[教育学]工作中的激励.ppt

第八章 工作中的激励,柳传志，中国联想集团董事长:调动个截然不同的群体的积极性：经理班子成员、中层管理人员以及流水线上的雇员。 赫布鲍姆，美国戴尔公司董事长兼首席执行官: 关心小人物,主要内容,什么是激励 激励的过程 内容型激励理论 过程型激励理论 工作中的激励,一、什么是激励,通过高水平的努力实现目标的意愿，而这种努力是以能够满足个体的某些需要为条件的。 努力 : how hard a person tries 目标: where effort is directed. 需要: what a person pursue What motivates you as students?,二、激励的过程（Basic Motivation Model）,Content Theories,Felt Need,Tension,Process Theories,Goal Directed Behavior,No,Need Satisfied,Yes,三、内容型激励理论,Maslows Hierarchy of Needs,Physiological Includes hunger, thirst, shelter, sex and other bodily needs Safety Includes security and protection from physical and emotional harm Social Includes affection, belongingness, acceptance, and friendship Self-Esteem Includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention Self-actualization The drive to become what one is capable of becoming; includes growth, achieving ones potential, and self-fulfilment,评价,一般说来，当一种低层次需要满足后，更高层次的需要成为激励因素，那些基本上已满足的需要不在具有激励作用（就象经济学中的边际效用）。 应用原则：因人而异；因时而异，注重方式方法 管理者非常熟悉 研究并没有完全支持 例：施乐公司镶在装饰板上的长猎刀奖励。,Alderfers ERG Theory,Existence Concerned with providing basic material existence requirements Relatedness Desire for maintaining important interpersonal relationships Growth Intrinsic desire for personal development,评价,More than one need can be important at the same time. If a higher-order need is not being met, the desire to satisfy a lower-level need increases. 满足上进；挫折倒退 Ignores situational variables 管理措施：工作内容调整，岗位重新安置,Herzbergs Motivation/Hygiene Theory Motivatorsaccount for job satisfaction and motivation Achievement Recognition Work itself Responsibility Advancement Hygiene factorscause dissatisfaction with work Interpersonal relationships Company policy/administration Supervision Salary Working conditions,Comparison of Satisfiers and Dissatisfiers,Contrasting Views of Satisfaction and Dissatisfaction,Traditional view,Satisfaction,Dissatisfaction,Herzbergs view,Satisfaction,No satisfaction,Motivators,No dissatisfaction,Dissatisfaction,Hygiene Factors,评价,Hygiene factors must be met if person is not to be dissatisfied. They will not lead to satisfaction, however. Motivators lead to satisfaction. No overall measure of satisfaction was used (individuals may dislike parts of their jobs and yet they like their job) Not really a theory of motivation: Assumes a link between satisfaction and productivity that was not measured or demonstrated.,McClellands Theory of Needs,Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for Power A strong desire to influence others, making a significant impact or impression. Need for Affiliation The desire for friendly and close interpersonal relationships,People with high need for achievement prefer jobs that offer,Personal Responsibility,Feedback,Moderate risk (including goals),评价,Tells us that high need achievers do not necessarily make good managers, since high achievers are more interested in how they do personally. Good empirical support, particularly on needs achievement.,Summarizing the Various Needs Theories,四、过程型激励理论,期望理论 弗洛姆工作与激励 理论内容：一种行为倾向的强度取决于个体对于这种行为可能带来的结果的期望强度以及这种结果对行为者的引力。 M = V* E* I motivation value expectancy instrumentaliy,Steps to Increasing Motivation at Work place, Using Expectancy Theory,Improving Expectancy (Improve the ability of the individual to perform) training, selection, resources, clarify roles, provide coaching and feedback Improving Instrumentality (performance). (Increase the individual belief that Performance will lead to reward) Measure performance accurately, explain how rewards are based on past performance.,Steps to Increasing Motivation at Work place, Using Expectancy Theory,Improving Valence (Make sure that the reward is meaningful to the individual) Use valued rewards, individualize rewards,Equity Theory,Equity Theory,The perceived fairness of what the person does compared to what the person receives. The perception of the fair value of rewards (outcomes) for efforts (inputs) that individuals make when comparing their results to others in the organization.,Restoring Equity,Equity can be restored by: Change inputs and/or outcomes of self Change inputs and/or outcomes of other Distort perceptions of self and/or others Change comparison person Leave the field (quit),Historically, equity theory focused on: Distributive justice However, equity should also consider Procedural justice,目标设置理论（Goal Setting）,The theory that specific and difficult goals lead to higher performance. Goals tell an employee what needs to be done and how much effort will need to be expended. Application-Management by Objectives,管理者和员工为工作绩效和个人发展共同设置目标、定期对员工在实现目标过程中的进步进行评价，并对个体、团队、部门和组织的目标进行整合。,Management by Objectives,目标种类,1、量化目标 销售量或销售额 生产量 2、项目与进度目标 人事考核制度及改进 建立ISO9000质量管理体系,3、改善目标 降低生产成本 质量改进指标 员工素质 4、集体目标 员工满意度 团队建设,Specific 具体的 Measurable 可衡量的 Agreed Upon 双方同意的 Realistic 现实的 Time bound 有时限的,SMART目标,斯金纳：操作性条件反射 由于某种需要引起活动，在过程中，偶然产生的某种反应成为达到目的的工具，因此就学习利用这种反应操纵环境，达到目的，满足需要，由于这种反应是达到目的的工具，称为操作性条件反射。,强 化 理 论,强化将行为和一个愉快的结果建立联系，提高反应的频率，称为强化。 正强化、负强化、 惩罚、扣除,Performance Dimensions,Integrating Contemporary Theories of Motivation,1.行为校正 行为校正的原则： 时效性，因人而异，多样性,五、激励：从理论到应用,2.员工参与方案 代表参与（参与决策） 员工股份制 质量圈：由8-10个员工和监管者组成的共同承担责任的一个工作群体。 员工参与与激励理论的联系,How a Typica