外國(guó)優(yōu)秀人力資源培訓(xùn)課件之員工自發(fā)激勵(lì)策略

MotivatingEmployeesTheoryandapplicationsMotivatingEmployeesThePowerofaSmileShesmiledatthesorrowfulstranger.

Thesmilingseemedtomakehimfeelbetter.Herememberedpastkindnessesofafriend

Andwrotehimathankyouletter.Thefriendwassopleasedwiththethankyou

Thatheleftalargetipafterlunch.Thewaitress,surprisedbythesizeofthetip,

Betthewholethingonahunch.Thenextdayshepickedupherwinnings,

Andgaveparttoamanonthestreet.Themanonthestreetwasgrateful;

Fortwodayshe'dhadnothingtoeat.Afterhefinishedhisdinner,

Heleftforhissmalldingyroom.Hedidn'tknowatthatmoment

Thathemightbefacinghisdoom.Onthewayhepickedupashiveringpuppy

Andtookhimhometogetwarm.Thepuppywasverygrateful

Tobeinoutofthestorm.Thatnightthehousecaughtonfire.

Thepuppybarkedthealarm.Hebarkedtillhewokethewholehousehold

Andsavedeverybodyfromharm.Oneoftheboysthatherescued

GrewuptobePresident.Allthisbecauseofasimplesmile

Thathadn'tcostacent.ThePowerofaSmileShesmiledMOTIVATIONWhatismotivation?MOTIVATION=

ValueofoutcomexexpectationofachievingitMotivation

isadesiretoachieveagoal,combinedwiththeenergytoworktowardsthatgoal.MOTIVATIONWhatismotivation?Motivation

iseverything.Youcandotheworkoftwopeople,butyoucan'tbetwopeople.Instead,youhavetoinspirethenextguydownthelineandgethimtoinspirehispeople.Motivationistheartofgettingpeopletodowhatyouwantthemtodobecausethey

want

todoit.Motivationiseverything.YouWHATMOTIVATESPEOPLEExternalRewardsSalaryWorkingconditionsBenefitsEnvironmentInternalRewardsAchievementResponsibilityRecognitionFeedbackLearningandgrowthWHATMOTIVATESPEOPLEExternalWHATMOTIVATESPEOPLEAchievementResponsibilityRecognitionFeedbackLearningandgrowthRecognizeachievementsthroughprogramsthatshowcaseperformers.WHATMOTIVATESPEOPLEAchievemeWHATMOTIVATESPEOPLEAchievementResponsibilityRecognitionFeedbackLearningandgrowthHavevolunteerprogramsandotherprogramsthatenableemployeestoshowcasetheirresponsibilitytowardseachotherandthesocietyatlarge.WHATMOTIVATESPEOPLEAchievemeRecognizewinnersthroughawardslikeServiceQualityAwards,BestOperationsAwards,BestTrainerAwards,etc.WHATMOTIVATESPEOPLEAchievementResponsibilityRecognitionFeedbackLearningandgrowthRecognizewinnersthroughawarWHATMOTIVATESPEOPLEAchievementResponsibilityRecognitionFeedbackLearningandgrowthFollowasystemoffeedbackandperformanceappraisali.ethe360osysteminwhichboththebossandsubordinateparticipate.WHATMOTIVATESPEOPLEAchievemeWHATMOTIVATESPEOPLEAchievementResponsibilityRecognitionFeedbackLearningandgrowthGivealotofimportancetotraininganddevelopmentandhavevarioustrainingacademiestocatertovarioussectionsofemployees.Analyzetrainingneedstorecognizecompetencygapsandimpartknowledgethroughcustomizedtrainingprograms.WHATMOTIVATESPEOPLEAchievemeWHATMOTIVATESPEOPLEEmployeeengagementChallengingjobprofilesKeepthemself-motivatedGoodprojectsJobrotationJobsecurity/stabilityGoodteam,co-workers,bossesInadditiontotheexternalandinternalawards,have:WHATMOTIVATESPEOPLEEmployeeButwhathappenswhenthereisnotenoughmotivationamongtheemployees?LESSorNOMOTIVATION=DEMOTIVATIONButwhathappenswhenthereisWHYPEOPLELEAVETopReasons

