基于期望理論的90后員工激勵研究

基于期望理論的90后員工激勵研究一、本文概述Overviewofthisarticle隨著社會的快速發(fā)展和經(jīng)濟的全球化，90后員工逐漸成為職場的主力軍。他們出生于信息時代，擁有獨特的價值觀和工作態(tài)度，對工作環(huán)境和激勵方式有著更高的期望和要求。因此，如何有效激勵90后員工，提高他們的工作積極性和滿意度，成為企業(yè)面臨的重要問題。本文旨在基于期望理論，對90后員工的激勵問題進行研究，探討有效的激勵策略和方法。Withtherapiddevelopmentofsocietyandeconomicglobalization,post-90semployeeshavegraduallybecomethemainforceintheworkplace.Theywerebornintheinformationageandhaveuniquevaluesandworkattitudes,withhigherexpectationsandrequirementsfortheworkenvironmentandmotivationmethods.Therefore,howtoeffectivelymotivateemployeesborninthe1990s,improvetheirworkenthusiasmandsatisfaction,hasbecomeanimportantissuefacedbyenterprises.Thisarticleaimstostudythemotivationissuesofpost-90semployeesbasedonexpectancytheory,andexploreeffectiveincentivestrategiesandmethods.期望理論是由美國心理學家維克多·弗魯姆提出的，它認為人們的行為動機是由期望和價值共同決定的。期望是指個體對某一行為能否導致特定結果的主觀概率估計，價值則是指個體對特定結果的偏好程度。根據(jù)期望理論，激勵的過程就是調整個體的期望和價值，使其與組織目標相一致，從而激發(fā)個體的積極性和創(chuàng)造力。TheexpectancytheorywasproposedbyAmericanpsychologistVictorFromm,whichbelievesthatpeople'sbehavioralmotivationisdeterminedbybothexpectationsandvalues.Expectationreferstoanindividual'ssubjectiveprobabilityestimateofwhetheracertainbehaviorcanleadtoaspecificoutcome,whilevaluereferstoanindividual'sdegreeofpreferenceforaspecificoutcome.Accordingtotheexpectancytheory,theprocessofmotivationistoadjustindividualexpectationsandvaluestoalignwithorganizationalgoals,therebystimulatingindividualmotivationandcreativity.本文首先將對90后員工的特點和工作態(tài)度進行深入分析，了解他們的需求和期望。然后，結合期望理論，探討如何構建符合90后員工特點的激勵體系。在此基礎上，本文將提出一系列具體的激勵策略和方法，包括薪酬激勵、職業(yè)發(fā)展激勵、情感激勵等，以期為企業(yè)提供有益的參考和借鑒。本文還將對激勵效果進行評估和反饋，以便不斷完善和調整激勵策略，實現(xiàn)企業(yè)與員工的共同發(fā)展。Thisarticlewillfirstconductanin-depthanalysisofthecharacteristicsandworkattitudesofpost-90semployees,inordertounderstandtheirneedsandexpectations.Then,combinedwithexpectancytheory,explorehowtobuildanincentivesystemthatfitsthecharacteristicsofpost-90semployees.Onthisbasis,thisarticlewillproposeaseriesofspecificincentivestrategiesandmethods,includingsalaryincentives,careerdevelopmentincentives,emotionalincentives,etc.,inordertoprovideusefulreferenceandinspirationforenterprises.Thisarticlewillalsoevaluateandprovidefeedbackontheeffectivenessofincentives,inordertocontinuouslyimproveandadjustincentivestrategies,andachievecommondevelopmentbetweentheenterpriseandemployees.二、期望理論概述OverviewofExpectancyTheory期望理論，也被稱為“效價-手段-期望理論”，是由美國心理學家維克多·弗魯姆于1964年在《工作與激勵》一書中提出的。這一理論是激勵理論中最具代表性的內容之一，它詳細闡述了個人如何根據(jù)期望來做出行為決策的過程。Theexpectancytheory,alsoknownasthevalencemeansexpectancytheory,wasproposedbyAmericanpsychologistVictorFromminhisbook"WorkandMotivation"in1Thistheoryisoneofthemostrepresentativecontentsinmotivationtheory,whichelaboratesontheprocessofhowindividualsmakebehavioraldecisionsbasedonexpectations.