罗宾斯管理学 激励 Motivating employees

15–16
P433 Exhibit 16–3 Contrasting Views of Satisfaction-Dissatisfaction
15–17
P434 Exhibit 16–2 Herzberg’s Motivation-Hygiene Theory 赫兹伯格双因理论
15–18
2.4 Three-Needs Theory
• Esteem needs - a person’s needs for internal factors (e.g.,
self-respect, autonomy, and achievement) and external factors (such as status, recognition, and attention).
三种需要理论 David McClelland 戴维.麦克利兰
There are three major acquired needs that are major motives in work.

Need for achievement (nAch) 成就需要 – The drive to excel and succeed

Attempted to explain why job satisfaction does not result in increased performance.

The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.
动机是有人有，有人没有吗？
A：
Motivation is the result of an interaction between a person and a situation.不，内 外交织的结果
16–7
2. Early Theories of Motivation 早期激励理论
2.1 Maslow’s Hierarchy of Needs
自我实现
尊重 社交 安全 生理
15–9
2.1 Maslow’s Hierarchy of Needs Theory
• Physiological needs - a person’s needs for food, drink,
shelter, sexual satisfaction, and other physical needs.
• 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？
15–2
Case: 情形案例
• Suppose you set up a small company after graduation, because of the limited budgets you can not provide favorable salary to your employees, however, there are many works which require your employees to work over time with very limited overtime subsidies in addition to a unsatisfied working environments. • In such a situation, what you will do ? • How do you motivate your employees?
Theory Y
Assumes
15–13
McGregor’s Theory X and Theory Y
麦格雷戈X理论和Y理论
Theory X
Lower-order
needs dominated individuals needs dominated individuals.
Theory Y
• Personal responsibility, feedback on performance, too easy or too difficult work; nAch manager≠ goodor power (nPow) 权力需要
– The need to influence the behavior of others
2.2 MacGregor’s Theories X and Y 2.3 Herzberg’s Two-Factor Theory
2.4 McClelland’s Three Needs Theory
15–8
2.1 Maslow’s Hierarchy of Needs Theory
Exhibit 15–1 Maslow’s Hierarchy of Needs 马斯洛需要层次理论
Higher-order
Assumption:
Theory
Y is more valid than those of Theory X Motivation is maximized by participative decision making, interesting jobs, and good group relations.
Exhibit 16–4
Examples of Pictures Used for Assessing Levels of nAch, nAff, and nPow
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。
15–5
Motivation
D

Motivation 动机
Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal

Hygiene factors 保健因素: extrinsic (environmental) factors that create job dissatisfaction. Motivators 激励因素: intrinsic (psychological) factors that create job satisfaction.
15–14
Q: Which Theory Is More Valid？
• Comments of the author: No evidence to confirm that either set of assumptions is valid or that being a Theory Y manager makes employees more motivated.
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。
Three key elements:


Energy 努力: a measure of intensity or drive.
Direction 方向: toward organizational goals Persistence 坚持性: exerting effort to achieve goals.
Eleventh edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
9
Motivating -2 Employees
School of Management, Shanghai University
Case: 问题
• Suppose you set up a small company after graduation, there are many works which require your employees to do. • How do you motivate your employees?
• Best managers tend to be high in the need for achievement

Need of affiliation (nAff) 归属需要 – The desire for interpersonal relationships
15–19
p435
Exhibit 16-4: TAT Pictures
• Self-actualization needs - a person’s need to become
what he or she is capable of becoming.
16–10
15–11
2.1 Maslow’s Hierarchy of Needs Theory
• 马斯洛 需要层次理论

Hierarchy of needs
Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-actualization

15–12
2.2 McGregor’s Theory X and Theory Y
Motivation works best when individual needs are compatible with organizational goals.
15–6
Motivation
Q： Is Motivation a personal trait?
–that some people have and others don’t?
• Safety needs - a person’s needs for security and
protection from physical and emotional harm.