工作中的激励

,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,第八章 工作中的激励,柳传志，中国联想集团董事长:调动个截然不同的群体的积极性：经理班子成员、中层管理人员以及流水线上的雇员。,赫布鲍姆，美国戴尔公司董事长兼首席执行官:,关心小人物,主要内容,什么是激励,激励的过程,内容型激励理论,过程型激励理论,工作中的激励,一、什么是激励,通过高水平的努力实现目标的意愿，而这种努力是以能够满足个体的某些需要为条件的。,努力,:,how hard a person tries,目标,:,where effort is directed.,需要:,what a person pursue,What motivates you as students?,二、激励的过程（,Basic Motivation Model,）,Content Theories,Felt Need,Tension,Process Theories,Goal Directed,Behavior,No,Need,Satisfied,Yes,三、内容型激励理论,Physiological,Safety,Social,Esteem,Self-,actualization,Maslow,s Hierarchy of Needs,Physiological,Includes hunger,thirst,shelter,sex and other bodily needs,Safety,Includes security and protection from physical and emotional harm,Social,Includes affection,belongingness,acceptance,and friendship,Self-Esteem,Includes internal esteem factors such as self-respect,autonomy,and achievement;and external esteem factors such as status,recognition,and attention,Self-actualization,The drive to become what one is capable of becoming;includes growth,achieving ones potential,and self-,fulfilment,评价,一般说来，当一种低层次需要满足后，更高层次的需要成为激励因素，那些基本上已满足的需要不在具有激励作用（就象经济学中的边际效用）。,应用原则：因人而异；因时而异，注重方式方法,管理者非常熟悉,研究并没有完全支持,例：施乐公司镶在装饰板上的长猎刀奖励。,Alderfer,s ERG Theory,Existence,Concerned with providing basic material existence requirements,Relatedness,Desire for maintaining important interpersonal relationships,Growth,Intrinsic desire for personal development,评价,More than one need can be important at the same time.If a higher-order need is not being met,the desire to satisfy a lower-level need increases.,满足上进；挫折倒退,Ignores situational variables,管理措施：,工作内容调整，岗位重新安置,Herzberg,s Motivation/Hygiene Theory,Motivatorsaccount for job satisfaction and motivation,Achievement Recognition Work itself,Responsibility Advancement,Hygiene factorscause dissatisfaction with work,Interpersonal relationships,Company policy/administration,Supervision Salary Working conditions,Comparison of Satisfiers and,Dissatisfiers,Contrasting Views of Satisfaction and Dissatisfaction,Traditional view,Satisfaction,Dissatisfaction,Herzberg,s view,Satisfaction,No satisfaction,Motivators,No dissatisfaction,Dissatisfaction,Hygiene Factors,评价,Hygiene factors must be met if person is not to be dissatisfied.They will not lead to satisfaction,however.Motivators lead to satisfaction.,No overall measure of satisfaction was used(individuals may dislike parts of their jobs and yet they like their job),Not really a theory of motivation:Assumes a link between satisfaction and productivity that was not measured or demonstrated.,McClellands Theory of Needs,Need for Achievement,The drive to excel,to achieve in relation to a set of standards,to strive to succeed.,Need for Power,A strong desire to influence others,making a significant impact or impression.,Need for Affiliation,The desire for friendly and close interpersonal relationships,People with high,need for achievement,prefer jobs that offer,Personal Responsibility,Feedback,Moderate risk,(including goals,),评价,Tells us that high need achievers do not necessarily make good managers,since high achievers are more interested in how they do personally.,Good empirical support,particularly on needs achievement.,Summarizing the Various Needs Theories,四、过程型激励理论,期望理论,弗洛,姆工作与激励,理论内容：一种行为倾向的强度取决于个体对于这种行为可能带来的结果的期望强度以及这种结果对行为者的引力。,M =V*E*,I,motivation value expectancy,instrumentaliy,Performance,Reward,Effort,Effort,Perceived effort-,performance,probability,Perceived,value of reward,Perceived performance-reward probability,“If I work hard,will I get the job,done?”,“What rewards,will I get when,the job is done?”,“What rewards,do I value?”,Steps to Increasing Motivation at Work place,Using Expectancy Theory,Improving Expectancy,(,Improve,the ability of the individual to perform),training,selection,resources,clarify roles,provide coaching and feedback,Improving Instrumentality(performance),.,(Increase the individual belief that Performance will lead to reward),Measure performance accurately,explain how rewards are based on past,p,erformance,.,Steps to Increasing Motivation at Work place,Using Expectancy Theory,Improving Valence,(Make sure that the reward is meaningful to the individual),Use valued rewards,individualize rewards,Equity Theory,Equity Theory,The perceived fairness of what the person does compared to what the person receives.,The perception of the fair value of rewards(outcomes)for efforts(inputs)that individuals make when comparing their results to others in the organization.,Restoring Equity,Equity can be restored by:,Change inputs and/or outcomes of self,Change inputs and/or outcomes of other,Distort perceptions of self and/or others,Change comparison person,Leave the field(quit),Historically,equity theory focused on:,Distributive justice,However,equity should also consider,Procedural justice,目标设置理论（,Goal Setting）,The theory that specific and difficult goals lead to higher performance.,Goals tell an employee what needs to be done and how much effort will need to be expended.,