罗宾斯管理学激励Motivatingemployees课件

MotivatingEmployeesChapter

9-2专业.....Case:问题

Supposeyousetupasmallcompanyaftergraduation,therearemanyworkswhichrequireyouremployeestodo.Howdoyoumotivateyouremployees?我们的模拟案例中的创业小公司面临的一个眼前的问题，如何招募到员工，如何激励员工为企业工作？15–2专业.....Case:情形案例

Supposeyousetupasmallcompanyaftergraduation,becauseofthelimitedbudgetsyoucannotprovidefavorablesalarytoyouremployees,however,therearemanyworkswhichrequireyouremployeestoworkovertimewithverylimitedovertimesubsidiesinadditiontoaunsatisfiedworkingenvironments.Insuchasituation,whatyouwilldo?Howdoyoumotivateyouremployees?15–3专业.....16–4WhatIsMotivation?DefinemotivationExplainmotivationasaneed-satisfyingprocess.专业.....15–5MotivationDMotivation动机Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal动机是个体为了实现目标而付出的努力的过程，包括努力的产生、指向和努力的持续等。专业.....15–6MotivationDMotivation动机Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal动机是个体为了实现目标而付出的努力的过程，包括努力的产生、指向和努力的持续等。Threekeyelements:Energy努力:ameasureofintensityordrive.Direction

方向:towardorganizationalgoalsPersistence坚持性:exertingefforttoachievegoals.Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.专业.....16–7MotivationQ：IsMotivationapersonaltrait?–thatsomepeoplehaveandothersdon’t?

动机是有人有，有人没有吗？A：Motivationistheresultofaninteractionbetweenapersonandasituation.不，内外交织的结果专业.....15–82.EarlyTheoriesof

Motivation

早期激励理论2.1Maslow’sHierarchyofNeeds2.2MacGregor’sTheoriesXandY2.3Herzberg’sTwo-FactorTheory2.4McClelland’sThreeNeedsTheory专业.....15–9Exhibit15–1 Maslow’sHierarchyofNeeds马斯洛需要层次理论自我实现尊重社交安全生理2.1Maslow’sHierarchyofNeedsTheory专业.....2.1Maslow’sHierarchyofNeedsTheory16–10Physiologicalneeds-aperson’sneedsforfood,drink,shelter,sexualsatisfaction,andotherphysicalneeds.Safetyneeds-aperson’sneedsforsecurityandprotectionfromphysicalandemotionalharm.Socialneeds-aperson’sneedsforaffection,belongingness,acceptance,andfriendship.Esteemneeds-aperson’sneedsforinternalfactors(e.g.,self-respect,autonomy,andachievement)andexternalfactors(suchasstatus,recognition,andattention).Self-actualizationneeds-aperson’sneedtobecomewhatheorsheiscapableofbecoming.专业.....15–11专业.....15–122.1Maslow’sHierarchyofNeedsTheory马斯洛需要层次理论Needswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external):physiological,safetyHigher-order(internal):social,esteem,self-actualization专业.....15–132.2

McGregor’sTheoryXandTheoryY

麦格雷戈X理论和Y理论TheoryXAssumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.TheoryYAssumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.专业.....15–14McGregor’sTheoryXandTheoryY

麦格雷戈X理论和Y理论TheoryXLower-orderneedsdominatedindividualsTheoryYHigher-orderneedsdominatedindividuals.Assumption:TheoryYismorevalidthanthoseofTheoryXMotivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.专业.....15–15Q:WhichTheoryIsMoreValid？Commentsoftheauthor:NoevidencetoconfirmthateithersetofassumptionsisvalidorthatbeingaTheoryYmanagermakesemployeesmoremotivated.专业.....15–162.3

Herzberg’sMotivation-HygieneTheory

赫兹伯格的双因理论orTwofactortheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors保健因素:extrinsic(environmental)factorsthatcreatejobdissatisfaction.Motivators激励因素:intrinsic(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.专业.....15–17Exhibit16–3 ContrastingViewsofSatisfaction-DissatisfactionP433专业.....15–18Exhibit16–2 Herzberg’sMotivation-HygieneTheory赫兹伯格双因理论P434专业.....15–192.4Three-NeedsTheory

