管理学第16章激励员工 (2)ppt课件

1、Motivating EmployeesChapter16.L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.What Is Motivation?Define motivation.Explain motivation as a need-satisfying process.Early Theories of MotivationDescribe Maslows hierarchy of needs and how it can be used to m

2、otivate.Discuss how Theory X and Theory Y managers approach motivation.Describe Herzbergs motivation-hygiene theory.Explain Herzbergs views of satisfaction and dissatisfaction.2.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Contemporary Theorie

3、s of MotivationDescribe the three needs McClelland proposed as being present in work settings.Explain how goal-setting and reinforcement theories explain employee motivation.Describe the job characteristics model as a way to design motivating jobs.Discuss the motivation implications of equity theory

4、.Contrast distributive justice and procedural justice.Explain the three key linkages in expectancy theory and their role in motivation.3.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Current Issues in MotivationDescribe the cross-cultural chall

5、enges of motivation.Discuss the challenges managers face in motivating unique groups of workers.Describe open-book management, employee recognition, pay-for-performance, and stock option programs.4.What Is Motivation?(什么是鼓励)Motivation(鼓励)Is the result of an interaction between the person and a situa

6、tion; it is not a personal trait.Is the process by which a persons efforts are energized, directed, and sustained towards attaining a goal.Energy: a measure of intensity or drive.Direction: toward organizational goalsPersistence: exerting effort to achieve goals.Motivation works best when individual

7、 needs are compatible with organizational goals.5.Early Theories of Motivation(早期的动机实际)Maslows Hierarchy of Needs马斯洛的需求层次实际 MacGregors Theories X and Y 麦格雷戈的X实际与Y实际 Herzbergs Two-Factor Theory 赫茨伯格的鼓励保健实际 6.Early Theories of Motivation(早期的鼓励实际)Maslows Hierarchy of Needs Theory(马斯洛的需求层次论)Needs were c

8、ategorized as five levels of lower- to higher-order needs.Individuals must satisfy lower-order needs before they can satisfy higher order needs.Satisfied needs will no longer motivate.Motivating a person depends on knowing at what level that person is on the hierarchy.Hierarchy of needsLower-order (

9、external)低级的需求 : physiological, safety生理需求，平安需求 Higher-order (internal)高级的需求 : social, esteem, self-actualization社交需求 ，尊重需求 ，自我实现需求 7.Exhibit 161Maslows Hierarchy of Needs8.Early Theories of Motivation (contd)McGregors Theory X and Theory Y(麦格雷戈工X实际和Y实际)Theory X X实际 Assumes that workers have little

10、ambition, dislike work, avoid responsibility, and require close supervision.Theory Y Y实际 Assumes that workers can exercise self-direction, desire responsibility, and like to work.Assumption:Motivation is maximized by participative decision making, interesting jobs, and good group relations.9.Early T

11、heories of Motivation (contd)Herzbergs Motivation-Hygiene Theory(赫兹伯格的双要素实际)Job satisfaction and job dissatisfaction are created by different factors.Hygiene factors保健要素 : extrinsic (environmental) factors that create job dissatisfaction.Motivators鼓励要素 : intrinsic (psychological) factors that create

12、 job satisfaction.Attempted to explain why job satisfaction does not result in increased performance.The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.10.Exhibit 162Herzbergs Motivation-Hygiene Theory11.Exhibit 163Contrasting Views of Satisfaction-Dissatisfaction12.Cont

13、emporary Theories of MotivationThree-Needs Theory麦克利兰的三种需求实际 Goal-Setting Theory目的设置实际 Reinforcement Theory强化实际Designing Motivating Jobs具有鼓励作用的任务设计Equity Theory公平实际Expectancy Theory期望实际13.Motivation and NeedsThree-Needs Theory (McClelland)There are three major acquired needs that are major motives i

14、n work.Need for achievement (nAch)(成就需求 )The drive to excel and succeedNeed for power (nPow)权益需求 The need to influence the behavior of othersNeed of affiliation (nAff)归属需求 The desire for interpersonal relationships14.Motivation and GoalsGoal-Setting Theory(目的设定实际)Proposes that setting goals that are

15、 accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals.Is culture bound to the U.S. and Canada.Benefits of Participation in Goal-Setting(参与设定目的的益处)Increases the acceptance of goals.Fosters commitment to difficult, public goals.Provides for

16、self-feedback (internal locus of control) that guides behavior and motivates performance (self-efficacy).15.Exhibit 165Goal-Setting Theory16.Motivation and BehaviorReinforcement Theory(强化实际)Assumes that a desired behavior is a function of its consequences, is externally caused, and if reinforced, is

17、 likely to be repeated.Positive reinforcement is preferred for its long-term effects on performanceIgnoring undesired behavior is better than punishment which may create additional dysfunctional behaviors.17.Designing Motivating Jobs(设计鼓励性的任务)Job Design(任务设计)The way into which tasks can be combined

18、to form complete jobs.Factors influencing job design(影响任务设计的要素):Changing organizational environment/structureThe organizations technologyEmployees skill, abilities, and preferencesJob enlargement(任务扩展化)Increasing the jobs scope (number and frequency of tasks)Job enrichment(任务丰富化)Increasing responsib

19、ility and autonomy (depth) in a job.18.Designing Motivating Jobs (contd)Job Characteristics Model (JCM)(任务特征模型)A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy employees growth needs.Five primary job characteristics(五个主要任务特征的维度):Skill variety(

