管理学-员工激励英文课件

©2007PrenticeHall,Inc.

Allrightsreserved.MotivatingEmployeesChapter

16©2007PrenticeHall,Inc.Allrightsreserved.16–2LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsMotivation?Definemotivation.Explainmotivationasaneed-satisfyingprocess.EarlyTheoriesofMotivationDescribeMaslow’shierarchyofneedsandhowitcanbeusedtomotivate.DiscusshowTheoryXandTheoryYmanagersapproachmotivation.DescribeHerzberg’smotivation-hygienetheory.ExplainHerzberg’sviewsofsatisfactionanddissatisfaction.©2007PrenticeHall,Inc.Allrightsreserved.16–3LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.ContemporaryTheoriesofMotivationDescribethethreeneedsMcClellandproposedasbeingpresentinworksettings.Explainhowgoal-settingandreinforcementtheoriesexplainemployeemotivation.Describethejobcharacteristicsmodelasawaytodesignmotivatingjobs.Discussthemotivationimplicationsofequitytheory.Contrastdistributivejusticeandproceduraljustice.Explainthethreekeylinkagesinexpectancytheoryandtheirroleinmotivation.©2007PrenticeHall,Inc.Allrightsreserved.16–5WhatIsMotivation?MotivationIstheresultofaninteractionbetweenthepersonandasituation;itisnotapersonaltrait.Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal.Energy:ameasureofintensityordrive.Direction:towardorganizationalgoalsPersistence:exertingefforttoachievegoals.Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.©2007PrenticeHall,Inc.Allrightsreserved.16–6EarlyTheoriesofMotivationMaslow’sHierarchyofNeedsMacGregor’sTheoriesXandYHerzberg’sTwo-FactorTheory©2007PrenticeHall,Inc.Allrightsreserved.16–7EarlyTheoriesofMotivationMaslow’sHierarchyofNeedsTheoryNeedswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external):physiological,safetyHigher-order(internal):social,esteem,self-actualization©2007PrenticeHall,Inc.Allrightsreserved.16–9EarlyTheoriesofMotivation(cont’d)McGregor’sTheoryXandTheoryYTheoryXAssumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.TheoryYAssumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.Assumption:Motivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.©2007PrenticeHall,Inc.Allrightsreserved.16–10EarlyTheoriesofMotivation(cont’d)Herzberg’sMotivation-HygieneTheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors:extrinsic(environmental)factorsthatcreatejobdissatisfaction.Motivators:intrinsic(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.©2007PrenticeHall,Inc.Allrightsreserved.16–11Exhibit16–2 Herzberg’sMotivation-HygieneTheory©2007PrenticeHall,Inc.Allrightsreserved.16–13ContemporaryTheoriesofMotivationThree-NeedsTheoryGoal-SettingTheoryReinforcementTheoryDesigningMotivatingJobsEquityTheoryExpectancyTheory©2007PrenticeHall,Inc.Allrightsreserved.16–14MotivationandNeedsThree-NeedsTheory(McClelland)Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)ThedrivetoexcelandsucceedNeedforpower(nPow)TheneedtoinfluencethebehaviorofothersNeedofaffiliation(nAff)Thedesireforinterpersonalrelationships©2007PrenticeHall,Inc.Allrightsreserved.16–15Exhibit16–4 ExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPow©2007PrenticeHall,Inc.Allrightsreserved.16–17Exhibit16–5 Goal-SettingTheory©2007PrenticeHall,Inc.Allrightsreserved.16–18MotivationandBehaviorReinforcementTheoryAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.©2007PrenticeHall,Inc.Allrightsreserved.16–19DesigningMotivatingJobsJobDesignThewayintowhichtaskscanbecombinedtoformcompletejobs.Factorsinfluencingjobdesign:Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferencesJobenlargementIncreasingthejob’sscope(numberandfrequencyoftasks)JobenrichmentIncreasingresponsibilityandautonomy(depth)inajob.©2007PrenticeHall,Inc.Allrightsreserved.16–21Exhibit16–6 JobCharacteristicsModelSource:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.©2007PrenticeHall,Inc.Allrightsreserved.16–22Exhibit16–7 GuidelinesforJobRedesignSource:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.©2007PrenticeHall,Inc.Allrightsreserved.16–23DesigningMotivatingJobs(cont’d)SuggestionsforUsingtheJCMCombinetasks(jobenlargement)tocreatemoremeaningfulwork.Createnaturalworkunitstomakeemployees’workimportantandwhole.Establishexternalandinternalclientrelationshipstoprovidefeedback.Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.©2007PrenticeHall,Inc.Allrightsreserved.16–25MotivationandPerception(cont’d)EquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.©2007PrenticeHall,Inc.Allrightsreserved.16–26Exhibit16–8 EquityTheory©2007PrenticeHall,Inc.Allrightsreserved.16–29Exhibit16–9 SimplifiedExpectancyModel©2007PrenticeHall,Inc.Allrightsreserved.16–30MotivationandBehavior(cont’d)ExpectancyRelationshipsExpectancy(effort-performancelinkage)Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.InstrumentalityTheperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).ValenceTheattractiveness/importanceoftheperformancereward(outcome)totheindividual.©2007PrenticeHall,Inc.Allrightsreserved.16–31Exhibit16–10 IntegratingContemporaryTheoriesofMotivation©2007PrenticeHall,Inc.Allrightsreserved.16–32CurrentIssuesinMotivationCross-CulturalChallengesMotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements”tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.©2007PrenticeHall,Inc.Allrightsreserved.16–33CurrentIssuesinMotivation(cont’d)MotivatingUniqueGroupsofWorkersMotivatingadiverseworkforcethroughflexibility:Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.©2007PrenticeHall,Inc.Allrightsreserved.16–34CurrentIssuesinMotivation(cont’d)FlexibleWork/JobschedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharingTwoormorepeoplesplitafull-timejob.TelecommutingEmployeesworkfromhomeusingcomputerlinks.©2007PrenticeHall,Inc.Allrightsreserved.16–35CurrentIssuesinMotivation(cont’d)MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork©2007PrenticeHall,Inc.Allrightsreserved.16–36CurrentIssuesinMotivation(cont’d)MotivatingContingentWorkersOpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefitsMotivatingLow-Skilled,Minimum-WageEmployeesEmployeerecognitionprogramsProvisionofsincerepraise©2007PrenticeHall,Inc.Allrightsreserved.16–37CurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsProgramsOpen-bookmanagementInvolvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.EmployeerecognitionprogramsGivingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.Pay-for-performanceVariablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonuses©2007PrenticeHall,Inc.Allrightsreserved.16–38CurrentIssuesinMotivation(cont’d)DesigningAppropriateRewardsPrograms(cont’d)StockoptionprogramsUsingfinancialinstruments(inlieuofmonetarycompensation)thatgiveemployeestherighttopurchasesharesofcompanystockataset(option)price.Optionshavevalueifthestockpricerisesabovetheoptionprice;theybecomeworthlessifthestockpricefallsbelowtheoptionprice.©2007PrenticeHall,Inc.Allrightsreserved.16–39Exhibit16–11 RecommendationsforDesigningStockOptions*Vestingreferstothetimethatmustpassbeforeapersoncanexercisetheoption.Source:

P.Brandes,R.Dharwadkar,andG.V.Lemesis,“EffectiveEmployeeStockOptionDesign:ReconcilingStakeholder,Strategic,andMotivationalFactors,”AcademyofManagementExecutive,February2003,p.84.©2007PrenticeHall,Inc.Allrightsreserved.16–40Exhibit16–11(cont’d) RecommendationsforDesigningStockOptionsSource:

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