羅賓斯管理學(xué)激勵Motivatingemployees

MotivatingEmployeesChapter

9-2Case:問題Supposeyousetupasmallcompanyaftergraduation,therearemanyworkswhichrequireyouremployeestodo.Howdoyoumotivateyouremployees?我們的模擬案例中的創(chuàng)業(yè)小公司面臨的一個眼前的問題，如何招募到員工，如何鼓勵員工為企業(yè)任務(wù)？2Case:情形案例Supposeyousetupasmallcompanyaftergraduation,becauseofthelimitedbudgetsyoucannotprovidefavorablesalarytoyouremployees,however,therearemanyworkswhichrequireyouremployeestoworkovertimewithverylimitedovertimesubsidiesinadditiontoaunsatisfiedworkingenvironments.Insuchasituation,whatyouwilldo?Howdoyoumotivateyouremployees?3WhatIsMotivation?DefinemotivationExplainmotivationasaneed-satisfyingprocess.4MotivationDMotivation動機Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal動機是個體為了實現(xiàn)目的而付出的努力的過程，包括努力的產(chǎn)生、指向和努力的繼續(xù)等。5MotivationDMotivation動機Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal動機是個體為了實現(xiàn)目的而付出的努力的過程，包括努力的產(chǎn)生、指向和努力的繼續(xù)等。Threekeyelements:Energy努力:ameasureofintensityordrive.Direction方向:towardorganizationalgoalsPersistence堅持性:exertingefforttoachievegoals.Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.6MotivationQ：IsMotivationapersonaltrait?–thatsomepeoplehaveandothersdon’t?動機是有人有，有人沒有嗎？A：Motivationistheresultofaninteractionbetweenapersonandasituation.不，內(nèi)外交錯的結(jié)果72.EarlyTheoriesof

Motivation

早期鼓勵實際2.1Maslow’sHierarchyofNeeds2.2MacGregor’sTheoriesXandY2.3Herzberg’sTwo-FactorTheory2.4McClelland’sThreeNeedsTheory8Exhibit15–1 Maslow’sHierarchyofNeeds馬斯洛需求層次實際自我實現(xiàn)尊重社交平安生理2.1Maslow’sHierarchyofNeedsTheory92.1Maslow’sHierarchyofNeedsTheoryPhysiologicalneeds-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.10112.1Maslow’sHierarchyofNeedsTheory馬斯洛需求層次實際Needswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external):physiological,safetyHigher-order(internal):social,esteem,self-actualization122.2

McGregor’sTheoryXandTheoryY

麥格雷戈X實際和Y實際TheoryXAssumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.TheoryYAssumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.13McGregor’sTheoryXandTheoryY

麥格雷戈X實際和Y實際TheoryXLower-orderneedsdominatedindividualsTheoryYHigher-orderneedsdominatedindividuals.Assumption:TheoryYismorevalidthanthoseofTheoryXMotivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.14Q:WhichTheoryIsMoreValid？Commentsoftheauthor:NoevidencetoconfirmthateithersetofassumptionsisvalidorthatbeingaTheoryYmanagermakesemployeesmoremotivated.152.3

Herzberg’sMotivation-HygieneTheory

赫茲伯格的雙因?qū)嶋HorTwofactortheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors保健要素:extrinsic(environmental)factorsthatcreatejobdissatisfaction.Motivators鼓勵要素:intrinsic(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.16Exhibit16–3 ContrastingViewsofSatisfaction-DissatisfactionP43317Exhibit16–2 Herzberg’sMotivation-HygieneTheory赫茲伯格雙因?qū)嶋HP434182.4Three-NeedsTheory

