第六章 管理学 领导协调理论

Equity
>
Outcomes B
Inequity (Over-Rewarded)
Inputs A
*Where
Inputs B
A is the employee, and B is a relevant other or referent.
Skill Variety 技能多样 Task Identity 任务明确 Task Significance 有意义
激励原理 早期激励理论 现代激励理论
The Motivation Process
动机源于需要
Unsatisfied Need
内心渴望
Search Behavior
付诸行动
Tension
精神不安
Reduction of Tension
恢复平静
Drives
行为冲动
Satisfied Need
渴望得以满足
Oldham, 1976）
渴望成功 Need For Achievement
(nAch)
The Theory of Needs
渴望成就荣耀
渴望支配 Need For Power
(nPow)
渴望荣耀 Need For Affiliation
(nAff)
David McClelland
Equity Theory 渴望公平待遇
Maslow’s Hierarchy of Needs
Self
需要具有层次性： 有层次地调动积极性
Esteem 自尊
Social 社交 Safety 安全 Physiological 生存
满足需要有不同的态度： 消极的和积极的
Little Ambition
Theory X Workers
懒惰无能，屈于强迫
The Job Characteristics Model
渴望工作实现自我
Autonomy 自主 Feedback 认可
Examples of High and Low Job Characteristics
Characteristics Examples
Skill Variety • High variety The owner-operator of a garage who does electrical repair, rebuilds engines, does body work, and interacts with customers • Low variety A bodyshop worker who sprays paint eight hours a day Task Identity • High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds the object, and finishes it to perfection • Low identity A worker in a furniture factory who operates a lathe to make table legs Task Significance • High significance Nursing the sick in a hospital intensive-care unit • Low significance Sweeping hospital floors Autonomy • High autonomy A telephone installer who schedules his or her own work for the day, and decides on the best techniques for a particular installation • Low autonomy A telephone operator who must handle calls as they come according to a routine, highly specified procedure Feedback • High feedback An electronics factory worker who assembles a radio and then tests it to determine if it operates properly • Low feedback An electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts it
Ratio Comparison*
Outcomes A Inputs A < Outcomes B Inputs B =
Employee’s Perception
Inequity (Under-Rewarded)
Outcomes A
Inputs A Outcomes A
Outcomes B
Inputs B

公平理论：每个人都渴望获得较他人公平的待遇
（Equity theory, Adams, 1965）
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期望理论：动机强度取决于各人对努力、绩效和 目标的信念（Expectancy theory, Vroom, 1966） 工作特性理论：任何工作都具有满足员工精神需 要的特性（Job Characteristics Model, Hackman and
管理学硕士研究生课程
Management Course for MS Graduate Students
第六章 管理学 领导协调理论
引 言

如何运用奖赏和激励权力
（士气和积极性）

如何和谐组织以实现组织目标
（沟通和创造性）

有效领导者的个性与为人
（天赋和修养）
5.1 Motivating and Rewarding Employees
Dislike Work
Avoid Responsibility Self-Directed
Theory Y Workers
勤奋上进，渴望赏识
Enjoy Work
Accept Responsibility
现代激励理论深入探讨精神需要

需要理论：每个人都渴望成功、支配、荣耀
（Three-needs theory, McCleland, 1961, 1969 ）