雇员激励新模型

1、EMPLOYEE MOTIVATIONA POWERFUL NEW MODEL& APPLIANCESBy Group 2SHI, Hengbin GAO, Yitong CHEN, Siyu CHEN, Zhengxun LI,Chengxun LI, Siyu ZHENG, Jianyu OUTLINEEmployee MotivationAcquire Reward SystemBond Corporate CultureCompre -hend Job DesignDefend PMRA Processes Direct Manager: Discretion & Ca

2、sk EffectHOW TO GET PEOPLE TO DO THEIR BEST WORK?Ancient theories came from direct observation. Aristotle, Adam Smith, Sigmund Freud, and Abraham MaslowNew cross-disciplinary research learned more about human brain. “Driven: How Human Nature Shapes Our Choices.” They are the drives to acquire, bond,

3、 comprehend and defend.-by Paul R. Lawrence& Nitin Nohria, 2002THE FOUR DRIVES THEORY ON ORGANIZATIONSAcquire: Obtain scarce goods, including social status.Bond: Form connections with individuals and groups.Comprehend: Satisfy our curiosity and master the world .Defend: Protect against external

4、threats and promote justice.THE FOUR DRIVES THEORY ON ORGANIZATIONSTIPS ON FULFILLING THE FOUR DRIVESResearchResearchTake the firm ranking in the 50th percentile on employee motivation, improve one drive and all four drives.FindingsFindingsAfter improving on any one drive, the firm ranks in the 56 p

5、ercentile; After improving on all four drives, it ranks in the 88 percentile.The whole is more than the sum of its parts.THE DRIVE TO ACQUIREDef.:Human beings are all driven to acquire scarce goods that bolster our sense of well being. We experience delight when this drive is fulfilled, discontentme

6、nt when it is thwarted.Not only for physical goods, but also for experiences: Physical: food, clothing, housing, money Experience: travel, entertainment, promotionCharacteristic: relative and insatiable LEVER: REWARD SYSTEM n Discriminates between good and poor performers n Ties rewards to performan

7、ce n Offers chances to best people for advancementCASE 1-1&1-2: RBS & SONOCORBS acquiring Natwest- a system holding managers responsible for specific goals and reward good over average Sonoco, establishing very clear links between performance and reward, better meet the drive to acquire In 1

8、995, pay-for-performance system basing on individual and group metrics led employee satisfied and engagement improved. THE DRIVE TO BONDTHE DRIVE TO BONDDef.:Many animals bond with their parents, kinship group, or tribeOnly humans extend that connection to larger collectives such as organizations, a

9、ssociations, and nationsWhen met, bond is associated with strong positive emotions like love and caring, otherwise with negative ones like loneliness and anomieAt work, the drive to bond accounts for the enormous boost in motivation when employees feel proud of belonging to the organization and for

10、their loss of morale when the institution betrays themLEVERLEVER: CULTURE : CULTURE Create a culture that promotes teamwork, collaboration, openness, and friendship Foster mutual reliance and friendship among co-workers Value collaboration and teamwork Encourage sharing of best practicesCASE 2-1: RB

11、SCASE 2-1: RBSRBS broke through NatWests silo mentality by bringing together people from the two firms to work on well-defined cost-savings and revenue-growth projectsThe new structure encouraged people to break old attachments and form new bondsTo set a good example, the new executive committee mee

12、ts every Monday morning to discuss and resolve any outstanding issues - cutting through the bureaucratic and political processes that can slow decision making at the topCASE 2-2: CASE 2-2: WEGMANSThe family that owns the Wegmans supermarket chain makes a point of setting a familial tone for the comp

13、anywide cultureEmployees routinely report that management cares about them and that they care about one another, evidence of a sense of teamwork and belongingCASE 2-3: GOOGLEGoogle愿景是“整合全球信息，使人人皆可访问并从中受益”。在最佳雇主评选中，正是一种对愿景的深刻理解和认同，使Googler具有强烈的使命感，并在公司内部形成一种自下而上的创新机制和氛围，激励着员工不断挑战、不断超越。这也就不难理解Google无人