三種需求實際DavidMcClelland戴維.麥克利蘭Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)成就需求ThedrivetoexcelandsucceedPersonalresponsibility,feedbackonperformance,tooeasyortoodifficultwork;nAchmanager≠goodmanagerNeedforpower(nPow)權(quán)益需求TheneedtoinfluencethebehaviorofothersBestmanagerstendtobehighintheneedforachievementNeedofaffiliation(nAff)歸屬需求Thedesireforinterpersonalrelationships19Exhibit16-4:TATPicturesp435Exhibit16–4 ExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPow投射測試：根據(jù)圖片寫故事213.ContemporaryTheoriesofMotivation3.1Goal-SettingTheory3.2ReinforcementTheory3.3JobDesigntheory3.4EquityTheory3.5ExpectancyTheory3.6IntegratingContemporaryTheoriesofMotivation223.1Goal-settingtheoryGoal-SettingTheory目的設(shè)置實際E.A.LockeProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.實際主張設(shè)立詳細(xì)而富有挑戰(zhàn)性的，同時又是可以達(dá)成的和可以接受的目的，可以獲得比沒有目的或者有很容易實現(xiàn)的目的更好的成果。233.1Goal-settingtheoryGoal-SettingTheory目的設(shè)置實際E.A.LockeThreeresearchessupportthetheoryIntentiontoworktowardagoalisamajorsourceofjobmotivation.努力完成任務(wù)目的是任務(wù)最主要動力Ex:“doyourbest〞;or“toscorea93%tokeepyourAintheclass〞Achievementmotivationisstimulatedbymoderatelychallenginggoals10-20%highachieversAcceptedandcommittedtothegoals(2)Participationcanimproveacceptanceofchallenginggoals.(3)Feedbackshavepositiveeffectsonmotivation24Goal-SettingTheory目的設(shè)置實際的內(nèi)容Threefactorsaffectthegoal-performanceGoalcommitment目的承諾InternallocusofcontrolGoalsaremadepublicGoalsareself-setratherthanassignedAdequateself-efficacy自我效能Individual’sBeliefthathe/sheiscapableofperformingataskLowself-efficacy--reduceeffortstorespondnegativefeedbacksHighself-efficacy--increaseeffortstorespondnegativefeedbacksNationalculture民族文化Thevalueofgoal-settingtheorydependsonthenationalculture.AdaptableinUSCanadaMightnotadaptableinsomeothercountries,suchasChilly,Portugal25Exhibit16–5 Goal-SettingTheory目的設(shè)置實際P437Conclusions:Intentiontoworktowardagoalisamajorsourceofjobmotivation.Thetheoryisapplicabletoemployeeswhoacceptthegoalsandhavegoalcommitment.Participationcanimproveacceptanceofchallenginggoals.FeedbackshavepositiveeffectsonmotivationSummarize自我效能263.2ReinforcementTheoryReinforcementTheory強化實際B.F.SkinnerAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.行為是結(jié)果的函數(shù)，行為的緣由來自外部，假設(shè)行為之后緊接著給予一個積極的強化物，那么會提高該行為的反復(fù)的比率。Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors.Researchshowsthatreinforcementstronglyaffectsworkbehaviorsofemployees27DifferencebetweenRTandGST

強化實際與目的設(shè)定實際的區(qū)別TheDifferenceBetweenReinforcementTheoryandGoal-SettingTheoryRTassumesabehavioriscausedbyenvironment強調(diào)環(huán)境GSTbelievesthatsourcesofmotivationisfrompersonalgoals強調(diào)內(nèi)心對目的的追求283.3DesigningmotivatingJobs

JobdesigntheoryJobDesign任務(wù)設(shè)計Thewaytasksarecombinedtoformcompletejobs.將各種義務(wù)組合起來構(gòu)成完好任務(wù)的方法。Factorsinfluencingjobdesign:Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferences293.3JobDesignTheoryJobDesign任務(wù)設(shè)計ApproachesofjobdesigningtomotivateemployeesJobenlargement任務(wù)擴展化(scope)橫向擴展Increasingthejob’sscope(numberandfrequencyoftasks)Ex:dentist,sanitizingandstoringinstrumentsJobenrichment任務(wù)豐富化(depth)縱向擴展Increasingresponsibilityandautonomy(depth)inajob.Ex:dentist,scheduleappointments,followupwithclients30DesigningMotivatingJobs(cont’d)JobCharacteristicsModel(JCM)任務(wù)特征模型Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees’growthneeds.Fiveprimaryjobcharacteristics:Skillvariety技藝多樣性:howmanyskillsandtalentsareneeded?Taskidentity義務(wù)完好性:doesthejobproduceacompletework?Tasksignificance義務(wù)重要性:howimportantisthejob?Autonomy任務(wù)自主性:howmuchindependencedoesthejobholderhave?Feedback任務(wù)反響:doworkersknowhowwelltheyaredoing?31Exhibit16–6 JobCharacteristicsModel任務(wù)特征模型Source:J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.P439個人與任務(wù)的結(jié)果32Exhibit16–7 GuidelinesforJobRedesignSource:J.R.HackmanandJ.L.Suttle(eds.).ImprovingLifeatWork(Glenview,IL:Scott,Foresman,1977).Withpermissionoftheauthors.P44033DesigningMotivatingJobs(cont’d)SuggestionsforUsingtheJCM任務(wù)特性方式的建議Combinetasks(jobenlargement)tocreatemoremeaningfulwork.發(fā)明任務(wù)的重要性Createnaturalworkunitstomakeemployees’workimportantandwhole.任務(wù)的完好性Establishexternalandinternalclientrelationshipstoprovidefeedback.建立客戶聯(lián)絡(luò)Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.自主權(quán)Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.完好性反響343.4EquityTheory

