管理學(xué)（第9版）課件：激勵(lì)員工

激勵(lì)員工

16–2要點(diǎn)概覽什么是動(dòng)機(jī)?動(dòng)機(jī)的定義.解釋動(dòng)機(jī)需求—滿(mǎn)足的過(guò)程早期的動(dòng)機(jī)理論描述馬斯洛的需求層次理論以及如何用它來(lái)進(jìn)行激勵(lì)描述X理論和Y理論的管理者如何看待激勵(lì)問(wèn)題描述赫茨伯格激勵(lì)—保健理論描述赫茨伯格滿(mǎn)意與不滿(mǎn)意的觀點(diǎn)

16–3要點(diǎn)概覽當(dāng)代動(dòng)機(jī)理論描述麥克利蘭提出的工作環(huán)境中現(xiàn)存的三種需要解釋目標(biāo)設(shè)置理論和強(qiáng)化理論描述具有激勵(lì)作用的工作設(shè)計(jì)方法——工作特征模型描述公平理論中激勵(lì)的含義比較分配公平和程序公關(guān)解釋期望理論中三種關(guān)鍵聯(lián)系以及它們?cè)诩?lì)中的作用

16–4要點(diǎn)概覽當(dāng)代動(dòng)機(jī)問(wèn)題描述激勵(lì)問(wèn)題的跨文化挑戰(zhàn)描述管理者在激勵(lì)新型勞動(dòng)力時(shí)面臨的挑戰(zhàn)描述賬目公開(kāi)管理、員工認(rèn)可方案、績(jī)效工資方案和股票期權(quán)方案

16–5什么是動(dòng)機(jī)?動(dòng)機(jī)動(dòng)機(jī)是人與環(huán)境交互作用的結(jié)果；它并不是人的特性它是一個(gè)人為達(dá)到一個(gè)目標(biāo)所付出的努力得到加強(qiáng)、管理和持續(xù)的過(guò)程強(qiáng)度:

一個(gè)強(qiáng)烈程度和驅(qū)動(dòng)力的測(cè)量指標(biāo)方向:

朝向組織目標(biāo)堅(jiān)持性:

竭盡全力實(shí)現(xiàn)目標(biāo).但個(gè)體的需要組織的目標(biāo)一致時(shí)激勵(lì)最有效

16–6早期的動(dòng)機(jī)理論馬斯洛的需求層次理論麥格雷戈的X理論和Y理論赫茨伯格的雙因素理論

16–7早期的動(dòng)機(jī)理論馬斯洛的需求層次理論每個(gè)人都有從低到高五種層次的需求每個(gè)層次的需求得到滿(mǎn)足后，才會(huì)激活更高層次的需求得到滿(mǎn)足的需求不再具有激勵(lì)作用對(duì)一個(gè)人的激勵(lì)首先要了解他的需求在何種層次上需求的層次性低水平需求(外部的):生理需要,安全高水平需求(內(nèi)部的):社交,尊重,自我實(shí)現(xiàn)

16–8圖表16–1 馬斯洛的需求層次

16–9早期的動(dòng)機(jī)理論麥格雷戈的X理論和Y理論X理論假設(shè)工人沒(méi)有雄心大志、不喜歡工作、逃避責(zé)任以及需要嚴(yán)格監(jiān)控Y理論假設(shè)工人可以自我指導(dǎo)、主動(dòng)尋求工作責(zé)任、喜歡工作假設(shè):通過(guò)積極的制定決策、提供有趣的工作、建立良好的群體關(guān)系就可以實(shí)現(xiàn)激勵(lì)的最大化

16–10早期的動(dòng)機(jī)理論赫茨伯格的激勵(lì)—保健理論工作滿(mǎn)意與工作不滿(mǎn)意由不同的因素造成保健因素:

外部因素造成工作不滿(mǎn)意激勵(lì)因素:

內(nèi)部因素造成工作滿(mǎn)意試圖解釋為什么工作滿(mǎn)意與工作績(jī)效不成正比滿(mǎn)意的對(duì)立面不是不滿(mǎn)意，而是沒(méi)有滿(mǎn)意

16–11圖表16–2 赫茨伯格的激勵(lì)—保健理論

16–12Exhibit16–3 ContrastingViewsofSatisfaction-Dissatisfaction

16–13ContemporaryTheoriesofMotivationThree-NeedsTheoryGoal-SettingTheoryReinforcementTheoryDesigningMotivatingJobsEquityTheoryExpectancyTheory

16–14MotivationandNeedsThree-NeedsTheory(McClelland)Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)ThedrivetoexcelandsucceedNeedforpower(nPow)TheneedtoinfluencethebehaviorofothersNeedofaffiliation(nAff)Thedesireforinterpersonalrelationships

16–15Exhibit16–4 ExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPow

16–16MotivationandGoalsGoal-SettingTheoryProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.IscultureboundtotheU.S.andCanada.BenefitsofParticipationinGoal-SettingIncreasestheacceptanceofgoals.Fosterscommitmenttodifficult,publicgoals.Providesforself-feedback(internallocusofcontrol)thatguidesbehaviorandmotivatesperformance(self-efficacy).

