罗宾斯管理学激励Motivatingemployees

EleventheditionSTEPHENP.ROBBINSMARYCOULTERSchoolofManagement,ShanghaiUniversityMotivatingEmployeesChapter9-2Case:问题•Supposeyousetupasmallcompanyaftergraduation,therearemanyworkswhichrequireyouremployeestodo.•Howdoyoumotivateyouremployees?•我们的模拟案例中的创业小公司面临的一个眼前的问题，如何招募到员工，如何激励员工为企业工作？15–2Case:情形案例•Supposeyousetupasmallcompanyaftergraduation,becauseofthelimitedbudgetsyoucannotprovidefavorablesalarytoyouremployees,however,therearemanyworkswhichrequireyouremployeestoworkovertimewithverylimitedovertimesubsidiesinadditiontoaunsatisfiedworkingenvironments.•Insuchasituation,whatyouwilldo?•Howdoyoumotivateyouremployees?15–316–41.WhatIsMotivation?•Definemotivation•Explainmotivationasaneed-satisfyingprocess.15–5Motivation•DMotivation动机Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal动机是个体为了实现目标而付出的努力的过程，包括努力的产生、指向和努力的持续等。15–6MotivationDMotivation动机Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal动机是个体为了实现目标而付出的努力的过程，包括努力的产生、指向和努力的持续等。Threekeyelements:Energy努力:ameasureofintensityordrive.Direction方向:towardorganizationalgoalsPersistence坚持性:exertingefforttoachievegoals.Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.16–7MotivationQ：IsMotivationapersonaltrait?–thatsomepeoplehaveandothersdon’t?动机是有人有，有人没有吗？A：Motivationistheresultofaninteractionbetweenapersonandasituation.不，内外交织的结果15–82.EarlyTheoriesofMotivation早期激励理论2.1Maslow’sHierarchyofNeeds2.2MacGregor’sTheoriesXandY2.3Herzberg’sTwo-FactorTheory2.4McClelland’sThreeNeedsTheory15–9Exhibit15–1Maslow’sHierarchyofNeeds马斯洛需要层次理论自我实现尊重社交安全生理2.1Maslow’sHierarchyofNeedsTheory2.1Maslow’sHierarchyofNeedsTheory16–10•Physiologicalneeds-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.15–1115–122.1Maslow’sHierarchyofNeedsTheory•马斯洛需要层次理论Needswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external):physiological,safetyHigher-order(internal):social,esteem,self-actualization15–132.2McGregor’sTheoryXandTheoryY麦格雷戈X理论和Y理论TheoryXAssumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.TheoryYAssumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.15–14McGregor’sTheoryXandTheoryY麦格雷戈X理论和Y理论TheoryXLower-orderneedsdominatedindividualsTheoryYHigher-orderneedsdominatedindividuals.Assumption:TheoryYismorevalidthanthoseofTheoryXMotivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.15–15Q:WhichTheoryIsMoreValid？•Commentsoftheauthor:NoevidencetoconfirmthateithersetofassumptionsisvalidorthatbeingaTheoryYmanagermakesemployeesmoremotivated.15–162.3Herzberg’sMotivation-HygieneTheory赫兹伯格的双因理论orTwofactortheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors保健因素:extrinsic(environmental)factorsthatcreatejobdissatisfaction.Motivators激励因素:intrinsic(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.15–17Exhibit16–3ContrastingViewsofSatisfaction-DissatisfactionP43315–18Exhibit16–2Herzberg’sMotivation-HygieneTheory赫兹伯格双因理论P43415–192.4Three-NeedsTheory三种需要理论DavidMcClelland戴维.麦克利兰Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)成就需要–Thedrivetoexcelandsucceed•Personalresponsibility,feedbackonperformance,tooeasyortoodifficultwork;nAchmanager≠goodmanagerNeedforpower(nPow)权力需要–Theneedtoinfluencethebehaviorofothers•BestmanagerstendtobehighintheneedforachievementNeedofaffiliation(nAff)归属需要–ThedesireforinterpersonalrelationshipsExhibit16-4:TATPicturesp43515–21Exhibit16–4ExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPow投射测试：根据图片写故事16–223.ContemporaryTheoriesofMotivation3.1Goal-SettingTheory3.2ReinforcementTheory3.3JobDesigntheory3.4EquityTheory3.5ExpectancyTheory3.6IntegratingContemporaryTheoriesofMotivation16–233.1Goal-settingtheoryGoal-SettingTheory目标设置理论E.A.LockeProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.理论主张设立具体而富有挑战性的，同时又是可以达成的和可以接受的目标，能够取得比没有目标或者有很容易实现的目标更好的成果。15–243.1Goal-settingtheoryGoal-SettingTheory目标设置理论E.A.LockeThreeresearchessupportthetheory(1)Intentiontoworktowardagoalisamajorsourceofjobmotivation.努力完成工作目标是工作最主要动力•Ex:“doyourbest”;or“toscorea93%tokeepyourAinthecla