14、驾驶汽车、Google眼镜、Google艺术计划等令人惊艳的产品和创意。因为，正是通过这些产品和项目，人们才能更好地捕捉和生成信息，并让这些信息为人们所服务，体会创新和科技带来的美好生活。Google内部的组织形态是一种非框架、非结构、非固定非框架、非结构、非固定的状态，对于人的存在和权利的尊重已经深入到公司文化的血液和骨髓。公司内部有数不清的“项目经理”，但是他们的“活”必须自己找。出现需要解决的难题、规划、计划等任务时，大多时候会组织出一个又一个工作小组，由他们分头负担起随时可能冒出来的专项工作。这样一种独特的内部文化，打破了金字塔式的等级结构，打破了传统的管理内耗，打破了员工思维和自身工

15、作范围的框架，打破了产生官僚主义和自私自利的土壤。CASE 2-3: GOOGLEn 办公环境亲人化办公环境亲人化n 人员自由流动化人员自由流动化n 20%时间私有化时间私有化n 内部沟通扁平化内部沟通扁平化CASE 2-3: GOOGLEn 办公环境亲人化办公环境亲人化Google办公楼随处散落着健身设施、按摩椅、台球桌、帐篷等有趣的东西。整个办公空间采用了不同的色调搭配，明亮鲜活。这些都让人感到轻松自在。此外，每名新员工都将得到100美元，用于装饰办公室，可以在自己的办公室中“恣意妄为”。好的办公环境就是要激发人的效能，只有让人感到舒适，才会产生更好的创意和想法。n 人员自由流动化人员自由

16、流动化从创立之初，Google就规定管理层不能限制员工在公司内部自由流动，员工可以自由到一个新的部门做自己喜欢的事情。“一个想法有人支持就可以去做”，这种宽松的政策和环境使得Gmail、谷歌地图等深受用户好评的产品诞生成为可能。CASE 2-3: GOOGLEn 20%时间私有化时间私有化Google允许每位工程师拥有20%的自由支配时间。这也是谷歌深以为傲的地方。这是他们公认的谷歌一个小秘诀。Google的企业文化魅力是鼓励创新，即使每项工程都要有计划、有组织地实施，公司还是决定留给每位工程师20%的私有时间，让他们去做自己认为更重要的事情。许多好项目都源自这20%的时间。n 内部沟通内部沟

17、通扁平化扁平化Google公司人人平等，管理职位更多是强调服务，工程师们受到更多尊敬。每个人距离总裁的级别可能不超过3级，人人不仅可公平享受办公空间，更具备零距离接触高层反馈意见的机会。每逢周五，Google的两位创始人以及首席执行官都会与员工们共进午餐。以满足员工提出的种种“非分”要求。一般情况，两位创始人都会满足员工们的过分要求。CASE 2-4: ALIBABAn 尊重尊重员工意愿，提供表达空间员工意愿，提供表达空间n 实施赛马实施赛马机制，机制，激发创新冲动激发创新冲动 n 自由晋升和转岗，不拘一自由晋升和转岗，不拘一格格CASE 2-4: ALIBABAn 尊重尊重员工意愿，提供表达

18、空间员工意愿，提供表达空间“阿里味儿”是阿里巴巴强化企业文化的一个阵地，在这上面，员工可以直言部门主管的待遇不公，可以质疑公司的某项政策规定，甚至是集团高管走马上任也会被反对“围攻”。用阿里一位员工的话来说，可以讨论任何事情而无论层级，发表任何观点而不论对错;即便是高管的观点也经常被员工“减芝麻”。这样的例子随时随处可见。在阿里的历史上，一位被高管辞退的员工发帖历数前者的不公正，帖子发布后引发了大量同事“一面倒”的声援，但随后高管及时回应，说明原因和意见，也获得了跟帖支持，最终在两方意见“针锋相对”的情况下，由CEO出面，把HR的负责人、当事员工和主管都叫到一起公开讨论，而且现场情况同步直播给