16–17Exhibit16–5 Goal-SettingTheory

16–18MotivationandBehaviorReinforcementTheoryAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.

16–19DesigningMotivatingJobsJobDesignThewayintowhichtaskscanbecombinedtoformcompletejobs.Factorsinfluencingjobdesign:Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferencesJobenlargementIncreasingthejob’sscope(numberandfrequencyoftasks)JobenrichmentIncreasingresponsibilityandautonomy(depth)inajob.

16–20DesigningMotivatingJobs(cont’d)JobCharacteristicsModel(JCM)Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics:Skillvariety:howmanyskillsandtalentsareneeded?Taskidentity:doesthejobproduceacompletework?Tasksignificance:howimportantisthejob?Autonomy:howmuchindependencedoesthejobholderhave?Feedback:doworkersknowhowwelltheyaredoing?

16–21Exhibit16–6 JobCharacteristicsModelSource:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.

16–22Exhibit16–7 GuidelinesforJobRedesignSource:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.

16–23DesigningMotivatingJobs(cont’d)SuggestionsforUsingtheJCMCombinetasks(jobenlargement)tocreatemoremeaningfulwork.Createnaturalworkunitstomakeemployees’workimportantandwhole.Establishexternalandinternalclientrelationshipstoprovidefeedback.Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.

16–24MotivationandPerceptionEquityTheoryProposesthatemployeesperceivewhattheygetfromajobsituation(outcomes)inrelationtowhattheyputin(inputs)andthencomparetheirinputs-outcomesratiowiththeinputs-outcomesratiosofrelevantothers.Iftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).

16–25MotivationandPerception(cont’d)EquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.

16–26Exhibit16–8 EquityTheory

16–27MotivationandPerception(cont’d)EquityTheory(cont’d)DistributivejusticeTheperceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).Influencesanemployee’ssatisfaction.ProceduraljusticeTheperceivedfairnessoftheprocessusetodeterminethedistributionofrewards(i.e.,howwhoreceivedwhat).Affectsanemployee’sorganizationalcommitment.

16–28MotivationandBehaviorExpectancyTheory(Vroom)Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:employeeabilitiesandtraining/developmentPerformance:validappraisalsystemsRewards(goals):understandingemployeeneeds

16–29Exhibit16–9 SimplifiedExpectancyModel

16–30MotivationandBehavior(cont’d)ExpectancyRelationshipsExpectancy(effort-performancelinkage)Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.InstrumentalityTheperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).ValenceTheattractiveness/importanceoftheperformancereward(outcome)totheindividual.

16–31Exhibit16–10 IntegratingContemporaryTheoriesofMotivation

16–32CurrentIssuesinMotivationCross-CulturalChallengesMotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements”tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.

16–33CurrentIssuesinMotivation(cont’d)MotivatingUniqueGroupsofWorkersMotivatingadiverseworkforcethroughflexibility:Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.

16–34CurrentIssuesinMotivation(cont’d)FlexibleWork/JobschedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharingTwoormorepeoplesplitafull-timejob.TelecommutingEmployeesworkfromhomeusingcomputerlinks.

16–35CurrentIssuesinMotivation(cont’d)MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork

16–36CurrentIssuesinMotivation(cont’d)MotivatingContingentWorkersOpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefitsMotivatingLow-Skilled,Minimum-WageEmployeesEmployeerecognitionprogramsProvisionofsincerepraise

16–37CurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsProgramsOpen-bookmanagementInvolvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.EmployeerecognitionprogramsGivingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.Pay-for-performanceVariablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonuses

16–38CurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsPrograms(cont’d)StockoptionprogramsUsingfinancialinstruments(inlieuofmonetarycompensation)thatgiveemployeestherighttopurchasesharesofcompanystockataset(option)price.Optionshavevalueifthestockpricerisesabovetheoptionprice;theybecomeworthlessifthestockpricefallsbelowtheoptionprice.

16–39Exhibit16–11 RecommendationsforDesigningStockOptions*Vestingreferstothetimethatmustpassbeforeapersoncanexercisetheoption.Source:

P.Brandes,R.Dharwadkar,andG.V.Lemesis,“EffectiveEmployeeStockOptionDesign:ReconcilingStakeholder,Strategic,andMotivationalFactors,”AcademyofManagementExecutive,February2003,p.84.

16–40Exhibit16–11(cont’d) RecommendationsforDesigningStockOptionsSource:

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