whypeopleleavetheirjobs -HarvardBusinessReviewLearningOpportunitiestolearnnewskillsFeedback,especiallyforstarsCoachingandfeedbackbymanagersBadBossesconflictwiththebossasoneofthetopmostreasonsforthedepartureoftopperformingemployeesInadditionto:JobcontentLevelofresponsibilityCompanycultureCaliberofColleaguesLowgrowthpotentialLackofchallengeLackofautonomyNotenoughmoneyWorkenvironmentissuesWHYPEOPLELEAVETopReasonswhTHEORIESONMOTIVATIONMaslow’sMcGregor’sMcClelland’sTHEORIESONMOTIVATIONMaslow’sMASLOW’SHIERARCHYOFNEEDSPhysiologicalneeds(air,water,food,rest,exercise,etc)Safetyneeds(shelter,jobsecurity,retirementplan,insurance)Loveandbelonging(children,friends,partners)Selfesteem(fame,recognition,reputation,dignity)Selfactualization(Confidence,achievements,freedom)MASLOW’SHIERARCHYOFNEEDSPhyMCGREGOR’SXYTHEORYMCGREGOR’SXYTHEORYMCCLELLAND’SMOTIVATIONALNEEDSTHEORYACHIEVEMENTAFFILIATIONPOWERMCCLELLAND’SMOTIVATIONALNEEDThebeliefthatitisimportanttomeetorexceedastandardofexcellence.MCCLELLAND’S:ACHIEVEMENTFocusupon:Out-performingothersPerformingagainstinternalstandardsofexcellenceAchievinguniqueorinnovativeaccomplishmentsLong-rangecareerplanningIfyouscoredhighestinAchievement:Youplaceimportanceondoingthingsbetter,fasterorinnewwaysYouwanttousetimewellandgetfrustratedbytime-wastingYoucanseeorganizationalpoliticsasawasteoftimeGiventhechoiceofdoingsomethingyourselfordelegating,youwouldprobablychoosetodoityourselfThebeliefthatitisimportanFocusupon:Beingliked,acceptedandpopularConcernaboutseparationordisruptionofrelationshipsSeeinggrouptasksasprimarilysocialactivitiesMCCLELLAND’S:AFFILIATIONThebeliefthatestablishingandmaintainingclose,friendlyrelationshipsisimportantIfyouscoredhighestinAffiliation:YouplacehighestpriorityonavoidingconflictandmaintaininggoodrelationsYouareconcernedaboutpeople’sfeelingsYoutaketimetosocializeatworkandareintouchthe‘grapevine’Ifyouhadtodelegatetosomeonewhomightresenttheextrawork,youwouldmostlikelydoityourselfFocusupon:MCCLELLAND’S:AFFIThevalueforPowercantake2forms:1.PersonalizedPower–usedforself-benefit2.SocializedPower–usedforthebenefitofothersMCCLELLAND’S:POWERThebeliefthathavinganimpactmatters.Focusupon:Feeling–orbeingperceivedas–strong,effectiveandinfluentialTakingforcefulactionsthataffectpeopleGivingunsolicitedsupportoradviceInfluencing,persuadingormakingapointIfyouscoredhighestinPower:YouaremostconcernedwithhavingimpactoneventsandpeopleYoumakeapointofunderstandingorganizationalpoliticsandinfluentialrelationshipsWhenusedassocializedpowerandgiventhechoiceofdoingsomethingyourselfordelegating,youwouldprefertolettheotherpersoncompletethetasksothattheycanlearnanddevelop.ThevalueforPowercantake2JOBTENSIONAchievementAffiliationPowerPersonalValuesJobRequirementJobRequirementPersonalValuesJOBTENSIONAchievementAffiliatLowJOBREQUIREMENTSPERSONALVALUESLowinImp.Notimportanttoyou+Notnecessaryinyourjob=NoTensionNotimportanttoyou+Necessaryinyourjob=TensionImportanttoyou+Necessaryinyourjob=NoTensionImportanttoyou+Notnecessaryinyourjob=TensionHighinImpHighJOBTENSIONLowJOBREQUIREMENTSPERSONALVAchangeinyourpersonalormaterialdesiresExposuretonewinfluencesTherecognitionofthenegativeresultsofyourcurrentvaluesImmersioninanewenvironmentDEALINGWITHTENSIONAchangeinyourpersonalormHOWYOUCANDOITINYOURORGANIZATIONHOWYOUCANDOITINYOURORGAMOTIVATINGTRUST Respect,communication,credibilityPRIDE WorkrelatedtothepersonCAMARADERIE Teambuildingexercises,promoting teamwork,contests,create communitiesMOTIVATINGTRUST Respect,comPERFORMANCEAPPRAISALHowtoevaluateyourpeople?PerformanceAppraisalSystemscontaintwobasicsystems:EvaluationSystemFeedbackSystemToidentifytheperformancegap(ifany).Thisgapistheshortfallthatoccurswhenperformancedoesnotmeetthestandardsetbytheorganizationasacceptable.Toinformtheemployeeaboutthequalityofhisorherperformance.Theappraisersalsoreceivesfeedbackfromtheemployeeaboutjobproblems,etc.PERFORMANCEAPPRAISALHowtoevSTRATEGIESFORMOTIVATIONPositivereinforcementEffectivedisciplineTreatingpeoplefairlySatisfyingemployeesneedsSettingworkrelatedgoalsRestructuringjobsBaserewardsonjobperformanceSTRATEGIESFORMOTIVATIONPosiFivebasicelementsofexecutivecompensation:SalaryShort-termincentivesLong-termincentivesEmployeebenefitsPerksEXECUTIVECOMPENSATIONFivebasicelementsofexecutiWhatitisPartneringInvolvementRespectIndividualismEMPLOYEEENGAGEMENTWhatitisnotPraiseMerchandiseMoneyPatonthebackXPWhatitisEMPLOYEEENGAGEMENTWEMPLOYEEENGAGEMENTCustomizedtrainingprogramsHelppeoplebuildtrust,prideandcamaraderieDevelophighdegreesofcredibilityineverythingthatwesayanddoPlayhard,partyhardEncouragecommunitybuildingFollowagoodfeedbackandappraisalsystemGiveeveryonecleargoalsMaintainmentor-menteerelationshipsFollowsharedresponsibilitiestowardseachother,clientandthefranchiseeEMPLOYEEENGAGEMENTCustomizedWhyisemployeeengagementimportant?EngagedEmployees

