北大光华组织与管理Week6-动机与激励

Chapter16MOTIVATINGEMPLOYEES16-1LearningObjectivesYoushouldlearnto:–Definethemotivationprocess–Describethreeearlymotivationtheories–Explainhowgoalsmotivatepeople–Differentiatereinforcementtheoryfromgoal-settingtheory–Identifywaystodesignmotivatingjobs16-2LearningObjectives(cont.)Youshouldlearnto:–Describethemotivationalimplicationsofequitytheory–Explainthekeyrelationshipsinexpectancytheory–Describecurrentmotivationissuesfacingmanagers–Identifymanagementpracticesthatarelikelytoleadtomoremotivatedemployees16-3ValuesTypesofValues–-RokeachValueSurveyValuesintheRokeachSurveyValuesintheRokeachSurvey(cont’d)MeanValueRankingsofExecutives,UnionMembers,andActivistsEXHIBIT3-2WhatIsMotivation?Motivation–thewillingnesstoexerthighlevelsofefforttoreachorganizationalgoals,conditionedbytheeffort’sabilitytosatisfysomeindividualneed•goals-effortshouldbedirectedtoward,andconsistentwith,organizationalgoals•effort-ameasureofintensityordrive•needs-motivationisaneed-satisfyingprocess–need-aninternalstatethatmakescertainoutcomesappearattractive•unsatisfiedneedscreatetensionsthatstimulatedrives•drivesleadtosearchbehavior16-9TheMotivationProcessUnsatisfiedNeedSatisfiedNeedSearchBehaviorDrivesTensionReductionofTension16-10Maslow’sHierarchyofNeedsTheoryMaslow’sHierarchyofNeedsTheory–lower-orderneeds-largelysatisfiedexternally•physiological-food,drink,shelter,sexualsatisfaction•safety-securityandprotectionfromphysicalandemotionalharm–assurancethatphysiologicalneedswillbesatisfied–Higher-orderneeds-largelysatisfiedinternally•social-affection,belongingness,acceptance•esteem-internalfactorslikeself-respect,autonomy–externalfactorslikestatus,recognition,attention•self-actualization-achievingone’spotential16-11Maslow’sHierarchyofNeedsTheory(cont.)–eachlevelinhierarchymustbesatisfiedbeforethenextisactivated•onceaneedissubstantiallysatisfieditnolongermotivatesbehavior–theoryreceivedwiderecognition–littleresearchsupportforthevalidityofthetheoryMaslow’sHierarchyofNeedsTheory(cont.)16-12Maslow’sHierarchyOfNeedsPhysiologicalSafetySocialEsteemSelf-Actualization16-13JianjunZhang恩之种种1、生理上的需要(Physiologicalneeds）物质奖励、加薪按照级别提供交通、出差和副食补贴提供带薪年假，增加年假的时间提供身体锻炼机会，比如：提供健身中心的健身卡改善劳动条件。比如：给予更多的业余时间和工间休息2、安全上的需要（safetyneeds)安全而稳定的工作职业保障医疗保险、失业保险和退休福利3、社会的需要(Socialneeds)提供国外旅游的机会“平等、信任、欣赏、亲情”的亲情文化。营造亲情的氛围，从意识上倡导，从实际中改变。