北大光華組織與管理Week6-動(dòng)機(jī)與激勵(lì)

Chapter16MOTIVATINGEMPLOYEES16-11LearningObjectivesYoushouldlearnto:DefinethemotivationprocessDescribethreeearlymotivationtheoriesExplainhowgoalsmotivatepeopleDifferentiatereinforcementtheoryfromgoal-settingtheoryIdentifywaystodesignmotivatingjobs16-22LearningObjectives(cont.)Youshouldlearnto:DescribethemotivationalimplicationsofequitytheoryExplainthekeyrelationshipsinexpectancytheoryDescribecurrentmotivationissuesfacingmanagersIdentifymanagementpracticesthatarelikelytoleadtomoremotivatedemployees16-33Values4TypesofValues–-RokeachValueSurvey5ValuesintheRokeachSurvey6ValuesintheRokeachSurvey

(cont’d)7MeanValueRankingsofExecutives,UnionMembers,andActivistsEXHIBIT3-28WhatIsMotivation?Motivationthewillingnesstoexerthighlevelsofefforttoreachorganizationalgoals,conditionedbytheeffort’sabilitytosatisfysomeindividualneedgoals-effortshouldbedirectedtoward,andconsistentwith,organizationalgoalseffort-ameasureofintensityordriveneeds-motivationisaneed-satisfyingprocessneed-aninternalstatethatmakescertainoutcomesappearattractiveunsatisfiedneedscreatetensionsthatstimulatedrivesdrivesleadtosearchbehavior16-99TheMotivationProcessUnsatisfiedNeedSatisfiedNeedSearchBehaviorDrivesTensionReductionofTension16-1010Maslow’sHierarchyofNeedsTheoryMaslow’s

HierarchyofNeedsTheorylower-orderneeds-largelysatisfiedexternallyphysiological-food,drink,shelter,sexualsatisfactionsafety-securityandprotectionfromphysicalandemotionalharmassurancethatphysiologicalneedswillbesatisfiedHigher-orderneeds-largelysatisfiedinternallysocial-affection,belongingness,acceptanceesteem-internalfactorslikeself-respect,autonomyexternalfactorslikestatus,recognition,attentionself-actualization-achievingone’spotential16-1111Maslow’sHierarchyofNeedsTheory(cont.)eachlevelinhierarchymustbesatisfiedbeforethenextisactivatedonceaneedissubstantiallysatisfieditnolongermotivatesbehaviortheoryreceivedwiderecognitionlittleresearchsupportforthevalidityofthetheoryMaslow’sHierarchyofNeedsTheory(cont.)16-1212Maslow’sHierarchyOfNeedsPhysiologicalSafetySocialEsteemSelf-Actualization16-1313恩之種種1、生理上的需要(Physiologicalneeds）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，增加年假的時(shí)間提供身體鍛煉機(jī)會(huì)，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)間和工間休息2、安全上的需要（safetyneeds)安全而穩(wěn)定的工作職業(yè)保障醫(yī)療保險(xiǎn)、失業(yè)保險(xiǎn)和退休福利3、社會(huì)的需要(Socialneeds)提供國(guó)外旅游的機(jī)會(huì)“平等、信任、欣賞、親情”的親情文化。營(yíng)造親情的氛圍，從意識(shí)上倡導(dǎo)，從實(shí)際中改變。比如：無(wú)總稱(chēng)謂，生日送蛋糕建立溫馨和諧人際關(guān)系的機(jī)會(huì)，開(kāi)展體育比賽和集體聚會(huì)等業(yè)務(wù)活動(dòng)14恩之種種4、尊重的需要(Esteemneeds)口頭表?yè)P(yáng)——當(dāng)眾表?yè)P(yáng)，或者就事論事的具體表?yè)P(yáng)，例如“你說(shuō)得真清楚”、“這是你的優(yōu)勢(shì)”、“你是專(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)發(fā)展的規(guī)劃信息的傳遞聆聽(tīng)和思考5、自我實(shí)現(xiàn)的需要(Self-realization)授權(quán)并授責(zé)給與重要的工作（主持會(huì)議）、出席重要的活動(dòng)或儀式提供職位晉升的機(jī)會(huì)提供額外的再教育和培訓(xùn)機(jī)會(huì)提供國(guó)外考察交流的機(jī)會(huì)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(jì)工作時(shí)考慮個(gè)人特點(diǎn)，讓工作適應(yīng)人15威之種種1、剝奪生理的需要 降薪、撤職、罰款 月報(bào)制度，年度績(jī)效評(píng)估機(jī)制，通過(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(huì)的需要 出差費(fèi)用控制機(jī)制，行政統(tǒng)一管理出差機(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，與已存在的形成競(jìng)爭(zhēng)關(guān)系，以表明對(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、剝奪尊重的需要 點(diǎn)名或不點(diǎn)名批評(píng) 處分 取消某種職務(wù)或資格5、剝奪自”我”實(shí)現(xiàn)的需要