LoyalCustomers

BiggerProfits.IfthestaffaremotivatedthenthecustomerswillbehappyTheshareholderswillthenbenefitthroughthecompany'ssuccess.EMPLOYEEENGAGEMENTWhyisemployeeengagementimpNoticeeachindividualSayThank-you,evenasmilecanmakeabigdifference.MakestafffeelrespectedandvaluedShareyourexperienceandknowledgeBeconfidenceaboutpeople.BehonestandtrustworthyDon’ttakepersonalcreditfortheirsuccessCreateablame-freecultureSetdevelopmentalgoalsMakeworkfun!!TOP10TIPSNoticeeachindividualTOP10ThankyouThankyouMotivatingEmployeesTheoryandapplicationsMotivatingEmployeesThePowerofaSmileShesmiledatthesorrowfulstranger.

Thesmilingseemedtomakehimfeelbetter.Herememberedpastkindnessesofafriend

Andwrotehimathankyouletter.Thefriendwassopleasedwiththethankyou

Thatheleftalargetipafterlunch.Thewaitress,surprisedbythesizeofthetip,

Betthewholethingonahunch.Thenextdayshepickedupherwinnings,

Andgaveparttoamanonthestreet.Themanonthestreetwasgrateful;

Fortwodayshe'dhadnothingtoeat.Afterhefinishedhisdinner,

Heleftforhissmalldingyroom.Hedidn'tknowatthatmoment

Thathemightbefacinghisdoom.Onthewayhepickedupashiveringpuppy

Andtookhimhometogetwarm.Thepuppywasverygrateful

Tobeinoutofthestorm.Thatnightthehousecaughtonfire.