公平實際J.StaceyAdams斯達(dá)西.亞當(dāng)斯DEquitytheory-thetheorythatanemployeecompareshisorherjob’sinput-outcomeratiowiththatofrelevantothersandthencorrectsanyinequity.把本人的所得與付出的比較系數(shù)與參照系統(tǒng)比較，然后改動任何的不公平。Referents-thepersons,systems,orselvesagainstwhichindividualscomparethemselvestoassessequity.Exhibit16–8 EquityTheory公平實際P442363.4EquityTheoryEquityTheoryIftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).37Case：FairorUnfair?央企高管降薪正式實施涉及72家央企擔(dān)任人

央企高管降薪至8千

少壯派老總表示不干了38Case：FairorUnfair?央企高管降薪正式實施涉及72家央企擔(dān)任人

從2021年起，72家央企高管工資單上的數(shù)字要小了，他們享用的職務(wù)消費也將被嚴(yán)厲規(guī)范。昨天〔1月1日〕，<中央管理企業(yè)擔(dān)任人薪酬制度改革方案>正式實施。改革首批將涉及72家央企的擔(dān)任人，包括中石油、中石化、中國挪動等組織部門任命擔(dān)任人的53家央企，以及其他金融、鐵路等19家企業(yè)。這次改革在業(yè)內(nèi)稱為“有一錘定音之效〞。人社部副部長邱小平曾表示，“改革后多數(shù)中央管理企業(yè)擔(dān)任人的薪酬程度將會下降，有的下降幅度還會比較大〞。

雙重身份，不能雙重規(guī)范

央企擔(dān)任人往往具有雙重身份，不僅是職業(yè)經(jīng)理人，還同時是具有較高行政級別的公務(wù)員。在職務(wù)薪酬上往往既有高管工資，又有“高官〞待遇。數(shù)據(jù)顯示，2021年我國滬深上市公司主要擔(dān)任人年平均薪酬程度為76.3萬元，全部擔(dān)任人平均薪酬程度為46.1萬元。央企擔(dān)任人薪酬程度是同期滬深上市公司主要擔(dān)任人的大約2～3倍，與職工薪酬差距到達(dá)12倍之多，顯著偏高。不過，中國社科院人口與勞動經(jīng)濟(jì)研討所副所長張車偉說，新規(guī)實施后，也并非大多數(shù)央企擔(dān)任人的薪酬程度會普遍下降。張車偉：“從我們看到的情況來講，央企高管也就是個他人的薪酬程度過高。那么，我想它影響的是那些特別高的人，對大多數(shù)人來講，應(yīng)該有影響，但不會特別大。過高的薪酬一定會顯著下降，這毫無疑問。〞

降薪撬動國有企業(yè)完善現(xiàn)代企業(yè)制度

改革后的央企高管的薪酬構(gòu)造由根本年薪加績效改為根本年薪、績效年薪加任期鼓勵收入。一位央企內(nèi)部人士分析說，根本年薪將根據(jù)上年度72家在職員工平均工資的兩倍確定?？冃晷讲怀礁灸晷降膬杀丁６纹诠膭钍杖氩怀侥晷娇偝潭鹊?0%?？偟氖杖氩怀皆诼殕T工平均工資的7～8倍。張車偉以為，嚴(yán)厲規(guī)范央企擔(dān)任人薪酬，其實不是簡單意義上的降薪，更深的意義在于撬動國有企業(yè)完善現(xiàn)代企業(yè)制度。張車偉：“這并不意味著高管薪酬的改革就只是一個降薪，而是說向著一個更加合理的薪酬體系改革的方向，而且本身就應(yīng)該是我們國有企業(yè)改革的一個重要部分。〞39ResponsestoperceivedinequitiesEquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.曲解Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.40DistributiveJusticeandProceduraljusticeEquityTheory(cont’d)Distributivejustice分配公平Theperceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).Influencesanemployee’ssatisfaction.Proceduraljustice程序公平Theperceivedfairnessoftheprocessusetodeterminethedistributionofrewards(i.e.,howwhoreceivedwhat).Affectsanemployee’sorganizationalcommitment.ImplicationofEquityTheoryMotivationsareaffectedbyequitySharinginformationProceduraljustice413.5ExpectancyTheoryExpectancyTheory(VictorVroom維克多.弗羅姆)等待實際Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.當(dāng)人們預(yù)期某種行為能為個體帶來某種特定的結(jié)果，而且這種結(jié)果對個體具有吸引力時，個體就傾向于采取這種行為。EX：Incentivetourtoabroadaftercompletingthegoalofwork423.5ExpectancyTheoryExpectancyTheory(VictorVroom)等待實際Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:employeeabilitiesandtraining/developmentPerformance:validappraisalsystemsRewards(goals):understandingemployeeneeds43Exhibit16–9 SimplifiedExpectancyModelP442目的與個人努力的聯(lián)接443.5ExpectancyTheory(cont’d)ExpectancyRelationshipsExpectancy(effort-performancelinkage)期望或努力績效聯(lián)絡(luò)Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.Instrumentality(performance-rewardlinkage)獎賞聯(lián)絡(luò)Theperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).Valence(attractivenessofreward)效價或獎賞的吸引力Theattractiveness/importanceoftheperformancereward(outcome)totheindividual.45P4443.6IntegratingContemporaryTheoriesofMotivationExhibit16–10

