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1、管 理 学 Management,西南财经大学工商管理学院 钟 帅 联系方式：15982381705 E-mail: shuaizhong2009163 2019年11月,激励员工,第 十三 章,西南财经大学工商管理学院,学习纲要,13.1 什么是动机? 动机的定义. 解释动机需求满足的过程 13.2 早期的动机理论 描述马斯洛的需求层次理论以及如何用它来进行激励 描述X理论和Y理论的管理者如何看待激励问题 描述赫茨伯格激励保健理论 描述赫茨伯格满意与不满意的观点,13.3 当代动机理论 描述麦克利兰提出的工作环境中现存的三种需要 解释目标设置理论和强化理论 描述具有激励作用的工作设计方法工作
2、特征模型 描述公平理论中激励的含义 比较分配公平和程序公关 解释期望理论中三种关键联系以及它们在激励中的作用,13.4 当代动机问题 描述激励问题的跨文化挑战 描述管理者在激励新型劳动力时面临的挑战 描述账目公开管理、员工认可方案、绩效工资方案和股票期权方案,13.1 什么是动机?,动机 动机是人与环境交互作用的结果；它并不是人的特性 它是一个人为达到一个目标所付出的努力得到加强、管理和持续的过程 强度: 一个强烈程度和驱动力的测量指标 方向: 朝向组织目标 坚持性: 竭尽全力实现目标. 但个体的需要组织的目标一致时激励最有效,13.2 早期的动机理论,马斯洛的需求层次理论 麦格雷戈的X理论和
3、Y理论 赫茨伯格的双因素理论,早期的动机理论,马斯洛的需求层次理论 每个人都有从低到高五种层次的需求 每个层次的需求得到满足后，才会激活更高层次的需求 得到满足的需求不再具有激励作用 对一个人的激励首先要了解他的需求在何种层次上 需求的层次性 低水平需求 (外部的): 生理需要, 安全 高水平需求 (内部的): 社交, 尊重, 自我实现,马斯洛的需求层次,早期的动机理论,麦格雷戈的X理论和Y理论 X理论 假设工人没有雄心大志、不喜欢工作、逃避责任以及需要严格监控 Y理论 假设工人可以自我指导、主动寻求工作责任、喜欢工作 假设: 通过积极的制定决策、提供有趣的工作、建立良好的群体关系就可以实现激
4、励的最大化,早期的动机理论,赫茨伯格的激励保健理论 工作满意与工作不满意由不同的因素造成 保健因素: 外部因素造成工作不满意 激励因素: 内部因素造成工作满意 试图解释为什么工作满意与工作绩效不成正比 满意的对立面不是不满意，而是没有满意,赫茨伯格的激励保健理论,Contrasting Views of Satisfaction-Dissatisfaction,13.3 Contemporary Theories of Motivation,Three-Needs Theory Goal-Setting Theory Reinforcement Theory Designing Motivat
5、ing Jobs Equity Theory Expectancy Theory,Motivation and Needs,Three-Needs Theory (McClelland) There are three major acquired needs that are major motives in work. Need for achievement (nAch) The drive to excel and succeed Need for power (nPow) The need to influence the behavior of others Need of aff
6、iliation (nAff) The desire for interpersonal relationships,Examples of Pictures Used for Assessing Levels of nAch, nAff, and nPow,Motivation and Goals,Goal-Setting Theory Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than ha
7、ving no or easy goals. Is culture bound to the U.S. and Canada. Benefits of Participation in Goal-Setting Increases the acceptance of goals. Fosters commitment to difficult, public goals. Provides for self-feedback (internal locus of control) that guides behavior and motivates performance (self-effi
8、cacy).,Goal-Setting Theory,Motivation and Behavior,Reinforcement Theory Assumes that a desired behavior is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated. Positive reinforcement is preferred for its long-term effects on performance Ignoring undesire
9、d behavior is better than punishment which may create additional dysfunctional behaviors.,Designing Motivating Jobs,Job Design The way into which tasks can be combined to form complete jobs. Factors influencing job design: Changing organizational environment/structure The organizations technology Em
10、ployees skill, abilities, and preferences Job enlargement Increasing the jobs scope (number and frequency of tasks) Job enrichment Increasing responsibility and autonomy (depth) in a job.,Designing Motivating Jobs (contd),Job Characteristics Model (JCM) A conceptual framework for designing motivatin
11、g jobs that create meaningful work experiences that satisfy employees growth needs. Five primary job characteristics: Skill variety: how many skills and talents are needed? Task identity: does the job produce a complete work? Task significance: how important is the job? Autonomy: how much independen
12、ce does the jobholder have? Feedback: do workers know how well they are doing?,Job Characteristics Model,Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With permission of the authors.,Guidelines for Job Redesign,Source: J.R. Hackman and J.L
13、. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With permission of the authors.,Designing Motivating Jobs (contd),Suggestions for Using the JCM Combine tasks (job enlargement) to create more meaningful work. Create natural work units to make employees work important an
14、d whole. Establish external and internal client relationships to provide feedback. Expand jobs vertically (job enrichment) by giving employees more autonomy. Open feedback channels to let employees know how well they are doing.,Motivation and Perception,Equity Theory Proposes that employees perceive
15、 what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others. If the ratios are perceived as equal then a state of equity (fairness) exists. If the ratios are perceived as unequ
16、al, inequity exists and the person feels under- or over-rewarded. When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice).,Motivation and Perception (contd),Equity Theory (contd) Employee responses to perceived inequities: Distort own or others ratios. Induce others to change their own inputs or outcomes. Change own inputs (increase or decrease efforts) or outcomes (seek greater rewards). Choose a different