Thepuppybarkedthealarm.Hebarkedtillhewokethewholehousehold

Andsavedeverybodyfromharm.Oneoftheboysthatherescued

GrewuptobePresident.Allthisbecauseofasimplesmile

Thathadn'tcostacent.ThePowerofaSmileShesmiledMOTIVATIONWhatismotivation?MOTIVATION=

ValueofoutcomexexpectationofachievingitMotivation

isadesiretoachieveagoal,combinedwiththeenergytoworktowardsthatgoal.MOTIVATIONWhatismotivation?Motivation

iseverything.Youcandotheworkoftwopeople,butyoucan'tbetwopeople.Instead,youhavetoinspirethenextguydownthelineandgethimtoinspirehispeople.Motivationistheartofgettingpeopletodowhatyouwantthemtodobecausethey

want

todoit.Motivationiseverything.YouWHATMOTIVATESPEOPLEExternalRewardsSalaryWorkingconditionsBenefitsEnvironmentInternalRewardsAchievementResponsibilityRecognitionFeedbackLearningandgrowthWHATMOTIVATESPEOPLEExternalWHATMOTIVATESPEOPLEAchievementResponsibilityRecognitionFeedbackLearningandgrowthRecognizeachievementsthroughprogramsthatshowcaseperformers.WHATMOTIVATESPEOPLEAchievemeWHATMOTIVATESPEOPLEAchievementResponsibilityRecognitionFeedbackLearningandgrowthHavevolunteerprogramsandotherprogramsthatenableemployeestoshowcasetheirresponsibilitytowardseachotherandthesocietyatlarge.WHATMOTIVATESPEOPLEAchievemeRecognizewinnersthroughawardslikeServiceQualityAwards,BestOperationsAwards,BestTrainerAwards,etc.WHATMOTIVATESPEOPLEAchievementResponsibilityRecognitionFeedbackLearningandgrowthRecognizewinnersthroughawarWHATMOTIVATESPEOPLEAchievementResponsibilityRecognitionFeedbackLearningandgrowthFollowasystemoffeedbackandperformanceappraisali.ethe360osysteminwhichboththebossandsubordinateparticipate.WHATMOTIVATESPEOPLEAchievemeWHATMOTIVATESPEOPLEAchievementResponsibilityRecognitionFeedbackLearningandgrowthGivealotofimportancetotraininganddevelopmentandhavevarioustrainingacademiestocatertovarioussectionsofemployees.Analyzetrainingneedstorecognizecompetencygapsandimpartknowledgethroughcustomizedtrainingprograms.WHATMOTIVATESPEOPLEAchievemeWHATMOTIVATESPEOPLEEmployeeengagementChallengingjobprofilesKeepthemself-motivatedGoodprojectsJobrotationJobsecurity/stabilityGoodteam,co-workers,bossesInadditiontotheexternalandinternalawards,have:WHATMOTIVATESPEOPLEEmployeeButwhathappenswhenthereisnotenoughmotivationamongtheemployees?LESSorNOMOTIVATION=DEMOTIVATIONButwhathappenswhenthereisWHYPEOPLELEAVETopReasons