20、技艺多样性): how many skills and talents are needed?Task identity(义务完好性): does the job produce a complete work?Task significance(义务重要性): how important is the job?Autonomy(自主性): how much independence does the jobholder have?Feedback(反响): do workers know how well they are doing?19.Exhibit 166Job Characteri

21、stics ModelSource: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With permission of the authors.20.Exhibit 167Guidelines for Job Redesign(任务再设计的指点)Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman,

22、1977). With permission of the authors.21.Designing Motivating Jobs (contd)Suggestions for Using the JCM(运用任务特征模型的建议)Combine tasks (job enlargement) to create more meaningful work().Create natural work units to make employees work important and whole.()Establish external and internal client relations

23、hips 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.()22.Motivation and PerceptionEquity Theory(公平实际)Proposes that employees perceive what they get from a job situation (outcomes)

24、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 unequal, inequity exists and the person feels under- o

25、r over-rewarded.When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice).23.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.C

26、hange own inputs (increase or decrease efforts) or outcomes (seek greater rewards).Choose a different comparison (referent) other (person, systems, or self).Quit their job.Employees are concerned with both the absolute and relative nature of organizational rewards.24.Exhibit 168Equity Theory25.Motiv

27、ation and Perception (contd)Equity Theory (contd)Distributive justice(分配公正)The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what).Influences an employees satisfaction.Procedural justice(程序公正)The perceived fairness of the process use to determine th

28、e distribution of rewards (i.e., how who received what).Affects an employees organizational commitment.26.Motivation and BehaviorExpectancy Theory (Vroom)(期望实际)States that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the

29、 attractiveness of that outcome to the individual.Key to the theory is understanding and managing employee goals and the linkages among and between effort, performance and rewards.Effort: employee abilities and training/developmentPerformance: valid appraisal systemsRewards (goals): understanding em

30、ployee needs27.Exhibit 169Simplified Expectancy Model28.Motivation and Behavior (contd)Expectancy Relationships(期望关系)Expectancy (effort-performance linkage)The perceived probability that an individuals effort will result in a certain level of performance.InstrumentalityThe perception that a particul

31、ar level of performance will result in the attaining a desired outcome (reward).ValenceThe attractiveness/importance of the performance reward (outcome) to the individual.29.Exhibit 1610Integrating Contemporary Theories of Motivation30.Current Issues in Motivation(当代鼓励问题)Cross-Cultural Challenges(跨文

32、化挑战)Motivational programs are most applicable in cultures where individualism and quality of life are cultural characteristicsUncertainty avoidance of some cultures inverts Maslows needs hierarchy.The need for achievement (nAch) is lacking in other cultures.Collectivist cultures view rewards as “ent

33、itlements to be distributed based on individual needs, not individual performance.Cross-Cultural ConsistenciesInteresting work is widely desired, as is growth, achievement, and responsibility.31.Current Issues in Motivation (contd)Motivating Unique Groups of Workers(鼓励独特的员工队伍)Motivating a diverse wo

34、rkforce through flexibility(经过柔性鼓励多样化的员工队伍)Men desire more autonomy than do women.Women desire learning opportunities, flexible work schedules, and good interpersonal relations.32.Current Issues in Motivation (contd)Flexible Work/Job schedulesCompressed work week(紧缩任务周)Longer daily hours, but fewer

35、daysFlexible work hours (flextime)(柔性的任务时间)Specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present.Job Sharing(任务分享)Two or more people split a full-time job.Telecommuting(远程办公)Employees work from home using com

36、puter links.33.Current Issues in Motivation (contd)Motivating Professionals(鼓励专业人员)Characteristics of professionals(专业人员的特征)Strong and long-term commitment to their field of expertise.Loyalty is to their profession, not to the employer.Have the need to regularly update their knowledge.Dont define th

37、eir workweek as 8:00 am to 5:00 pm.Motivators for professionalsJob challengeOrganizational support of their work34.Current Issues in Motivation (contd)Motivating Contingent Workers(鼓励灵敏就业的员工)Opportunity to become a permanent employeeOpportunity for trainingEquity in compensation and benefitsMotivati

38、ng Low-Skilled, Minimum-Wage Employees(鼓励低技艺并获得最低工资的员工)Employee recognition programs(员工认可方案)Provision of sincere praise(真诚的赞扬)35.Current Issues in Motivation (contd)Designing Appropriate Rewards Programs(设计适宜的奖酬制度)Open-book management(帐目公开管理)Involving employees in workplace decision by opening up th

39、e financial statements of the employer.Employee recognition programs(员工认可方案)Giving personal attention and expressing interest, approval, and appreciation for a job well done.Pay-for-performance(绩效工资方案)Variable compensation plans that reward employees on the basis of their performance:Piece rates, wa

40、ge incentives, profit-sharing, and lump-sum bonuses36.Current Issues in Motivation (contd)Designing Appropriate Rewards Programs (contd)Stock option programs(股票期权方案)Using financial instruments (in lieu of monetary compensation) that give employees the right to purchase shares of company stock at a s

41、et (option) price.Options have value if the stock price rises above the option price; they become worthless if the stock price falls below the option price.37.Exhibit 1611Recommendations for Designing Stock Options* Vesting refers to the time that must pass before a person can exercise the option.Source: P. Brandes, R. Dharwadkar, and G.V. Lemesis, “Effective Employee Stock Option Design: Reconciling Stakeholder, Strategic, and Motivationa