比如：无总称谓，生日送蛋糕建立温馨和谐人际关系的机会，开展体育比赛和集体聚会等业务活动14JianjunZhang恩之种种4、尊重的需要(Esteemneeds)口头表扬——当众表扬，或者就事论事的具体表扬，例如“你说得真清楚”、“这是你的优势”、“你是专家”……；尊重个人性格高度认同感给予较大自主空间为员工提供公平竞争的空间告知公司未来发展的规划信息的传递聆听和思考5、自我实现的需要(Self-realization)授权并授责给与重要的工作（主持会议）、出席重要的活动或仪式提供职位晋升的机会提供额外的再教育和培训机会提供国外考察交流的机会关心员工自身的职业前景，帮助员工规划自身职业前途在设计工作时考虑个人特点，让工作适应人15JianjunZhang威之种种1、剥夺生理的需要降薪、撤职、罚款月报制度，年度绩效评估机制，通过年终评定，员工的年终奖金直接与绩效评分挂钩2、剥夺安全的需要不给予工作的保障不给予相关的福利3、剥夺社会的需要出差费用控制机制，行政统一管理出差机票、酒店预定等等制衡：比如：设立一个平行的业务单元，与已存在的形成竞争关系，以表明对现有业务单元的不满一段时间内减少沟通，促使下属自我反思4、剥夺尊重的需要点名或不点名批评处分取消某种职务或资格5、剥夺自”我”实现的需要公平竞争中的末位淘汰人事调整16JianjunZhangKurvers中国区总裁David办公桌前的提示语1.不能以轻蔑和高高在上的态度对待下属。2.考虑“对方的立场”，理解他所说的话。尊重对方的立场是一件很重要的事。3.不让人感到讽刺的回应。4.开会的时候尽量一边聆听一遍思考。5.不要“质问”，而是要“询问”。6.先说“赞美的话”让对方心情愉快。7.引用对方所说的话做回应。17McGregor:TheoryXandY(cont.)McGregor’sTheoryXandTheoryY–TheoryX-assumesthatworkershavelittleambition,dislikework,wanttoavoidresponsibility,andneedtobecloselycontrolled•assumedthatlower-orderneedsdominated–TheoryY-assumesthatworkerscanexerciseself-direction,acceptandactuallyseekoutresponsibility,andconsiderworktobeanaturalactivity•assumedthathigher-orderneedsdominated–noevidencethateithersetofassumptionsisvalid–noevidencethatmanagingonthebasisofTheoryYmakesemployeesmoremotivated16-18JianjunZhang2019/9/16光华管理学院张建君19人性假设孟子的“四端”荀子以及法家的人性恶：今之人性，饥而欲饱，寒而欲暖，劳而欲休泰勒的科学管理与人际关系学派的假设Motivation-HygieneTheory(cont.)Herzberg’sMotivation-HygieneTheory–intrinsiccharacteristicsconsistentlyrelatedtojobsatisfaction•motivatorfactorsenergizeemployees–extrinsiccharacteristicsconsistentlyrelatedtojobdissatisfaction•hygienefactorsdon’tmotivateemployees–proposeddualcontinuaforsatisfactionanddissatisfaction–theoryenjoyedwidepopularity•influencedjobdesign–theorywasroundlycriticized16-20Herzberg’sMotivation-HygieneTheory16-21ContrastingViewsOfSatisfaction-DissatisfactionSatisfactionNoSatisfactionNoDissatisfactionDissatisfactionMotivatorsHygienesSatisfactionDissatisfactionHerzberg’sViewTraditionalView16-22McClelland’sThreeNeedsTheoryThree-NeedsTheory-McClellandneedforachievement(nAch)-drivetoexcel,toachieveinrelationtoasetofstandards,andtostrivetosucceed•donotstrivefortrappingsandrewardsofsuccess•preferjobsthatofferpersonalresponsibility•wantrapidandunambiguousfeedback•setmoderatelychallenginggoals–avoidveryeasyorverydifficulttasks•highachieversdon’tnecessarilymakegoodmanagers–focusontheirownaccomplishments»goodmanagersemphasizehelpingotherstoaccomplishtheirgoals16-23McClelland’sThreeNeedsTheory(cont.)Three-NeedsTheory(cont.)–needforpower(nPow)•needtomakeothersbehaveinawaythattheywouldnothavebehavedotherwise–needforaffiliation(nAff)•desireforfriendlyandcloseinterpersonalrelationships–bestmanagerstendtobehighintheneedforpowerandlowintheneedforaffiliatio