期望理論的核心在于三個要素：期望、工具性和價值。期望是指個體對某一行為能夠導致某一結果的主觀概率估計；工具性則是指個體對某一結果能夠滿足其某種需要的評價；價值則是個體對某一結果所偏好的程度。這三者之間的關系可以表述為：激勵力量（M）=期望值（E）×工具性（I）×價值（V）。Thecoreofexpectancytheoryliesinthreeelements:expectation,instrumentality,andvalue.Expectationreferstoanindividual'ssubjectiveprobabilityestimatethatacertainbehaviorcanleadtoacertainoutcome;Instrumentalityreferstoanindividual'sevaluationthatacertainoutcomecanmeettheircertainneeds;Valueisthedegreetowhichanindividualprefersacertainoutcome.Therelationshipbetweenthesethreecanbeexpressedas:motivationalforce(M)=expectedvalue(E)xinstrumentality(I)xvalue(V).在期望理論中，弗魯姆強調了期望與結果之間的關系，并認為這種關系會影響個體的動機和行為。如果個體認為某一行為能夠帶來所期望的結果，并且這個結果對其有足夠的價值，那么個體就會受到激勵，從而采取這一行為。Inexpectancytheory,Frommemphasizestherelationshipbetweenexpectationsandoutcomes,andbelievesthatthisrelationshipcanaffectanindividual'smotivationandbehavior.Ifanindividualbelievesthatacertainbehaviorcanbringtheexpectedresultandthattheresultisofsufficientvaluetothem,thentheindividualwillbemotivatedtoadoptthatbehavior.對于90后員工而言，期望理論具有特別的意義。作為新一代的員工，90后員工通常具有更高的教育水平、更豐富的信息來源和更加多元化的價值觀。因此，他們對于工作的期望和需求也與傳統(tǒng)員工有所不同。通過深入了解90后員工的期望和需求，并運用期望理論進行激勵，企業(yè)可以更有效地激發(fā)他們的工作積極性和創(chuàng)造力，從而實現(xiàn)更好的組織績效。Forpost-90semployees,expectancytheoryhasspecialsignificance.Asanewgenerationofemployees,thoseborninthe1990stypicallyhavehigherlevelsofeducation,richersourcesofinformation,andmorediversevalues.Therefore,theirexpectationsandneedsforworkarealsodifferentfromtraditionalemployees.Bygainingadeeperunderstandingoftheexpectationsandneedsofpost-90semployeesandusingexpectancytheorytomotivatethem,companiescanmoreeffectivelystimulatetheirworkenthusiasmandcreativity,therebyachievingbetterorganizationalperformance.三、90后員工特點與激勵需求分析AnalysisoftheCharacteristicsandIncentiveNeedsofPost-90sEmployees隨著時代的變遷，90后員工逐漸成為職場的主力軍。他們成長于信息爆炸、經(jīng)濟高速發(fā)展的年代，具備了許多獨特的性格特點和價值追求。對于這一群體，了解其特點并深入分析其激勵需求，對于制定有效的激勵策略至關重要。Withthechangesofthetimes,post-90semployeeshavegraduallybecomethemainforceintheworkplace.Theygrewupinaneraofinformationexplosionandrapideconomicdevelopment,possessingmanyuniquepersonalitytraitsandvaluepursuits.Understandingthecharacteristicsofthisgroupandanalyzingtheirincentiveneedsindepthiscrucialfordevelopingeffectiveincentivestrategies.90后員工普遍受教育程度較高，他們具備較強的學習能力和創(chuàng)新意識，對于新知識和新技能有著天然的敏感度和熱情。他們注重個人成長和職業(yè)發(fā)展，追求在工作中實現(xiàn)自我價值。因此，在激勵措施上，除了傳統(tǒng)的物質激勵外，他們更加看重個人職業(yè)發(fā)展的機會和空間。