taskidentity(任務(wù)完整性):doesthejobproduceacompletework?Tasksignificance(任務(wù)重要性):howimportantisthejob?Autonomy(自主性):howmuchindependencedoesthejobholderhave?Feedback(反饋):doworkersknowhowwelltheyaredoing?19Exhibit16–6 JobCharacteristicsModelSource:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.20Exhibit16–7 GuidelinesforJobRedesign(工作再設(shè)計的指導(dǎo))Source:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.21DesigningMotivatingJobs(cont’d)SuggestionsforUsingtheJCM(運(yùn)用工作特征模型的建議)Combinetasks(jobenlargement)tocreatemoremeaningfulwork().Createnaturalworkunitstomakeemployees’workimportantandwhole.()Establishexternalandinternalclientrelationshipstoprovidefeedback.()Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.()Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.()22MotivationandPerceptionEquityTheory(公平理論)Proposesthatemployeesperceivewhattheygetfromajobsituation(outcomes)inrelationtowhattheyputin(inputs)andthencomparetheirinputs-outcomesratiowiththeinputs-outcomesratiosofrelevantothers.Iftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).23MotivationandPerception(cont’d)EquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.24Exhibit16–8 EquityTheory25MotivationandPerception(cont’d)EquityTheory(cont’d)Distributivejustice(分配公正)Theperceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).Influencesanemployee’ssatisfaction.Proceduraljustice(程序公正)Theperceivedfairnessoftheprocessusetodeterminethedistributionofrewards(i.e.,howwhoreceivedwhat).Affectsanemployee’sorganizationalcommitment.26MotivationandBehaviorExpectancyTheory(Vroom)(期望理論)Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:employeeabilitiesandtraining/developmentPerformance:validappraisalsystemsRewards(goals):understandingemployeeneeds27Exhibit16–9 SimplifiedExpectancyModel28MotivationandBehavior(cont’d)ExpectancyRelationships(期望關(guān)系)Expectancy(effort-performancelinkage)Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.InstrumentalityTheperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).ValenceTheattractiveness/importanceoftheperformancereward(outcome)totheindividual.29Exhibit16–10 IntegratingContemporaryTheoriesofMotivation30CurrentIssuesinMotivation(當(dāng)代激勵問題)Cross-CulturalChallenges(跨文化挑戰(zhàn))MotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements”tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.31CurrentIssuesinMotivation(cont’d)MotivatingUniqueGroupsofWorkers(激勵獨(dú)特的員工隊(duì)伍)Motivatingadiverseworkforcethroughflexibility(通過柔性激勵多樣化的員工隊(duì)伍)Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.32CurrentIssuesinMotivation(cont’d)FlexibleWork/JobschedulesCompressedworkweek(壓縮工作周)Longerdailyhours,butfewerdaysFlexibleworkhours(flextime)(柔性的工作時間)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharing(工作分享)Twoormorepeoplesplitafull-timejob.Telecommuting(遠(yuǎn)程辦公)Employeesworkfromhomeusingcomputerlinks.33CurrentIssuesinMotivation(cont’d)MotivatingProfessionals(激勵專業(yè)人員)Characteristicsofprofessionals(專業(yè)人員的特征)Strongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork34CurrentIssuesinMotivation(cont’d)MotivatingContingentWorkers(激勵靈活就業(yè)的員工)OpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefitsMotivatingLow-Skilled,Minimum-WageEmployees(激勵低技能并獲得最低工資的員工)Employeerecognitionprograms(員工認(rèn)可計劃)Provisionofsincerepraise(真誠的贊揚(yáng))35CurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsPrograms(設(shè)計合適的獎酬制度)Open-bookmanagement(帳目公開管理)Involvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.Employeerecognitionprograms(員工認(rèn)可計劃)Givingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.Pay-for-performance(績效工資方案)Variablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonuses36CurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsPrograms(cont’d)Stockoptionprograms(股票期權(quán)計劃)Usingfinancialinstruments(inlieuofmonetarycompensation)thatgiveemployeestherighttopurchasesharesofcompanystockataset(option)price.Optionshavevalueifthestockpricerisesabovetheoptionprice;theybecomeworthlessifthestockpricefallsbelowtheoptionprice.37Exhibit16–11 RecommendationsforDesigningStockOptions*Vestingreferstothetimethatmustpassbeforeapersoncanexercisetheoption.Source:

P.Brandes,R.Dharwadkar,andG.V.Lemesis,“EffectiveEmployeeStockOptionDesign:ReconcilingStakeholder,Strategic,andMotivationalFactors,”