管理學(xué)原理-第四講：激勵機(jī)制課件

第四講：組織行為第十六章：員工激勵與用人藝術(shù)第四講：組織行為第十六章：員工激勵與用人藝術(shù)1我們的管理不是管人，而是領(lǐng)導(dǎo)人，我們的目的是讓每一個組織成員的長處和知識得以充分實現(xiàn)。－－－德魯克我們的管理不是管人，而是領(lǐng)導(dǎo)人，我們的目的是讓每一個組織成員2授課提綱一、關(guān)于人的假定二、激勵理論（一）早期的激勵理論（二）激勵理論的擴(kuò)展三、新視角一、二四、用人藝術(shù)授課提綱一、關(guān)于人的假定3解讀“企”字企業(yè)的“企”字是從“人”開始的?！叭恕辈辉诰汀爸埂绷恕．?dāng)然，“人”不是生物學(xué)意義上的“人”?！叭恕庇徐`魂，沒有靈魂就不是真正意義上的“人”了，沒有靈魂，人的行為是無法整合的，精神病人的許多行為能夠很好地驗證我們的判斷。企業(yè)即人企業(yè)靠人企業(yè)造人解讀“企”字企業(yè)的“企”字是從“人”開始的?！叭恕辈辉诰汀爸?企業(yè)和人一樣，有自己的靈魂，否則就不是真正意義上的企業(yè)了。企業(yè)靈魂就是企業(yè)成員共享的核心價值觀。●以文“化”人---企業(yè)的價值手段●以利“化”人---企業(yè)的理性手段●以情“化”人---企業(yè)的感情手段企業(yè)和人一樣，有自己的靈魂，否則就不是真正意義上的企業(yè)了。企5一、關(guān)于人的基礎(chǔ)假定經(jīng)濟(jì)人假設(shè)：管理的效力取決于利益關(guān)系的確定和調(diào)整。社會人假定：人是社會人，人是在與其他人的關(guān)系中獲得了關(guān)于自己的能力和身份的認(rèn)知。管理的效力取決于管理者在多大程度上利用人的社會性關(guān)系。自我實現(xiàn)假定：人是能夠自我激勵和控制的。一、關(guān)于人的基礎(chǔ)假定經(jīng)濟(jì)人假設(shè)：管理的效力取決于利益關(guān)系的確6什么是釣魚？釣魚者是上家，下家是具有一定貪婪心的普通人。能否吸引下家進(jìn)入角色，關(guān)鍵看“魚餌”。對人的一生始終具有影響力的“魚餌”是什么呢？健康和財富。什么是釣魚？7心理假定：人是復(fù)雜多變、不斷成熟的有機(jī)體，要經(jīng)歷若干生理和心理發(fā)展階段。與此同時，生理年齡和心理年齡是有時間差的。人有生理年齡和心理年齡之分。人到中年，心理比較穩(wěn)定，也容易產(chǎn)生自得的心理。復(fù)雜人假定：人有許多動機(jī)，在不同情形下有不同的反映形式，因此我們要依據(jù)具體環(huán)境來確定。心理假定：人是復(fù)雜多變、不斷成熟的有機(jī)體，要經(jīng)歷若干生理和心8什么是激勵（Motivation）thewillingnesstoexerthighlevelsofefforttoreachorganizationalgoals,conditionedbytheeffort’sabilitytosatisfysomeindividualneed努力effort-ameasureofintensityordrive目標(biāo)goals-effortshouldbedirectedtoward,andconsistentwith,organizationalgoals需求needs-motivationisaneed-satisfyingprocess什么是激勵（Motivation）thewillingne9激勵過程（TheMotivationProcess）UnsatisfiedNeedSatisfiedNeedSearchBehaviorDrivesTensionReductionofTension激勵過程（TheMotivationProcess）Un10需求：企業(yè)是一個“名利場”管理既是“口號管理”，也是“名利管理”？蒙牛集團(tuán)經(jīng)營非常重視激勵機(jī)制建設(shè)，即他的“散財哲學(xué)”。牛根生認(rèn)為，“經(jīng)營中有98％關(guān)乎人性”，凡事?lián)Q位思考，將對方的利益想清楚了，事情就容易辦了。需求：企業(yè)是一個“名利場”管理既是“口號管理”，也是“名利管11管理具有營銷的某些功能。管理不能簡單地管理“員工如何做”？還要關(guān)心員工“有什么需求”，是安全？是利益？是自我實現(xiàn)？管理不是簡單的對人的管理，而是對人的需求進(jìn)行管理，并通過需求管理達(dá)到最終的目的－績效。管理具有營銷的某些功能。管理不能簡單地管理“員工如何做”？還12二、激勵理論（一）早期的激勵理論本質(zhì)理論(intrinsic)：如果給他一份值得做的工作，并允許他繼續(xù)做下去，那么他自然會做到最好。獎勵來自于工作本身所帶來的滿足感。滿足理論(satisfaction)：心滿意足的的工作者會高產(chǎn)出。誘因理論(incentive)：如果給予表現(xiàn)好的行為更多的獎勵，那么他的工作會更加好。二、激勵理論（一）早期的激勵理論13本質(zhì)理論Maslow’sHierarchyofNeedsTheoryPhysiologicalSafetySocialEsteemSelf-Actualization本質(zhì)理論Maslow’sHierarchyofNeed14滿意理論Herzberg’sMotivation-HygieneTheory