Employeesborninthe1990sgenerallyhaveahigherlevelofeducation,possessstronglearningabilitiesandinnovativeconsciousness,andhaveanaturalsensitivityandenthusiasmfornewknowledgeandskills.Theyfocusonpersonalgrowthandcareerdevelopment,pursuingself-worthintheirwork.Therefore,intermsofincentivemeasures,inadditiontotraditionalmaterialincentives,theyplacemoreemphasisonopportunitiesandspaceforpersonalcareerdevelopment.與此同時，90后員工也是一群追求自由和個性的人。他們不愿意被束縛在傳統(tǒng)的工作模式和框架內，更喜歡靈活、自由的工作環(huán)境。在激勵機制的設計上，需要充分考慮他們的這一特點，為他們提供更加多樣化和個性化的激勵方式。Atthesametime,post-90semployeesarealsoagroupofpeoplewhopursuefreedomandindividuality.Theydonotwanttobeconfinedtotraditionalworkpatternsandframeworks,andpreferaflexibleandfreeworkingenvironment.Inthedesignofincentivemechanisms,itisnecessarytofullyconsidertheircharacteristicsandprovidethemwithmorediverseandpersonalizedincentivemethods.90后員工還具有較強的團隊合作意識和社會責任感。他們愿意在團隊中發(fā)揮自己的作用，同時也關注社會的可持續(xù)發(fā)展。因此，在激勵過程中，可以通過強調團隊合作和社會責任來激發(fā)他們的工作熱情和創(chuàng)造力。Post-90semployeesalsohaveastrongsenseofteamworkandsocialresponsibility.Theyarewillingtoplaytheirroleintheteamwhilealsopayingattentiontothesustainabledevelopmentofsociety.Therefore,intheprocessofmotivation,itispossibletostimulatetheirworkenthusiasmandcreativitybyemphasizingteamworkandsocialresponsibility.針對90后員工的激勵需求分析，需要從個人成長、工作環(huán)境、團隊合作和社會責任等多個維度出發(fā)，制定符合他們特點和需求的激勵策略。這樣不僅能夠提高他們的工作積極性和滿意度，還能為企業(yè)創(chuàng)造更多的價值。Toanalyzethemotivationneedsofpost-90semployees,itisnecessarytodevelopincentivestrategiesthatmeettheircharacteristicsandneedsfrommultipledimensionssuchaspersonalgrowth,workenvironment,teamcooperation,andsocialresponsibility.Thiscannotonlyimprovetheirworkenthusiasmandsatisfaction,butalsocreatemorevaluefortheenterprise.四、基于期望理論的90后員工激勵策略IncentiveStrategiesforPost-90sEmployeesBasedonExpectancyTheory隨著90后逐漸成為職場的主力軍，了解并掌握針對他們的有效激勵策略顯得尤為重要。期望理論，作為一種重要的動機理論，為我們提供了理解和指導90后員工激勵的框架。以下是根據(jù)期望理論，針對90后員工的激勵策略。Asthepost-90sgenerationgraduallybecomesthemainforceintheworkplace,itisparticularlyimportanttounderstandandmastereffectiveincentivestrategiesforthem.Theexpectancytheory,asanimportantmotivationtheory,providesuswithaframeworkforunderstandingandguidingthemotivationofpost-90semployees.Thefollowingareincentivestrategiesforpost-90semployeesbasedonexpectancytheory.明確并設定具有吸引力的目標。90后員工往往對工作有更高的期望和追求，他們更傾向于選擇那些能夠滿足自我實現(xiàn)和成長的工作。因此，管理者應為他們設定明確且具有挑戰(zhàn)性的目標，以激發(fā)他們的工作熱情和動力。Clearlydefineandsetattractivegoals.Post-90semployeesoftenhavehigherexpectationsandpursuitsfortheirwork,andtheyaremoreinclinedtochoosejobsthatcansatisfyselfrealizationandgrowth.Therefore,managersshouldsetclearandchallenginggoalsforthemtostimulatetheirworkenthusiasmandmotivation.提供多元化的獎勵機制。除了傳統(tǒng)的薪資和晉升獎勵外，90后員工更看重的是能夠滿足他們個人需求和興趣的獎勵。