管理學

Management

鐘帥

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2011年11月

激勵員工

第十三章

西南財經大學工商管理學院學習綱要13.1什么是動機?動機的定義.解釋動機需求—滿足的過程13.2早期的動機理論描述馬斯洛的需求層次理論以及如何用它來進行激勵描述X理論和Y理論的管理者如何看待激勵問題描述赫茨伯格激勵—保健理論描述赫茨伯格滿意與不滿意的觀點13.4當代動機問題描述激勵問題的跨文化挑戰描述管理者在激勵新型勞動力時面臨的挑戰描述賬目公開管理、員工認可方案、績效工資方案和股票期權方案13.1什么是動機?動機動機是人與環境交互作用的結果；它并不是人的特性它是一個人為達到一個目標所付出的努力得到加強、管理和持續的過程強度:

一個強烈程度和驅動力的測量指標方向:

朝向組織目標堅持性:

竭盡全力實現目標.但個體的需要組織的目標一致時激勵最有效13.2早期的動機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馬斯洛的需求層次早期的動機理論麥格雷戈的X理論和Y理論X理論假設工人沒有雄心大志、不喜歡工作、逃避責任以及需要嚴格監控Y理論假設工人可以自我指導、主動尋求工作責任、喜歡工作假設:通過積極的制定決策、提供有趣的工作、建立良好的群體關系就可以實現激勵的最大化早期的動機理論赫茨伯格的激勵—保健理論工作滿意與工作不滿意由不同的因素造成保健因素:

外部因素造成工作不滿意激勵因素:

內部因素造成工作滿意試圖解釋為什么工作滿意與工作績效不成正比滿意的對立面不是不滿意，而是沒有滿意 ContrastingViewsofSatisfaction-Dissatisfaction13.3ContemporaryTheoriesofMotivationThree-NeedsTheoryGoal-SettingTheoryReinforcementTheoryDesigningMotivatingJobsEquityTheoryExpectancyTheoryMotivationandNeedsThree-NeedsTheory(McClelland)Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)ThedrivetoexcelandsucceedNeedforpower(nPow)TheneedtoinfluencethebehaviorofothersNeedofaffiliation(nAff)ThedesireforinterpersonalrelationshipsMotivationandGoalsGoal-SettingTheoryProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.IscultureboundtotheU.S.andCanada.BenefitsofParticipationinGoal-SettingIncreasestheacceptanceofgoals.Fosterscommitmenttodifficult,publicgoals.Providesforself-feedback(internallocusofcontrol)thatguidesbehaviorandmotivatesperformance(self-efficacy). Goal-SettingTheoryMotivationandBehaviorReinforcementTheoryAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.DesigningMotivatingJobs(cont’d)JobCharacteristicsModel(JCM)Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics:Skillvariety:howmanyskillsandtalentsareneeded?Taskidentity:doesthejobproduceacompletework?Tasksignificance:howimportantisthejob?Autonomy:howmuchindependencedoesthejobholderhave?Feedback:doworkersknowhowwelltheyaredoing? JobCharacteristicsModelSource:

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

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.MotivationandPerceptionEquityTheoryProposesthatemployeesperceivewhattheygetfromajobsituation(outcomes)inrelationtowhattheyputin(inputs)andthencomparetheirinputs-outcomesratiowiththeinputs-outcomesratiosofrelevantothers.Iftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).MotivationandPerception(cont’d)EquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.MotivationandBehaviorExpectancyTheory(Vroom)Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:employeeabilitiesandtraining/developmentPerformance:validappraisalsystemsRewards(goals):understandingemployeeneeds SimplifiedExpectancyModelMotivationandBehavior(cont’d)ExpectancyRelationshipsExpectancy(effort-performancelinkage)Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.InstrumentalityTheperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).ValenceTheattractiveness/importanceoftheperformancereward(outcome)totheindividual. IntegratingContemporaryTheoriesofMotivation13.4CurrentIssuesinMotivationCross-CulturalChallengesMotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements”tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.CurrentIssuesinMotivation(cont’d)MotivatingUniqueGroupsofWorkersMotivatingadiverseworkforcethroughflexibility:Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.CurrentIssuesinMotivation(cont’d)FlexibleWork/JobschedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharingTwoormorepeoplesplitafull-timejob.TelecommutingEmployeesworkfromhomeusingcomputerlinks.CurrentIssuesinMotivation(cont’d)MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirworkCurrentIssuesinMotivation(cont’d)MotivatingContingentWorkersOpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefitsMotivatingLow-Skilled,Minimum-WageEmployeesEmployeerecognitionprogramsProvisionofsincerepraiseCurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsProgramsOpen-bookmanagementInvolvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.EmployeerecognitionprogramsGivingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.Pay-for-performanceVariablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonusesCurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsPrograms(cont’d)StockoptionprogramsUsingfinancialinstruments(inlieuofmonetarycompensation)thatgiveemployeestherighttopurchasesharesofcompanystockataset(option)price.Optionshavevalueifthestockpricerisesabovetheoptionprice;theybecomeworthlessifthestockpricefallsbelowtheoptionprice. R