激勵因素motivatorfactorsenergizeemployees：可以提高工作滿意度increasejobsatisfaction保健因素hygienefactorsdon’tmotivateemployees：可以消除工作滿意度eliminatejobdissatisfaction滿意理論Herzberg’sMotivation-Hygi15因素類型分析因素類型分析16reinforcers-consequencesthat,whengivenimmediatelyfollowingabehavior,affecttheprobabilitythatthebehaviorwillberepeatedmanagerscaninfluenceemployees’behaviorbyreinforcingactionsdeemeddesirableemphasisinonpositivereinforcement,notpunishment強(qiáng)化理論ReinforcementTheoryreinforcers-consequencestha17（三）激勵理論的擴(kuò)展三因素理論（權(quán)力、成就和歸屬）目標(biāo)設(shè)定理論工作設(shè)計理論公平理論期望理論（三）激勵理論的擴(kuò)展三因素理論（權(quán)力、成就和歸屬）18三因素理論Three-NeedsTheory-McClellandneedforachievement(nAch)-drivetoexcel,toachieveinrelationtoasetofstandards,andtostrivetosucceedpreferjobsthatofferpersonalresponsibilitywantrapidandunambiguousfeedbacksetmoderatelychallenginggoalsavoidveryeasyorverydifficulttasks三因素理論Three-NeedsTheory-McCl19needforpower(nPow)needtomakeothersbehaveinawaythattheywouldnothavebehavedotherwiseneedforaffiliation(nAff)desireforfriendlyandcloseinterpersonalrelationshipsbestmanagerstendtobehighintheneedforpowerandlowintheneedforaffiliationneedforpower(nPow)20目標(biāo)設(shè)定理論Goal-SettingTheory目標(biāo)設(shè)定理論Goal-SettingTheory21目標(biāo)設(shè)定理論Goal-SettingTheoryintentiontoworktowardagoalisamajorsourceofjobmotivationspecificgoalsincreaseperformancedifficultgoal,whenaccepted,resultsinhigherperformancethandoesaneasygoalspecifichardgoalsproduceahigherlevelofoutputthandoesthegeneralizedgoalof“doyourbest”目標(biāo)設(shè)定理論Goal-SettingTheoryinten22participationingoalsettingisusefulreducesresistancetoacceptingdifficultgoalsincreasesgoalacceptancefeedbackisusefulhelpsidentifydiscrepanciesbetweenwhathasbeenaccomplishedandwhatneedstobedoneself-generatedfeedbackisapowerfulmotivatorparticipationingoalsetting23contingenciesingoal-settingtheorygoalcommitment-individualisdeterminedtoaccomplishthegoalmostlikelytooccurwhen:goalsaremadepublicindividualhasaninternallocusofcontrolgoalsareself-setratherthanassignedcontingenciesingoal-setting24self-efficacy(效力)-anindividual’sbeliefthatshe/heiscapableofperformingataskhigherself-efficacy,greatermotivationtoattaingoalsnationalculture-theoryiscultureboundself-efficacy(效力)-anindivid25JobDesign-thewaytasksarecombinedtoformcompletejobshistorically,concentratedonmakingjobsmorespecialized工作設(shè)計理論DesigningMotivatingJobs工作設(shè)計理論DesigningMotivatingJob26JobEnlargement-horizontalexpansionofjobjobscope-thenumberofdifferenttasksrequiredinajobandthefrequencywithwhichthesetasksarerepeatedprovidesfewchallenges,littlemeaningtoworkers’activitiesonlyaddressesthelackofvarietyinspecializedjobsJobEnlargement-horizontale27JobEnrichment-verticalexpansionofjobjobdepth-degreeofcontrolemployeeshaveovertheirworkempowersemployeestodotaskstypicallyperformedbytheirmanagersJobEnrichment-verticalexpa28工作特征模型JobCharacteristicsModel(JCM)-conceptualframeworkforanalyzingjobsjobsdescribedintermsoffivecorecharacteristicsskillvariety-degreetowhichjobrequiresavarietyofactivitiesmorevariety,greaterneedtousedifferentskillstaskidentity-degreetowhichjobrequirescompletionofanidentifiablepieceofwork工作特征模型JobCharacteristicsMode29tasksignificance-degreetowhichjobhassubstantialimpactonthelivesofotherpeoplethesethreecharacteristicscreatemeaningfulworkautonomy-degreetowhichjobprovidessubstantialfreedom,independence,anddiscretioninperformingtheworkgiveemployeeafeelingofpersonalresponsibilitytasksignificance-degreeto30feedback-degreetowhichcarryingoutthejobresultsinreceivingclearinformationabouttheeffectivenesswithwhichithasbeenperformedemployeeknowshoweffectivelys/heisperformingfeedback-degreetowhichcar31JobCharacteristicsModelCoreJobDimensionsSkillVarietyTaskIdentityTaskSignificanceAutonomyFeedbackExperiencedmeaningfulnessoftheworkExperiencedresponsibilityforoutcomesofworkKnowledgeoftheactualresultsoftheworkCriticalPsychologicalStatesHighInternalWorkMotivationHigh-QualityWorkPerformanceHighSatisfactionwiththeWorkLowAbsenteeismandTurnoverPersonalandWorkOutcomesStrengthofEmployeeGrowthNeedJobCharacteristicsModelCore32DesigningMotivatingJobs(cont.)JCM(cont.)linksbetweencorecharacteristicsandoutcomesaremoderatedbythestrengthoftheindividual’sgrowthneedgrowthneed-person’sdesireforself-esteemandself-actualizationDesigningMotivatingJobs(con33GuidelinesForJobRedesignCoreJobDimensionsSuggestedActionsOpeningFeedbackChannelsCombiningTasksTaskIdentitySkillVarietyFormingNaturalWorkUnitsTaskSignificanceLoadVerticallyAutonomyFormingNaturalWorkUnitsFeedbackGuidelinesForJobRedesignCor34公平理論EquityTheoryproposesthatemployeesperceivewhattheygetfromajob(outcomes)inrelationtowhattheyputintoit(inputs)input/outcomeratiocomparedwiththeratiosofrelevantothersequity-ratioisequaltothatofrelevantothersinequity-ratioisunequaltothatofrelevantothersreferent(relevantother)maybe:other-individualswithsimilarjobsasystem-includesorganizationalpaypoliciesandadministrativesystemsself-pastpersonalexperiencesandcontacts公平理論EquityTheoryproposesthat35EquityTheoryEquityTheory36wheninequitiesareperceived,employeesacttocorrectthesituationdistorteithertheirownorothers’inputsoroutputsbehaveinawaytoinduceotherstochangetheirinputsoroutputsbehaveinawaytochangetheirowninputsoroutputschooseadifferentcomparisonpersonquittheirjobswheninequitiesareperceived,37期望理論ExpectancyTheory期望理論可以看作是動機(jī)計算理論：個人需求、E（努力）的程度和結(jié)果theorystatesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual期望理論ExpectancyTheory期望理論可以看作是38Expectancy(effort-performancelinkage)-perceivedprobabilitythatexertingagivenam