三种需要理论DavidMcClelland戴维.麦克利兰Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)成就需要ThedrivetoexcelandsucceedPersonalresponsibility,feedbackonperformance,tooeasyortoodifficultwork;nAchmanager≠goodmanagerNeedforpower(nPow)权力需要TheneedtoinfluencethebehaviorofothersBestmanagerstendtobehighintheneedforachievementNeedofaffiliation(nAff)归属需要Thedesireforinterpersonalrelationships专业.....Exhibit16-4:TATPicturesp435专业.....15–21Exhibit16–4 ExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPow投射测试：根据图片写故事专业.....16–223.ContemporaryTheoriesofMotivation3.1Goal-SettingTheory3.2ReinforcementTheory3.3JobDesigntheory3.4EquityTheory3.5ExpectancyTheory3.6IntegratingContemporaryTheoriesofMotivation专业.....16–233.1Goal-settingtheoryGoal-SettingTheory目标设置理论

E.A.LockeProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.理论主张设立具体而富有挑战性的，同时又是可以达成的和可以接受的目标，能够取得比没有目标或者有很容易实现的目标更好的成果。专业.....15–243.1Goal-settingtheoryGoal-SettingTheory目标设置理论E.A.LockeThreeresearchessupportthetheoryIntentiontoworktowardagoalisamajorsourceofjobmotivation.

努力完成工作目标是工作最主要动力Ex:“doyourbest”;or“toscorea93%tokeepyourAintheclass”Achievementmotivationisstimulatedbymoderatelychallenginggoals10-20%highachieversAcceptedandcommittedtothegoals(2)Participationcanimproveacceptanceofchallenginggoals.(3)Feedbackshavepositiveeffectsonmotivation专业.....15–25Goal-SettingTheory

目标设置理论的内容Threefactorsaffectthegoal-performanceGoalcommitment目标承诺InternallocusofcontrolGoalsaremadepublicGoalsareself-setratherthanassignedAdequateself-efficacy自我效能Individual’sBeliefthathe/sheiscapableofperformingataskLowself-efficacy--reduceeffortstorespondnegativefeedbacksHighself-efficacy--increaseeffortstorespondnegativefeedbacksNationalculture民族文化Thevalueofgoal-settingtheorydependsonthenationalculture.AdaptableinUSCanadaMightnotadaptableinsomeothercountries,suchasChilly,Portugal专业.....16–26Exhibit16–5 Goal-SettingTheory目标设置理论P437Conclusions:Intentiontoworktowardagoalisamajorsourceofjobmotivation.Thetheoryisapplicabletoemployeeswhoacceptthegoalsandhavegoalcommitment.Participationcanimproveacceptanceofchallenginggoals.Feedbackshavepositiveeffectsonmotivation

Summarize自我效能专业.....16–273.2ReinforcementTheoryReinforcementTheory强化理论B.F.SkinnerAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.行为是结果的函数，行为的原因来自外部，如果行为之后紧接着给予一个积极的强化物，则会提高该行为的重复的比率。Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.Researchshowsthatreinforcementstronglyaffectsworkbehaviorsofemployees专业.....16–28DifferencebetweenRTand

GST

强化理论与目标设定理论的区别TheDifferenceBetweenReinforcementTheoryandGoal-SettingTheoryRTassumesabehavioriscausedbyenvironment强调环境GSTbelievesthatsourcesofmotivationisfrompersonalgoals强调内心对目标的追求专业.....16–293.3DesigningmotivatingJobs

JobdesigntheoryJobDesign工作设计Thewaytasksarecombinedtoformcompletejobs.

将各种任务组合起来构成完整工作的方法。Factorsinfluencingjobdesign:Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferences专业.....16–303.3Job

DesignTheoryJobDesign工作设计ApproachesofjobdesigningtomotivateemployeesJobenlargement工作扩大化(scope)横向扩大Increasingthejob’sscope(numberandfrequencyoftasks)Ex:dentist,sanitizingandstoringinstrumentsJobenrichment工作丰富化(depth)纵向扩大Increasingresponsibilityandautonomy(depth)inajob.Ex:dentist,scheduleappointments,followupwithclients专业.....16–31DesigningMotivatingJobs(cont’d)JobCharacteristicsModel(JCM)工作特征模型Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics:Skillvariety技能多样性:howmanyskillsandtalentsareneeded?Taskidentity任务完整性:doesthejobproduceacompletework?Tasksignificance任务重要性:howimportantisthejob?Autonomy工作自主性:howmuchindependencedoesthejobholderhave?Feedback工作反馈:doworkersknowhowwelltheyaredoing?专业.....16–32Exhibit16–6 JobCharacteristicsModel工作特征模型Source:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.P439个人与工作的结果专业.....16–33Exhibit16–7 GuidelinesforJobRedesignSource:

J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.P440专业.....16–34DesigningMotivatingJobs(cont’d)SuggestionsforUsingtheJCM

工作特性模式的建议Combinetasks(jobenlargement)tocreatemoremeaningfulwork.创造工作的重要性Createnaturalworkunitstomakeemployees’workimportantandwhole.工作的完整性Establishexternalandinternalclientrelationshipstoprovidefeedback.建立客户联系Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.自主权Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.完整性反馈专业.....3.4EquityTheory

公平理论J.StaceyAdams斯达西.亚当斯DEquitytheory-thetheorythatanemployeecompareshisorherjob’sinput-outcomeratiowiththatofrelevantothersandthencorrectsanyinequity.把自己的所得与付出的比较系数与参照系统比较，然后改变任何的不公平。Referents-thepersons,systems,orselvesagainstwhichindividualscomparethemselvestoassessequity.专业.....16–36Exhibit16–8 EquityTheory公平理论P442专业.....15–373.4EquityTheoryEquityTheoryIftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).专业.....16–38Case：FairorUnfair?央企高管降薪正式实施涉及72家央企负责人

央企高管降薪至8千

少壮派老总表示不干了专业.....16–39Case：FairorUnfair?央企高管降薪正式实施涉及72家央企负责人

从2015年起，72家央企高管工资单上的数字要小了，他们享受的职务消费也将被严格规范。昨天（1月1日），《中央管理企业负责人薪酬制度改革方案》正式实施。改革首批将涉及72家央企的负责人，包括中石油、中石化、中国移动等组织部门任命负责人的53家央企，以及其他金融、铁路等19家企业。这次改革在业内称为“有一锤定音之效”。人社部副部长邱小平曾表示，“改革后多数中央管理企业负责人的薪酬水平将会下降，有的下降幅度还会比较大”。

双重身份，不能双重标准

央企负责人往往具有双重身份，不仅是职业经理人，还同时是具有较高行政级别的公务员。在职务薪酬上往往既有高管工资，又有“高官”待遇。数据显示，2013年我国沪深上市公司主要负责人年平均薪酬水平为76.3万元，全部负责人平均薪酬水平为46.1万元。央企负责人薪酬水平是同期沪深上市公司主要负责人的大约2～3倍，与职工薪酬差距达到12倍之多，显著偏高。不过，中国社科院人口与劳动经济研究所副所长张车伟说，新规实施后，也并非大多数央企负责人的薪酬水平会普遍下降。张车伟：“从我们看到的情况来讲，央企高管也就是个别人的薪酬水平过高。那么，我想它影响的是那些特别高的人，对大多数人来讲，应该有影响，但不会特别大。过高的薪酬肯定会显著下降，这毫无疑问。”

降薪撬动国有企业完善现代企业制度

改革后的央企高管的薪酬结构由基本年薪加绩效改为基本年薪、绩效年薪加任期激励收入。一位央企内部人士分析说，基本年薪将根据上年度72家在职员工平均工资的两倍确定。绩效年薪不超过基本年薪的两倍。而任期激励收入不超过年薪总水平的30%。总的收入不超过在职员工平均工资的7～8倍。张车伟认为，严格规范央企负责人薪酬，其实不是简单意义上的降薪，更深的意义在于撬动国有企业完善现代企业制度。张车伟：“这并不意味着高管薪酬的改革就只是一个降薪，而是说向着一个更加合理的薪酬体系改革的方向，而且本身就应该是我们国有企业改革的一个重要部分。”专业.....16–40ResponsestoperceivedinequitiesEquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.曲解Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.专业.....16–41DistributiveJusticeandProceduraljusticeEquityTheory(cont’d)Distributivejustice分配公平Theperceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).Influencesanemployee’ssatisfaction.Proceduraljustice程序公平Theperceivedfairnessoftheprocessusetodeterminethedistributionofrewards(i.e.,howwhoreceivedwhat).Affectsanemployee’sorganizationalcommitment.ImplicationofEquityTheoryMotivationsareaffectedbyequitySharinginformationProceduraljustice专业.....16–423.5ExpectancyTheoryExpectancyTheory(VictorVroom维克多.弗罗姆)