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.考慮“對(duì)方的立場(chǎng)”，理解他所說(shuō)的話(huà)。尊重對(duì)方的立場(chǎng)是一件很重要的事。3.不讓人感到諷刺的回應(yīng)。4.開(kāi)會(huì)的時(shí)候盡量一邊聆聽(tīng)一遍思考。5.不要“質(zhì)問(wèn)”，而是要“詢(xún)問(wèn)”。6.先說(shuō)“贊美的話(huà)”讓對(duì)方心情愉快。7.引用對(duì)方所說(shuō)的話(huà)做回應(yīng)。17McGregor:TheoryXandY(cont.)McGregor’sTheoryXandTheoryYTheoryX-assumesthatworkershavelittleambition,dislikework,wanttoavoidresponsibility,andneedtobecloselycontrolledassumedthatlower-orderneedsdominatedTheoryY-assumesthatworkerscanexerciseself-direction,acceptandactuallyseekoutresponsibility,andconsiderworktobeanaturalactivityassumedthathigher-orderneedsdominatednoevidencethateithersetofassumptionsisvalidnoevidencethatmanagingonthebasisofTheoryYmakesemployeesmoremotivated16-1818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)19Motivation-HygieneTheory(cont.)Herzberg’sMotivation-HygieneTheoryintrinsiccharacteristicsconsistentlyrelatedtojobsatisfactionmotivatorfactorsenergizeemployeesextrinsiccharacteristicsconsistentlyrelatedtojobdissatisfactionhygienefactorsdon’tmotivateemployeesproposeddualcontinuaforsatisfactionanddissatisfactiontheoryenjoyedwidepopularityinfluencedjobdesigntheorywasroundlycriticized16-2020Herzberg’sMotivation-HygieneTheory16-2121ContrastingViewsOfSatisfaction-DissatisfactionSatisfaction