例如，提供培訓和發(fā)展機會、靈活的工作時間、富有創(chuàng)意的工作環(huán)境等，都可以作為有效的激勵手段。Providediversifiedrewardmechanisms.Inadditiontotraditionalsalaryandpromotionrewards,post-90semployeesvaluerewardsthatcanmeettheirpersonalneedsandinterestsmore.Forexample,providingtraininganddevelopmentopportunities,flexibleworkinghours,andcreativeworkenvironmentscanallbeeffectivemotivationaltools.再者，建立公平透明的評價機制。90后員工對公平和公正有著極高的要求，他們希望自己的努力能夠得到公正的評價和回報。因此，管理者應建立公開透明的評價制度，確保員工的努力和貢獻能夠得到應有的認可。Furthermore,establishafairandtransparentevaluationmechanism.Post-90semployeeshaveextremelyhighdemandsforfairnessandjustice,andtheyhopethattheireffortscanreceivefairevaluationandrewards.Therefore,managersshouldestablishanopenandtransparentevaluationsystemtoensurethattheeffortsandcontributionsofemployeesarerecognizedastheydeserve.提供及時反饋和認可。對于90后員工來說，及時的反饋和認可比傳統(tǒng)的年度評價更為重要。他們希望在工作中能夠得到及時的指導和反饋，以便及時調整自己的工作方向和方法。Providetimelyfeedbackandrecognition.Forpost-90semployees,timelyfeedbackandrecognitionaremoreimportantthantraditionalannualevaluations.Theyhopetoreceivetimelyguidanceandfeedbackintheirwork,soastoadjusttheirworkdirectionandmethodsinatimelymanner.營造積極的工作氛圍和企業(yè)文化。90后員工更傾向于在積極、開放和包容的工作環(huán)境中工作。因此，企業(yè)應積極營造這樣的工作氛圍，并通過企業(yè)文化來傳遞企業(yè)的價值觀和理念，從而激發(fā)員工的工作熱情和忠誠度。Createapositiveworkatmosphereandcorporateculture.Post-90semployeestendtoworkinapositive,open,andinclusiveworkenvironment.Therefore,enterprisesshouldactivelycreatesuchaworkingatmosphereandconveytheirvaluesandconceptsthroughcorporateculture,therebystimulatingemployeeenthusiasmandloyalty.基于期望理論的90后員工激勵策略應注重目標設定、獎勵機制、評價機制、及時反饋和認可以及工作氛圍和企業(yè)文化等方面。通過綜合運用這些策略，可以有效地激發(fā)90后員工的工作動力，提高他們的工作滿意度和績效。Themotivationstrategyforpost-90semployeesbasedonexpectancytheoryshouldfocusongoalsetting,rewardmechanism,evaluationmechanism,timelyfeedbackandrecognition,aswellasworkatmosphereandcorporateculture.Bycomprehensivelyapplyingthesestrategies,itispossibletoeffectivelystimulatetheworkmotivationofpost-90semployees,improvetheirjobsatisfactionandperformance.五、案例分析Caseanalysis為了深入探究期望理論在90后員工激勵中的實際應用，本研究選取了一家知名互聯(lián)網(wǎng)公司A公司作為案例分析對象。A公司以其創(chuàng)新、活力的企業(yè)文化吸引了大量90后員工的加入，因此，研究其激勵措施對于理解如何有效激勵90后員工具有重要意義。Inordertodeeplyexplorethepracticalapplicationofexpectationtheoryinthepost90semployeemotivation,thisstudyselectsAcompany,awell-knownInternetcompany,asthecasestudyobject.CompanyAhasattractedalargenumberofpost-90semployeeswithitsinnovativeanddynamiccorporateculture.Therefore,studyingitsincentivemeasuresisofgreatsignificanceforunderstandinghowtoeffectivelymotivatepost-90semployees.A公司成立于2010年，是一家專注于互聯(lián)網(wǎng)技術研發(fā)與應用的創(chuàng)新型企業(yè)。公司員工結構以90后為主力軍，占比超過60%。公司注重員工的個人成長與發(fā)展，提供多樣化的職業(yè)發(fā)展路徑和豐富的培訓資源。