期待理论Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.当人们预期某种行为能为个体带来某种特定的结果，而且这种结果对个体具有吸引力时，个体就倾向于采取这种行为。EX：Incentivetourtoabroadaftercompletingthegoalofwork专业.....16–433.5ExpectancyTheoryExpectancyTheory(VictorVroom)期待理论Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:

employeeabilitiesandtraining/developmentPerformance:

validappraisalsystemsRewards(goals):

understandingemployeeneeds专业.....15–44Exhibit16–9 SimplifiedExpectancyModelP442目标与个人努力的联接专业.....15–453.5ExpectancyTheory(cont’d)ExpectancyRelationshipsExpectancy(effort-performancelinkage)期望或努力绩效联系Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.Instrumentality(performance-rewardlinkage)奖赏联系Theperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).Valence(attractivenessofreward)效价或奖赏的吸引力Theattractiveness/importanceoftheperformancereward(outcome)totheindividual.专业.....15–46P4443.6IntegratingContemporaryTheoriesofMotivationExhibit16–10

IntegratingContemporaryTheoriesofMotivationFivetheoriesGoalsettingReinforcementJobdesignEquityExpectancy专业.....15–474.CurrentIssuesinMotivationManagingCross-CulturalMotivationalChallengesMotivatingUniqueGroupsofWorkersDiverseWorkforceProfessionalsContingentWorkersMinimum-WageEmployeesDesigningAppropriateRewardsProgramsMotivatinginToughEconomicCircumstances专业.....15–484.1Cross-CulturalChallengesMotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements”tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.专业.....15–494.2MotivatingUniqueGroupsofWorkers（1）Motivatingadiverseworkforcethroughflexibility:激励多元化的员工队伍Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.专业.....15–50（1）Motivatingadiverseworkforcethroughflexibility:

激励多元化的员工队伍

FlexibleWork/JobschedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharingTwoormorepeoplesplitafull-timejob.TelecommutingEmployeesworkfromhomeusingcomputerlinks.专业.....15–51CurrentIssuesinMotivation(cont’d)（2）MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork专业.....15–52CurrentIssuesinMotivation(cont’d)（3）MotivatingContingentWorkers

激励应急员工(临时工)OpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefits（4）MotivatingLow-Skilled,Minimum-WageEmployeesHigherpayEmployeerecognitionprograms,provisionofsincerepraise专业.....15–534.3DesigningAppropriateRewardsPrograms（1）Open-bookmanagement账目公开管理Involvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.（2）Employeerecognitionprograms员工认可方案Givingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.（3）Pay-for-performance绩效工资方案Variablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonuses（4）Stockoptionprograms股票期权方案righttopurchasesharesofcompanystockataset(option)price专业.....4.4MotivatinginToughEconomicCircumstancesCreativeCommunicationEstablishcommongoalCreatingacommunityfeelsoemployeescouldseethatmanagerscaredaboutthemandtheirworkGiveopportunitiestocontinuetolearnandgrowEncouragingword16–54专业.....15–555.FromTheorytoPractice:

GuidelinesforMotivatingEmployees专业.....Case:answer

Supposeyousetupasmallcompanyaftergraduation,therearemanyworkswhichrequireyouremployeestodo.Howdoyoumotivateyouremployees?16–56专业.....小组作业：餐饮业如何与顾客交流提高满意度，形成持续竞争力？自行车休闲如何运用IT技术营销形成竞争优势？16–57专业.....15–58GuidelinesforMotivatingEmployeesRecognizeIndividualDifferencesMatchPeopletoJobsUsegoalsEnsurethatgoalsareperceivedasattainableIndividualizerewardsLinkrewardstoperformanceCheckthesystemforequityUserecognitionShowcareandconcernforemployeesDon’tignoremoney专业.....16–59ContentsWhatIsMotivation?EarlyTheoriesofMotivationContemporaryTheoriesofMotivationCurrentIssuesinMotivationSuggestionsfromMotivatingEmployees专业.....DiscussionPart5SCENARIOWritedownwhatyouwilldoinfaceofthefollowingsituation,andanswerthequestions.Scenario:DesigningMotivatingJobsKaylaBurkeisanadvertisingcopywriterwhoworksintherecordedmusicdivisionofMediaplex‘smarketingdepartment.Kaylaisahardworkerandherworkperformancehasbeenverygood.Hermostrecentworkprojectinvolveswritingdirectmailletterstocurrentandpotentialcustomersregardingnewmusic(bothliveandrecorded)beingm