whypeopleleavetheirjobs -HarvardBusinessReviewLearningOpportunitiestolearnnewskillsFeedback,especiallyforstarsCoachingandfeedbackbymanagersBadBossesconflictwiththebossasoneofthetopmostreasonsforthedepartureoftopperformingemployeesInadditionto:JobcontentLevelofresponsibilityCompanycultureCaliberofColleaguesLowgrowthpotentialLackofchallengeLackofautonomyNotenoughmoneyWorkenvironmentissuesWHYPEOPLELEAVETopReasonswhTHEORIESONMOTIVATIONMaslow’sMcGregor’sMcClelland’sTHEORIESONMOTIVATIONMaslow’sMASLOW’SHIERARCHYOFNEEDSPhysiologicalneeds(air,water,food,rest,exercise,etc)Safetyneeds(shelter,jobsecurity,retirementplan,insurance)Loveandbelonging(children,friends,partners)Selfesteem(fame,recognition,reputation,dignity)Selfactualization(Confidence,achievements,freedom)MASLOW’SHIERARCHYOFNEEDSPhyMCGREGOR’SXYTHEORYMCGREGOR’SXYTHEORYMCCLELLAND’SMOTIVATIONALNEEDSTHEORYACHIEVEMENTAFFILIATIONPOWERMCCLELLAND’SMOTIVATIONALNEEDThebeliefthatitisimportanttomeetorexceedastandardofexcellence.MCCLELLAND’S:ACHIEVEMENTFocusupon:Out-performingothersPerformingagainstinternalstandardsofexcellenceAchievinguniqueorinnovativeaccomplishmentsLong-rangecareerplanningIfyouscoredhighestinAchievement:Youplaceimportanceondoingthingsbetter,fasterorinnewwaysYouwanttousetimewellandgetfrustratedbytime-wastingYoucanseeorganizationalpoliticsasawasteoftimeGiventhechoiceofdoingsomethingyourselfordelegating,youwouldprobablychoosetodoityourselfThebeliefthatitisimportanFocusupon:Beingliked,acceptedandpopularConcernaboutseparationordisruptionofrelationshipsSeeinggrouptasksasprimarilysocialactivitiesMCCLELLAND’S:AFFILIATIONThebeliefthatestablishingandmaintainingclose,friendlyrelationshipsisimportantIfyouscoredhighestinAffiliation:YouplacehighestpriorityonavoidingconflictandmaintaininggoodrelationsYouareconcernedaboutpeople’sfeelingsYoutaketimetosocializeatworkandareintouchthe‘grapevine’Ifyouhadtodelegatetosomeonewhomightresenttheextrawork,youwouldmostlikelydoityourselfFocusupon:MCCLELLAND’S:AFFIThevalueforPowercantake2forms:1.PersonalizedPower–usedforself-benefit2.SocializedPower–usedforthebenefitofothersMCCLELLAND’S:POWERThebeliefthathavinganimpactmatters.Focusupon:Feeling–orbeingperceivedas–strong,effectiveandinfluentialTakingforcefulactionsthataffectpeopleGivingunsolicitedsupportoradviceInfluencing,persuadingormakingapointIfyouscoredhighestinPower:YouaremostconcernedwithhavingimpactoneventsandpeopleYoumakeapointofunderstandingorganizationalpoliticsandinfluentialrelationshipsWhenusedassocializedpowerandgiventhechoiceofdoingsomethingyourselfordelegating,youwouldprefertolettheotherpersoncompletethetasksothattheycanlearnanddevelop.ThevalueforPowercantake2JOBTENSIONAchievementAffiliationPowerPersonalValuesJobRequirementJobRequirementPersonalValuesJOBTENSIONAchievementAffiliatLowJOBREQUIREMENTSPERSONALVALUESLowinImp.Notimportanttoyou+Notnecessaryinyourjob=NoTensionNotimportanttoyou+Necessaryinyourjob=TensionImportanttoyou+Necessaryinyourjob=NoTensionImportanttoyou+Notnecessaryinyourjob=TensionHighinImpHighJOBTENSIONLowJOBREQUIREMENTSPERSONALVAchangeinyourpersonalormaterialdesiresExposuretonewinfluencesTherecognitionofthenegativeresultsofyourcurrentvaluesImmersioninanewenvironmentDEALINGWITHTENSIONAchangeinyourpersonalormHOWYOUCANDOITINYOURORGANIZATIONHOWYOUCANDOITINYOURORGAMOTIVATINGTRUST Respect,communication,credibilityPRIDE WorkrelatedtothepersonCAMARADERIE Teambuildingexercises,promoting teamwork,contests,create communitiesMOTIVATINGTRUST Respect,comPERFORMANCEAPPRAISALHowtoevaluateyourpeople?PerformanceAppraisalSystemscontaintwobasicsystems:EvaluationSystemFeedbackSystemToidentifytheperformancegap(ifa