管理学课件第16章 激励员工Motivating Employees

MotivatingEmployeesChapter

16LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsMotivation?Definemotivation.Explainmotivationasaneed-satisfyingprocess.EarlyTheoriesofMotivationDescribeMaslow’shierarchyofneedsandhowitcanbeusedtomotivate.DiscusshowTheoryXandTheoryYmanagersapproachmotivation.DescribeHerzberg’smotivation-hygienetheory.ExplainHerzberg’sviewsofsatisfactionanddissatisfaction.2LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.ContemporaryTheoriesofMotivationDescribethethreeneedsMcClellandproposedasbeingpresentinworksettings.Explainhowgoal-settingandreinforcementtheoriesexplainemployeemotivation.Describethejobcharacteristicsmodelasawaytodesignmotivatingjobs.Discussthemotivationimplicationsofequitytheory.Contrastdistributivejusticeandproceduraljustice.Explainthethreekeylinkagesinexpectancytheoryandtheirroleinmotivation.3LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.CurrentIssuesinMotivationDescribethecross-culturalchallengesofmotivation.Discussthechallengesmanagersfaceinmotivatinguniquegroupsofworkers.Describeopen-bookmanagement,employeerecognition,pay-for-performance,andstockoptionprograms.4WhatIsMotivation?(什么是激励)Motivation(激励)Istheresultofaninteractionbetweenthepersonandasituation;itisnotapersonaltrait.Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal.Energy:ameasureofintensityordrive.Direction:towardorganizationalgoalsPersistence:exertingefforttoachievegoals.Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.5EarlyTheoriesofMotivation(早期的动机理论)Maslow’sHierarchyofNeeds（马斯洛的需要层次理论）MacGregor’sTheoriesXandY（麦格雷戈的X理论与Y理论）Herzberg’sTwo-FactorTheory（赫茨伯格的激励—保健理论）6EarlyTheoriesofMotivation(早期的激励理论)Maslow’sHierarchyofNeedsTheory(马斯洛的需要层次论)Needswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external)（低级的需要

）:physiological,safety（生理需要，安全需要）Higher-order(internal)（高级的需要

）:social,esteem,self-actualization（社交需要，尊重需要，自我实现需要）7Exhibit16–1 Maslow’sHierarchyofNeeds8EarlyTheoriesofMotivation(cont’d)McGregor’sTheoryXandTheoryY(麦格雷戈工X理论和Y理论)TheoryX（X理论

）Assumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.TheoryY（Y理论

）Assumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.Assumption:Motivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.9EarlyTheoriesofMotivation(cont’d)Herzberg’sMotivation-HygieneTheory(赫兹伯格的双因素理论)Jobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors（保健因素

）:extrinsic(environmental)factorsthatcreatejobdissatisfaction.Motivators（激励因素

）:intrinsic(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.10Exhibit16–2 Herzberg’sMotivation-HygieneTheory11Exhibit16–3 ContrastingViewsofSatisfaction-Dissatisfaction12ContemporaryTheoriesofMotivationThree-NeedsTheory（麦克利兰的三种需要理论）Goal-SettingTheory（目标设置理论）ReinforcementTheory（强化理论）DesigningMotivatingJobs（具有激励作用的工作设计）EquityTheory（公平理论）ExpectancyTheory（期望理论）13MotivationandNeedsThree-NeedsTheory(McClelland)Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)(成就需要