NoSatisfaction

NoDissatisfactionDissatisfactionMotivatorsHygienesSatisfactionDissatisfactionHerzberg’sViewTraditionalView16-2222McClelland’sThreeNeedsTheoryThree-NeedsTheory-McClellandneedforachievement(nAch)-drivetoexcel,toachieveinrelationtoasetofstandards,andtostrivetosucceeddonotstrivefortrappingsandrewardsofsuccesspreferjobsthatofferpersonalresponsibilitywantrapidandunambiguousfeedbacksetmoderatelychallenginggoalsavoidveryeasyorverydifficulttaskshighachieversdon’tnecessarilymakegoodmanagersfocusontheirownaccomplishmentsgoodmanagersemphasizehelpingotherstoaccomplishtheirgoals16-2323McClelland’sThreeNeedsTheory(cont.)Three-NeedsTheory(cont.)needforpower(nPow)needtomakeothersbehaveinawaythattheywouldnothavebehavedotherwiseneedforaffiliation(nAff)desireforfriendlyandcloseinterpersonalrelationshipsbestmanagerstendtobehighintheneedforpowerandlowintheneedforaffiliation16-2424EquityTheory:theimportanceofbeingfairReferentComparisons:Self-insideSelf-outsideOther-insideOther-outside25EquityTheory16-2626EquityTheory(cont’d)Choicesfordealingwithinequity:Changeinputs(slackoff)Changeoutcomes(increaseoutput)Distort/changeperceptionsofselfDistort/changeperceptionsofothersChooseadifferentreferentpersonLeavethefield(quitthejob)27EquityTheory(cont’d)Propositionsrelatingtoinequitablepay:Overrewardedemployeesproducemorethanequitablyrewardedemployees.Overrewardedemployeesproduceless,butdohigherqualitypiecework.Underrewardedhourlyemployeesproducelowerqualitywork.Underrewardedemployeesproducelargerquantitiesoflower-qualitypieceworkthanequitablyrewardedemployees28ExpectancyTheory:believingyoucanachievewhatyouwantExpectancyTheorytheorystatesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividualExpectancy(effort-performancelinkage)-perceivedprobabilitythatexertingagivenamountofeffortwillleadtoacertainlevelofperformanceInstrumentality(performance-rewardlinkage)-strengthofbeliefthatperformingataparticularlevelisinstrumentalinattaininganoutcomeValence-attractivenessorimportanceofthepotentialoutcome16-2929SimplifiedExpectancyModelIndividualEffortIndividualPerformanceAOrganizationalRewardsBIndividualGoalsCA=Effort-performancelinkageB=Performance-rewardlinkageC=Attractiveness16-3030ExpectancyTheory(cont.)ExpectancyTheory(cont.)theoryemphasizesrewardsorganizationalrewardsmustalignwiththeindividual’swantsnouniversalprincipleforexplainingwhatmotivatesindividualsmanagersmustunderstandwhyemployeesviewcertainoutcomesasattractiveorunattractivemostcomprehensiveandwidelyacceptedexplanationofemployeemotivation16-3131Goal-settingTheoryGoal-SettingTheoryintentiontoworktowardagoalisamajorsourceofjobmotivationspecificgoalsincreaseperformancedifficultgoal,whenaccepted,resultsinhigherperformancethandoesaneasygoalspecifichardgoalsproduceahigherlevelofoutputthandoesthegeneralizedgoalof“doyourbest”participationingoalsettingisusefulreducesresistancetoacceptingdifficultgoalsincreasesgoalacceptance16-3232Goal-settingTheory(cont.)Goal-SettingTheory(cont.)feedbackisusefulhelpsidentifydiscrepanciesbetweenwhathasbeenaccomplishedandwhatneedstobedoneself-generatedfeedbackisapowerfulmotivatorcontingenciesingoal-settingtheorygoalcommitment-theorypresupposesthatindividualisdeterminedtoaccomplishthegoalmostlikelytooccurwhen:goalsaremadepublicindividualhasaninternallocusofcontrolgoalsareself-setratherthanassigned16-3333Goal-settingTheory(cont.)Goal-SettingTheory(cont.)contingencies(cont.)self-efficacy-anindividual’sbeliefthats/heiscapableofperformingataskhigherself-efficacy,greatermotivationtoattaingoalsnationalculture-theoryiscultureboundmainideasalignwithNorthAmericanculturesgoalsettingmaynotleadtohigherperformanceinothercultures16-3434目標(biāo)管理與自我激勵(lì)每一項(xiàng)工作必須以達(dá)成企業(yè)整體目標(biāo)為目標(biāo)：我對(duì)組織的貢獻(xiàn)是什么？目標(biāo)制定：每位管理者必須自行發(fā)展和設(shè)定單位的目標(biāo)通過(guò)測(cè)評(píng)（反饋）進(jìn)行自我控制根本目的：?jiǎn)拘褑T工內(nèi)在的奉獻(xiàn)精神，激勵(lì)他們努力付出，讓平凡的人做不平凡的事35目標(biāo)管理與員工積極性36GuidelinesforJobRedesign16-3737DesigningMotivatingJobsJobDesign-thewaytasksarecombinedtoformcompletejobshistorically,concentratedonmakingjobsmorespecializedJobEnlargement-horizontalexpansionofjobjobscope-thenumberofdifferenttasksrequiredinajobandthefrequencywithwhichthesetasksarerepeatedprovidesfewchallenges,littlemeaningtoworkers’activitiesonlyaddressesthelackofvarietyinspecializedjobsVariousJobDesign(cont.)16-3838DesigningMotivatingJobs(cont.)JobEnrichment-verticalexpansionofjobjobdepth-degreeofcontrolemployeeshaveovertheirworkempowersemployeestodotaskstypicallyperformedbytheirmanagersresearchevidencehasbeeninconclusiveabouttheeffectofjobenrichmentonperformanceVariousJobDesign(cont.)16-3939VariousJobDesignDesigningMotivatingJobs(cont.)JobCharacteristicsModel(JCM)-conceptualframeworkforanalyzingjobsjobsdescribedintermsoffivecorecharacteristicsskillvariety-degreetowhichjobrequiresavarietyofactivitiesmorevariety,greaterneedtousedifferentskillstaskidentity-degreetowhichjobrequirescompletionofanidentifiablepieceofworktasksignificance-degreetowhichjobhassubstantialimpactonthelivesofotherpeoplethesethreecharacteristicscreatemeaningfulwork16-4040DesigningMotivatingJobs(cont.)JCM(cont.)corecharacteristics(cont.)autonomy-degreetowhichjobprovidessubstantialfreedom,independence,anddiscretioninperformingtheworkgiveemployeeafeelingofpersonalresponsibilityfeedback-degreetowhichcarryingoutthejobresultsinreceivingclearinformationabouttheeffectivenesswithwhichithasbeenperformedemployeeknowshoweffectivelys/heisperformingVariousJobDesign(cont.)16-4141JobCharacteristicsModelCoreJobDimensionsSkillVarietyTaskIdentityTaskSignificanceAutonomyFeedbackExperiencedmeaningfulnessoftheworkExperiencedresponsibility