同時，A公司也面臨著90后員工特有的激勵挑戰(zhàn)，如個性化需求、職業(yè)發(fā)展規(guī)劃不明確等問題。CompanyA,foundedin2010,isaninnovativeenterprisefocusingontheR&DandapplicationofInternettechnology.Thecompany'semployeestructureismainlycomposedofthepost-90sgeneration,accountingforover60%.Thecompanyfocusesonthepersonalgrowthanddevelopmentofemployees,providingdiversecareerdevelopmentpathsandabundanttrainingresources.Atthesametime,CompanyAisalsofacinguniquemotivationalchallengesforemployeesborninthe1990s,suchaspersonalizedneedsandunclearcareerdevelopmentplans.明確的目標設定：公司設定了清晰、具體的個人和團隊目標，使90后員工能夠明確了解自己的工作方向和預期成果。通過目標設定，員工能夠感受到自己的工作價值，從而激發(fā)工作動力。Cleargoalsetting:Thecompanyhassetclearandspecificindividualandteamgoals,enablingpost-90semployeestohaveaclearunderstandingoftheirworkdirectionandexpectedoutcomes.Bysettinggoals,employeescanfeelthevalueoftheirwork,therebystimulatingworkmotivation.個性化的獎勵機制：A公司關注90后員工的個性化需求，提供多元化的獎勵方式。除了傳統(tǒng)的薪資和獎金，還包括旅游獎勵、培訓機會、晉升機會等。這種個性化的獎勵機制使員工能夠根據(jù)自己的需求和期望選擇合適的獎勵方式，從而提高激勵效果。Personalizedrewardmechanism:CompanyAfocusesonthepersonalizedneedsofpost-90semployeesandprovidesdiversifiedrewardmethods.Inadditiontotraditionalsalaryandbonuses,italsoincludestravelrewards,trainingopportunities,promotionopportunities,etc.Thispersonalizedrewardmechanismenablesemployeestochooseappropriaterewardmethodsbasedontheirownneedsandexpectations,therebyimprovingmotivationeffectiveness.公平、透明的晉升機制：公司建立了公平、透明的晉升機制，為90后員工提供了廣闊的晉升空間。通過定期的績效評估，員工可以了解自己的工作表現(xiàn)，從而明確晉升路徑和未來發(fā)展方向。這種晉升機制有助于激發(fā)員工的進取心和歸屬感。Fairandtransparentpromotionmechanism:Thecompanyhasestablishedafairandtransparentpromotionmechanism,providingbroadpromotionopportunitiesforemployeesborninthe1990s.Throughregularperformanceevaluations,employeescanunderstandtheirworkperformance,therebyclarifyingtheirpromotionpathandfuturedevelopmentdirection.Thispromotionmechanismhelpstostimulateemployees'initiativeandsenseofbelonging.良好的工作環(huán)境與氛圍：A公司注重營造輕松、活潑的工作氛圍，提供舒適的工作環(huán)境。同時，公司還鼓勵員工之間的交流與合作，推動團隊協(xié)作精神的培養(yǎng)。這種良好的工作環(huán)境與氛圍有助于增強員工的歸屬感和工作滿意度。Agoodworkingenvironmentandatmosphere:CompanyAfocusesoncreatingarelaxedandlivelyworkingatmosphere,providingacomfortableworkingenvironment.Atthesametime,thecompanyalsoencouragescommunicationandcooperationamongemployees,promotingthecultivationofteamworkspirit.Thiskindofgoodworkingenvironmentandatmospherehelpstoenhanceemployees'senseofbelongingandjobsatisfaction.通過對A公司90后員工的問卷調查和訪談，發(fā)現(xiàn)其激勵措施取得了顯著成效。員工普遍表示對公司的激勵措施感到滿意，工作積極性和效率得到了顯著提高。同時，公司的業(yè)績也呈現(xiàn)出穩(wěn)步增長的趨勢。