)ThedrivetoexcelandsucceedNeedforpower(nPow)（权利需要

）TheneedtoinfluencethebehaviorofothersNeedofaffiliation(nAff)（归属需要

）Thedesireforinterpersonalrelationships14MotivationandGoalsGoal-SettingTheory(目标设定理论)Proposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.IscultureboundtotheU.S.andCanada.BenefitsofParticipationinGoal-Setting(参与设定目标的好处)Increasestheacceptanceofgoals.Fosterscommitmenttodifficult,publicgoals.Providesforself-feedback(internallocusofcontrol)thatguidesbehaviorandmotivatesperformance(self-efficacy).15Exhibit16–5 Goal-SettingTheory16MotivationandBehaviorReinforcementTheory(强化理论)Assumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.17DesigningMotivatingJobs(设计激励性的工作)JobDesign(工作设计)Thewayintowhichtaskscanbecombinedtoformcompletejobs.Factorsinfluencingjobdesign(影响工作设计的因素):Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferencesJobenlargement(工作扩大化)Increasingthejob’sscope(numberandfrequencyoftasks)Jobenrichment(工作丰富化)Increasingresponsibilityandautonomy(depth)inajob.18DesigningMotivatingJobs(cont’d)JobCharacteristicsModel(JCM)(工作特征模型)Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics(五个主要工作特征的维度):Skillvariety(技能多样性):howmanyskillsandtalentsareneeded?Taskidentity(任务完整性):doesthejobproduceacompletework?Tasksignificance(任务重要性):howimportantisthejob?Autonomy(自主性):howmuchindependencedoesthejobholderhave?Feedback(反馈):doworkersknowhowwelltheyaredoing?19Exhibit16–6 JobCharacteristicsModelSource:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.20Exhibit16–7 GuidelinesforJobRedesign(工作再设计的指导)Source:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.21DesigningMotivatingJobs(cont’d)SuggestionsforUsingtheJCM(运用工作特征模型的建议)Combinetasks(jobenlargement)tocreatemoremeaningfulwork().Createnaturalworkunitstomakeemployees’workimportantandwhole.()Establishexternalandinternalclientrelationshipstoprovidefeedback.()Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.()Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.()22MotivationandPerceptionEquityTheory(公平理论)Proposesthatemployeesperceivewhattheygetfromajobsituation(outcomes)inrelationtowhattheyputin(inputs)andthencomparetheirinputs-outcomesratiowiththeinputs-outcomesratiosofrelevantothers.Iftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).23MotivationandPerception(cont’d)EquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.24Exhibit16–8 EquityTheory25MotivationandPerception(cont’d)EquityTheory(cont’d)Distributivejustice(分配公正)Theperceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).Influencesanemployee’ssatisfaction.Proceduraljustice(程序公正)Theperceivedfairnessoftheprocessusetodeterminethedistributionofrewards(i.e.,howwhoreceivedwhat).Affectsanemployee’sorganizationalcommitment.26MotivationandBehaviorExpectancyTheory(Vroom)(期望理论)Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:employeeabilitiesandtraining/developmentPerformance:validappraisalsystemsRewards(goals):understandingemployeeneeds27Exhibit16–9 SimplifiedExpectancyModel28MotivationandBehavior(cont’d)ExpectancyRelationships(期望关系)Expectancy(effort-performancelinkage)Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.InstrumentalityTheperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).ValenceTheattractiveness/importanceoftheperformancereward(outcome)totheindividual.29Exhibit16–10 IntegratingContemporaryTheoriesofMotivation30CurrentIssuesinMotivation(当代激励问题)Cross-CulturalChallenges(跨文化挑战)MotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements”tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.31CurrentIssuesinMotivation(cont’d)MotivatingUniqueGroupsofWorkers(激励独特的员工队伍)Motivatingadiverseworkforcethroughflexibility(通过柔性激励多样化的员工队伍)Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.32CurrentIssuesinMotivation(cont’d)FlexibleWork/JobschedulesCompressedworkweek(压缩工作周)Longerdailyhours,butfewerdaysFlexibleworkhours(flextime)(柔性的工作时间)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharing(工作分享)Twoormorepeoplesplitafull-timejob.Telecommuting(远程办公)Employeesworkfromhomeusingcomputerlinks.33CurrentIssuesinMotivation(cont’d)MotivatingProfessionals(激励专业人员)Characteristicsofprofessionals(专业人员的特征)Strongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork34CurrentIssuesinMotivation(cont’d)MotivatingContingentWorkers(激励灵活就业的员工)OpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefitsMotivatingLow-Skilled,Minimum-WageEmployees(激励低技能并获得最低工资的员工)Employeerecognitionprograms(员工认可计划)Provisionofsincerepraise(真诚的赞扬)35CurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsPrograms(设计合适的奖酬制度)Open-bookmanagement(帐目公开管理)Involvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.Employeerecognitionprograms(员工认可计划)Givingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.Pay-for-performance(绩效工资方案)Variablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonuses36CurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsPrograms(cont’d)Stockoptionprograms(股票期权计划)Usingfinancialinstruments(inlieuofmonetarycompensation)thatgiveemployeestherighttopurchasesharesofcompanystockataset(option)price.Optionshavevalueifthestockpricerisesabovetheoptionprice;theybecomeworthlessifthestockpricefallsbelowtheoptionprice.37Exhibit16–11 RecommendationsforDesigningStockOptions*Vestingreferstothetimethatmustpassbeforeapersoncanexercisetheoption.Source:

P.Brandes,R.Dharwadkar,andG.V.Lemesis,“EffectiveEmployeeStockOptionDesign:ReconcilingStakeholder,Strategic,andMotivationalFactors,”