管理学13激励员工

管理学Management西南财经大学工商管理学院钟帅联系方式：15982381705E-mail:[e-mail]2011年11月nintheditionSTEPHENP.ROBBINSPowerPointPresentationbyCharlieCookTheUniversityofWestAlabamaMARYCOULTER激励员工第十三章西南财经大学工商管理学院学习纲要13.1什么是动机?•动机的定义.•解释动机需求—满足的过程13.2早期的动机理论•描述马斯洛的需求层次理论以及如何用它来进行激励•描述X理论和Y理论的管理者如何看待激励问题•描述赫茨伯格激励—保健理论•描述赫茨伯格满意与不满意的观点13.3当代动机理论•描述麦克利兰提出的工作环境中现存的三种需要•解释目标设置理论和强化理论•描述具有激励作用的工作设计方法——工作特征模型•描述公平理论中激励的含义•比较分配公平和程序公关•解释期望理论中三种关键联系以及它们在激励中的作用13.4当代动机问题•描述激励问题的跨文化挑战•描述管理者在激励新型劳动力时面临的挑战•描述账目公开管理、员工认可方案、绩效工资方案和股票期权方案13.1什么是动机?•动机动机是人与环境交互作用的结果；它并不是人的特性它是一个人为达到一个目标所付出的努力得到加强、管理和持续的过程强度:一个强烈程度和驱动力的测量指标方向:朝向组织目标坚持性:竭尽全力实现目标.但个体的需要组织的目标一致时激励最有效13.2早期的动机理论•马斯洛的需求层次理论•麦格雷戈的X理论和Y理论•赫茨伯格的双因素理论早期的动机理论•马斯洛的需求层次理论每个人都有从低到高五种层次的需求每个层次的需求得到满足后，才会激活更高层次的需求得到满足的需求不再具有激励作用对一个人的激励首先要了解他的需求在何种层次上需求的层次性低水平需求(外部的):生理需要,安全高水平需求(内部的):社交,尊重,自我实现马斯洛的需求层次早期的动机理论•麦格雷戈的X理论和Y理论X理论假设工人没有雄心大志、不喜欢工作、逃避责任以及需要严格监控Y理论假设工人可以自我指导、主动寻求工作责任、喜欢工作假设:通过积极的制定决策、提供有趣的工作、建立良好的群体关系就可以实现激励的最大化早期的动机理论•赫茨伯格的激励—保健理论工作满意与工作不满意由不同的因素造成保健因素:外部因素造成工作不满意激励因素:内部因素造成工作满意试图解释为什么工作满意与工作绩效不成正比满意的对立面不是不满意，而是没有满意赫茨伯格的激励—保健理论ContrastingViewsofSatisfaction-Dissatisfaction13.3ContemporaryTheoriesofMotivation•Three-NeedsTheory•Goal-SettingTheory•ReinforcementTheory•DesigningMotivatingJobs•EquityTheory•ExpectancyTheoryMotivationandNeeds•Three-NeedsTheory(McClelland)Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)–ThedrivetoexcelandsucceedNeedforpower(nPow)–TheneedtoinfluencethebehaviorofothersNeedofaffiliation(nAff)–ThedesireforinterpersonalrelationshipsExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPowMotivationandGoals•Goal-SettingTheoryProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.IscultureboundtotheU.S.andCanada.•BenefitsofParticipationinGoal-SettingIncreasestheacceptanceofgoals.Fosterscommitmenttodifficult,publicgoals.Providesforself-feedback(internallocusofcontrol)thatguidesbehaviorandmotivatesperformance(self-efficacy).Goal-SettingTheoryMotivationandBehavior•ReinforcementTheoryAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.DesigningMotivatingJobs•JobDesignThewayintowhichtaskscanbecombinedtoformcompletejobs.Factorsinfluencingjobdesign:Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferencesJobenlargementIncreasingthejob’sscope(numberandfrequencyoftasks)JobenrichmentIncreasingresponsibilityandautonomy(depth)inajob.DesigningMotivatingJobs(cont’d)•JobCharacteristicsModel(JCM)Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics:Skillvariety:howmanyskillsandtalentsareneeded?Taskidentity:doesthejobproduceacompletework?Tasksignificance:howimportantisthejob?Autonomy:howmuchindependencedoesthejobholderhave?Feedback:doworkersknowhowwelltheyaredoing?JobCharacteristicsModelSource:J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.GuidelinesforJobRedesignSource:J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.DesigningMotivatingJobs(cont’d)•SuggestionsforUsingtheJCMCombinetasks(jobenlargement)tocreatemoremeaningfulwork.Createnaturalworkunitstomakeemployees’workimportantandwhole.Establishexternalandinternalclientrelationshipstoprovidefeedback.Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.MotivationandPerception•EquityTheoryProposesthatemployeesperceivewhattheygetfromajobsituation(outcomes)inrelationtowhattheyputin(inputs)andthencomparetheirinputs-outcomesratiowiththeinputs-outcomesratiosofrelevantothers.Iftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).MotivationandPerception(cont’d)•EquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.EquityTheoryMotivationandPerception(cont’d)•EquityTheory(cont’d)DistributivejusticeTheperceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).–Influencesanemployee’ssatisfaction.ProceduraljusticeTheperceivedfairnessoftheprocessusetodeterminethedistributionofrewards(i.e.,howwhoreceived