IntegratingContemporaryTheoriesofMotivationFivetheoriesGoalsettingReinforcementJobdesignEquityExpectancy464.CurrentIssuesinMotivationManagingCross-CulturalMotivationalChallengesMotivatingUniqueGroupsofWorkersDiverseWorkforceProfessionalsContingentWorkersMinimum-WageEmployeesDesigningAppropriateRewardsProgramsMotivatinginToughEconomicCircumstances474.1Cross-CulturalChallengesMotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements〞tobedistributedbasedonindividualneeds,notindividualperformance.Cross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.484.2MotivatingUniqueGroupsofWorkers〔1〕Motivatingadiverseworkforcethroughflexibility:鼓勵多元化的員工隊伍Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.49〔1〕Motivatingadiverseworkforcethroughflexibility:

鼓勵多元化的員工隊伍

FlexibleWork/JobschedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharingTwoormorepeoplesplitafull-timejob.TelecommutingEmployeesworkfromhomeusingcomputerlinks.50CurrentIssuesinMotivation(cont’d)〔2〕MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork51CurrentIssuesinMotivation(cont’d)〔3〕MotivatingContingentWorkers鼓勵應(yīng)急員工(暫時工)OpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefits〔4〕MotivatingLow-Skilled,Minimum-WageEmployeesHigherpayEmployeerecognitionprograms,provisionofsincerepraise524.3DesigningAppropriateRewardsPrograms〔1〕Open-bookmanagement賬目公開管理Involvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.〔2〕Employeerecognitionprograms員工認(rèn)可方案Givingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.〔3〕Pay-for-performance績效工資方案Variablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonuses〔4〕Stockoptionprograms股票期權(quán)方案righttopurchasesharesofcompanystockataset(option)price534.4MotivatinginToughEconomicCircumstancesCreativeCommunicationEstablishcommongoalCreatingacommunityfeelsoemployeescouldseethatmanagerscaredaboutthemandtheirworkGiveopportunitiestocontinuetolearnandgrowEncouragingword545.FromTheorytoPractice:

GuidelinesforMotivatingEmployees55Case:answer

Supposeyousetupasmallcompanyaftergraduation,therearemanyworkswhichrequireyouremployeestodo.Howdoyoumotivateyouremployees?56小組作業(yè)：餐飲業(yè)如何與顧客交流提高滿意度，形成持續(xù)競爭力？自行車休閑如何運用IT技術(shù)營銷形成競爭優(yōu)勢？57GuidelinesforMotivatingEmployeesRecognizeIndividualDifferencesMatchPeopletoJobsUsegoalsEnsurethatgoalsareperceivedasattainableIndividualizerewardsLinkrewardstoperformanceCheckthesystemforequityUserecognitionShowcareandconcernforemployeesDon’tignoremoney58ContentsWhatIsMotivation?EarlyTheoriesofMotivationContemporaryTheoriesofMotivationCurrentIssuesinMotivationSuggestionsfromMotivatingEmployees59DiscussionPart5SCENARIOWritedownwhatyouwilldoinfaceofthefollowingsituation,andanswerthequestions.Scenario:DesigningMotivatingJobsKaylaBurkeisanadvertisingcopywriterwhoworksintherecordedmusicdivisionofMediaplex‘smarketingdepartment.Kaylaisahardworkerandherworkperformancehasbeenverygood.Hermostrecentworkprojectinvolveswritingdirectmailletterstocurrentandpotentialcustomersregardingnewmusic(bothliveandrecorded)beingmarketedbyMediaplex.Shealsosendscouponsfordiscountsonthenewmusicalongwiththedirectmailletters.Recently,however,sheseemstohave