19、所有员工。阿里坚持的原则是“即使是毒草，也要让他长在阳光下”。正是在这种潜移默化的培养中，每位员工都能以一个平等、客观的姿态参与到工作的讨论和执行中。也正是这些做法使阿里开放、透明的企业文化被员工真正地接纳和吸收，有效地调动了员工的能动性和创造性。CASE 2-4: ALIBABAn实施赛马实施赛马机制，激发创新冲动机制，激发创新冲动阿里充分满足了员工的施展空间和创新冲动，“赛马”就是很好的例子，员工只要有好的想法和创意就可以提交到阿里的项目委员会，经过审批之后，员工可以放手去做，集团会为其配备人手、资金，甚至还有期权，阿里很多好的项目都是通过“赛马”成立的。在阿里的历史上，就有刚刚转正的员工

20、提交的项目脱颖而出，之后扩容成五六十人的团队，闯入该领域内全国第一梯队。 “放任”的结果往往带来意想不到的惊喜，有些案例甚至让阿里内部员工也有点难以置信，比如一位刚刚入职的员工“不务正业”，耗时8个月痴迷于与自身业务关联不大的技术难题，部门主管也欣然接受，而这对于双方来说都是一种“冒险”：员工毫无突破，高管难辞其咎。但最终，员工的技术方案被纳入全球性的技术标准里。 n 自由晋升和转岗，不拘一格自由晋升和转岗，不拘一格在职位晋升和调整机制上，阿里也同样奉行“自由”原则。比如阿里员工的晋升并不是由主管决定，而是结合一年的工作情况自己来判断决定，如果认为自己到了晋升的某一个层次和水平就提交晋升申请，

21、由各个部门的资深同事来进行考核，员工做述职报告，评委来投票决定。再比如，员工转岗也无需征得部门主管同意，只要接收方同意，原部门主管就要无条件放行。这是阿里包容精神最直接的体现。THE DRIVE TO COMPREHENDDef.:We want very much to make sense of the world around us, to produce theories and accounts scientific, religious, and cultural that make events comprehensible and suggest reasonable acti

22、ons and responses. We are frustrated when things seem senseless, and we are invigorated, typically, by the challenge of working out answers. In the workplace, the drive to comprehend accounts for the desire to make a meaningful contribution. Employees are motivated by jobs that challenge them and en

23、able them to grow and learn, and they are demoralized by those that seem to be monotonous or to lead to a dead end. Talented employees who feel trapped often leave their companies to fi nd new challenges elsewhere.LEVER: JOB DESIGNn Design jobs that have distinct and important roles in the organizat

24、ionn Design jobs that are meaningful and foster a sense of contribution to the organization Effects on Comprehension Meaningful Contribution AchievabilityCore Dimensions Skill Variety Task Identity Task Significance Autonomy FeedbackCASE 3: HAIDILAO（海底捞）EMPLOYEE MANUALEMPLOYEE MANUALEMPLOYEE MANUALJ

25、OB ENRICHMENTLive Performance of ShuaimianBirthday CelebrationJOB ENGAGEMENTOUTCOME: MICROBLOGCONCLUSION“用信任式授权形成的差异化服务吸引客户，培养自己土生土长的用信任式授权形成的差异化服务吸引客户，培养自己土生土长的员工成为管理层并委以重任正是海底捞的特殊员工成为管理层并委以重任正是海底捞的特殊DNA。”黄铁鹰黄铁鹰 海底捞你学不会海底捞你学不会THE DRIVE TO DEFENDDef.:We all naturally defend ourselves, our property a

26、nd accomplishments, our family and friends, and our ideas and beliefs against external threats.Fulfilling the drive to defend leads to feelings of security and confidence.LEVER: PERFORMANCE-MANAGEMENT AND RESOURCE-ALLOCATION PROCESSES n Increase the transparency of all processesn Emphasize their fairnessn Build trust by being just and transparent in granting rewards, assignments, and other forms of recognitionCASE 4-1&4-2: HAIER & GEOMATIC0% turnover rate of employeeEvery employee can ask any q