Motivate employees Herzberg HBR 员工激励

• job responsibilities are more nearly commensurate with skills of the people hired to fill them • workers who have still more ability will be better able to demonstrate it and win promotion.
How many articles, books, speeches, and workshops have pleaded plaintively, “How do I get an employee to do what I want?” The psychology of motivation is tremendously complex, and what has been unraveled with any degree of assurance is small indeed. But the dismal ratio of knowledge to speculation has not dampened the enthusiasm for new forms of snake oil that are constantly coming on the market, many of them with academic testimonials. Doubtless this article will have no depressing impact on the market for snake oil, but since the ideas expressed in it have been tested in many corporations and other organizations, it will help – I hope – to redress the imbalance in the aforementioned ratio. plexity and difficulty involved in setting up and administering an incentive system. Show the person? This means a costly training program. We need a simple way. Every audience contains the “direct action” manager who shouts, “Kick the person!” And this type of manager is right. The surest and least circumlocuted way of getting someone to do something is to administer a kick in the pants – to give what might be called the KITA. There are various forms of KITA, and here are some of them: Negative physical KITA. This is a literal application of the term and was frequently used in the past. It has, however, three major drawbacks: (1) it is inelegant; (2) it contradicts the precious image of benevolence that most organizations cherish; and (3) since it is a physical attack, it directly stimulates the autonomic nervous system, and this often
The following job-enrichment process relies on unleashing employees’ intrinsic motivation rather than jump-starting behavior through an unending sequence of KITAs:
FROM THE HARVARD BUSINESS REVIEW
OnPoint
ARTICLE
HBR
raises and promotions of a highly motivated workforce.
Important as they are,
and extra benefits aren’t the essential ingredients
1. Select jobs for which enrichment is possible, practical, and will make a difference. Not all jobs can be enriched, nor do all jobs need to be enriched. 2. Approach these jobs with the conviction that they can be changed. 3. Brainstorm a list of changes that may enrich the jobs. For example, give employees specific assignments that allow them to become experts, or give them additional authority to accomplish the tasks already assigned to them.
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HBR CLASSIC
One More Time: How Do You Motivate Employees?
by Frederick Herzberg
One More Time: How Do You Motivate Employees?
by Frederick Herzberg
What is? A job enrichment program.
New sections to guide you through the article: • The Idea in Brief • The Idea at Work • Exploring Further . . .
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One More Time: How Do You Motivate Employees?
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surest way to get someone to do something is with a kick in the ass, or KITA. In the workplace, KITAs can be positive or negative. But even the positive ones—raises, bonuses, recognition, extra time off—produce only movement, not motivation. Any performance improvement that results is temporary. A worker who gets a raise, for example, is motivated just to get another raise. The initial KITA must be followed by other KITAs, or else the positive effects will soon wome from company policy, supervision, interpersonal relationships, working conditions, salary, status, and security. But these all represent hygiene factors—techniques for avoiding dissatisfaction that constitute little more than ways to maintain job performance at minimally acceptable levels. Moreover, they’re extrinsic to the work itself. The only way to inspire genuine, and therefore self-perpetuating, motivation is through techniques focused on job content.
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4. Screen the list to eliminate suggestions that involve hygiene, rather than intrinsic motivation. 5. Eliminate generalities, such as “give him more responsibility.” 6. Avoid horizontal loading suggestions, such as adding another task or rotating job assignments. Horizontal loading merely enlarges the meaninglessness of a job. 7. Don’t allow participation by the employees whose jobs are to be enriched. Their direct involvement contaminates the process. 8. In the initial attempts at job enrichment, set up a controlled experiment. Use at least two equivalent groups—one whose jobs are enriched, the other not. 9. Be prepared for a temporary drop in performance in the enriched group. During the first few weeks, participants will be adjusting to their new roles. 10. Expect early anxiety and hostility from frontline supervisors, stemming from fear of poor performance. Once the process produces some success, most supervisors will happily adapt to being freed from having to spend all their time checking the work of subordinates.