Throughaquestionnairesurveyandinterviewswithemployeesborninthe1990satCompanyA,itwasfoundthattheirincentivemeasureshaveachievedsignificantresults.Employeesgenerallyexpressedsatisfactionwiththecompany'sincentivemeasures,andtheirworkenthusiasmandefficiencyhavebeensignificantlyimproved.Atthesametime,thecompany'sperformancealsoshowsasteadygrowthtrend.重視個性化需求：在激勵90后員工時，企業(yè)應關注員工的個性化需求，提供多樣化的獎勵方式和晉升機制，以滿足員工的期望和動力。Emphasizingpersonalizedneeds:Whenmotivatingemployeesborninthe1990s,companiesshouldpayattentiontotheirpersonalizedneeds,providediverserewardmethodsandpromotionmechanismstomeettheirexpectationsandmotivation.設定明確的目標：清晰、具體的目標能夠使90后員工更加明確自己的工作方向和預期成果，從而提高工作積極性和效率。Settingcleargoals:Clearandspecificgoalscanhelppost-90semployeesbetterunderstandtheirworkdirectionandexpectedoutcomes,therebyimprovingworkenthusiasmandefficiency.營造良好的工作環(huán)境：企業(yè)應注重營造輕松、活潑的工作氛圍和舒適的工作環(huán)境，以增強員工的歸屬感和工作滿意度。Creatingagoodworkingenvironment:Enterprisesshouldfocusoncreatingarelaxedandlivelyworkingatmosphereandacomfortableworkingenvironmenttoenhanceemployees'senseofbelongingandjobsatisfaction.關注員工成長與發(fā)展：企業(yè)應提供豐富的培訓資源和職業(yè)發(fā)展路徑，幫助90后員工實現(xiàn)個人成長與發(fā)展，從而激發(fā)員工的進取心和忠誠度。Payattentiontoemployeegrowthanddevelopment:Enterprisesshouldprovideabundanttrainingresourcesandcareerdevelopmentpathstohelppost-90semployeesachievepersonalgrowthanddevelopment,therebystimulatingtheirinitiativeandloyalty.通過深入理解和應用期望理論，企業(yè)在激勵90后員工時可以更加精準地把握員工的需求和期望，從而提高激勵效果，實現(xiàn)企業(yè)與員工的共同發(fā)展。Bydeeplyunderstandingandapplyingtheexpectancytheory,enterprisescanmoreaccuratelygrasptheneedsandexpectationsofemployeesborninthe1990swhenmotivatingthem,therebyimprovingincentiveeffectivenessandachievingcommondevelopmentbetweentheenterpriseandemployees.六、結論與建議Conclusionandrecommendations本研究通過對期望理論的深入分析和90后員工激勵的實證研究，揭示了期望理論在90后員工激勵中的重要性和應用方法。期望理論作為一種有效的激勵工具，其核心觀點在于員工會根據(jù)自身期望和感知到的努力-績效關系、績效-獎勵關系以及獎勵-滿足關系來決定是否付出努力。這一理論在90后員工激勵中表現(xiàn)出強大的適用性，因為90后員工普遍具有較高的自我實現(xiàn)需求、期望公平對待和追求個人成長。Thisstudyrevealstheimportanceandapplicationmethodsofexpectancytheoryinmotivatingpost-90semployeesthroughin-depthanalysisofexpectancytheoryandempiricalresearchonmotivatingpost-90semployees.Asaneffectivemotivationaltool,thecoreideaofexpectancytheoryisthatemployeeswilldecidewhethertomakeeffortsbasedontheirownexpectationsandperceivedeffortperformancerelationships,performancerewardrelationships,andrewardsatisfactionrelationships.Thistheoryhasshownstrongapplicabilityinmotivatingpost-90semployees,astheygenerallyhavehighselfactualizationneeds,expectfairtreatment,andpursuepersonalgrowth.研究結果顯示，90后員工對工作環(huán)境、工作挑戰(zhàn)、職業(yè)發(fā)展機會以及個人成就等方面的期望較高。因此，企業(yè)在制定激勵策略時，應充分考慮這些因素，提供具有挑戰(zhàn)性的工作任務、公平合理的薪酬和晉升機會，以及寬松和諧的工作環(huán)境，以滿足90后員工的期望，激發(fā)他們的工作積極性和創(chuàng)造力。Theresearchresultsshowthatpost-