17激励员工

Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-1Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-2•解释动机的定义•比较早期的动机理论•比较当代的动机理论•讨论当代的激励问题Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-3什么是动机？•动机：一种过程，它体现了个体为实现目标而付出努力的强度、放心和坚持性Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-4早期的动机理论•马斯洛的需求层次理论•麦格雷戈的X理论和Y理论•赫茨伯格的双因素理论•麦克莱兰的三种需求理论Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-5马斯洛的需求层次理论•需求层次理论：马斯洛的这个理论认为人的需求——生理需求、安全需求、社会需求、尊重需求和自我实现需求——构成了一种层级结构Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-6马斯洛的需求层次理论（续）•生理需求：一个人对食物、水、住所、性以及其他生理需求的需要。•安全需求：一个人保护自己免受生理和情感伤害的需要•社会需求：一个人在爱情、归属、接纳以及友谊方面的需要Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-7马斯洛的需求层次理论（续）•尊重需求：一个人对内部尊重因素（例如自尊、自主和成就感）和外部尊重因素（例如地位、认可和关注）的需要•自我实现需求：一个人对自我发展、自我价值实现和自我理想实现的需要Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-8图表16-1（427页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-9麦格雷戈的X理论和Y理论•X理论：该假设认为员工没有雄心大志，不喜欢工作，只要有可能就会逃避责任，为了保证工作效果必须对他们严格监管•Y理论：该假设认为员工是有创造力的，喜欢工作，主动承担责任，能够自我激励和自我指导Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-10赫茨伯格的双因素理论•双因素理论（激励-保健理论）：该动机理论认为内在因素与工作满意相关，而外在因素与工作不满意相关Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-11赫茨伯格的双因素理论（续）•保健因素：能够消除工作不满意但无法产生激励的因素•激励因素：能够增强工作满意和工作动机的因素Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-12图表16-2（428页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-13图表16-3（429页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-14麦克莱兰的三种需求理论•三种需求理论：该动机理论认为主要有3种后天的（而不是先天的）需求推动人们从事工作，而这3种需求是成就需求、权力需求和归属需求。•成就需求：个体想要达到标准、追求卓越、获得成功的需求Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-15三种需求理论（续）•权力需求：个体想要使他人按照自己的指示以某种特定方式行事的需求•归属需求：个体对友好、亲密的人际关系的渴望Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-16图表16-4（430页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-17当代的动机理论•目标设置理论：该理论认为具体的工作目标会提高工作绩效，而且困难的目标一旦被员工接受，将会比容易的目标产生更高的工作绩效•自我效能：个体认为自己能够完成某项任务的信念Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-18当代的动机理论（续）•强化理论：该理论认为行为是其结果的函数•强化物：紧跟在某种行为之后立即出现、并且能够使该行为未来被重复的可能性提高的某种结果Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-19图表16-5（432页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-20设计具有激励作用的工作•工作设计：用来将各种工作任务组合成完整的工作的方法•工作范围：一份工作所要求从事的任务数量以及这些任务重复的频率•工作扩大化：横向扩展工作范围Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-21设计具有激励作用的工作（续）•工作丰富化：通过增加计划和评估责任而使工作纵向扩展•工作深度：员工对自己工作的控制程度•工作特征模型：管理者在设计具有激励作用的工作时所采用的一种有效框架，它确定了5种核心工作维度、它们的相互关系以及它们对员工生产率、动机和满意度的影响Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall16-225种核心工作维度•技能多样性：一项工作需要从事多种活动从而使员工能够利用不同技能和才