motivation

David McClelland’s Theory of Needs
Need for Achievement
The drive to excel, to achieve in relation to a set of standards, to strive to succeed.
Need for Affiliation
Contrasting Views of Satisfaction and Dissatisfaction
奖酬失败的原因
1.金钱并非激励因子，无法提高满意度。 2.造成反效果。 3.员工间的友谊是牺牲者。 4.有时忽略背后真正的原因。 5.有时削弱风险倾向（risk-taking）。 6.有时削弱乐趣（interest）。
Integrating Contemporary Theories of Motivation
Integrating Contemporary Theories of Motivation
Organizational goals
pressure ——
inner driving force
—— Attractive force
Expectancy Theory Relationships
• Effort–Performance Relationship
– The probability that exerting a given amount of effort will lead to performance.
• Performance–Reward Relationship
The effect of motivation(2)
绩效函数： P = f（M×Ab×E） M = 激励（积极性） Ab = 能力/技能 E = 环境/条件
结论：管理者 要对下属的绩 效负责
Base of motivation(1)
为什么可以激励员工？ —— 因为人有需要 需要的概念：个体由于某种重要的东西 缺乏或被剥夺而产生的内心紧张状态。 需要——动机——行为
Equity Theory
Equity Theory
Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
Referent Comparisons: Self-inside
Self-outside
Other-inside Other-outside
Equity Theory
Choices for dealing with inequity: 1. Change inputs (slack off) 2. Change outcomes (increase output)
Comparison of Satisfiers and Dissatisfiers
Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction
Base of motivation(2)
• Hierarchy of Needs Theory (Maslow)
There is a hierarchy of five needs—physiological, safety, social, esteem, and selfactualization; as each need is substantially satisfied, the next need becomes dominant. Self-Actualization
The drive to become what one is capable of becoming.
Lower-Order Needs
Needs that are satisfied externally; physiological and safety needs.
Higher-Order Needs
2. Direction: toward beneficial goal 3. Persistence: how long a person tries
The effect of motivation(1)
―警觉性实验” A 组：不施加任何措施 B 组：个人竞赛 C 组：集体竞赛 D 组：物质奖惩 名次— B (8)、D (11)、C (14)、A (24) 结论1：有无激励措施，效果分明； 结论2：激励可以产生三倍的效能。
Needs that are satisfied internally; social, esteem, and self-actualization needs.
Two-Factor Theory (Frederick Herzberg)
Two-Factor (Motivation-Hygiene) Theory
The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
Key Elements
1. Intensity: how hare human resources most valuable for the organization？
Goals for HRM
Attract, Detain,Motivate,Develop
How to motivate human resources effectively？
Defining Motivation
nPow
nAch
nAff
Matching High Achievers and Jobs
Expectancy Theory
组织追求什么？
——利润/效益/组织目标达成
员工追求什么？
——个人的需要
激励是管理中的关键桥梁
—— 统一：个人利益与组织利益
详见“激励的过程模型图”
Expectancy Theory (Victor Vroom) The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.
Hygiene Factors Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.
Distributive Justice
Perceived fairness of the amount and allocation of rewards among individuals.
Procedural Justice The perceived fairness of the process to determine the distribution of rewards.
3. Distort/change perceptions of self
4. Distort/change perceptions of others 5. Choose a different referent person
6. Leave the field (quit the job)
Equity Theory
The desire for friendly and close personal relationships.
Need for Power
The need to make others behave in a way that they would not have behaved otherwise.
Chapter3: Motivation
Introduction HR&Motivation 1. Outline the motivation process. 2. 3. 4. 5. 6. Describe Maslow’s need hierarchy. Differentiate motivators from hygiene factors. Clarify key relationships in expectancy theory. State the impact of underrewarding employees. Explain how the contemporary theories of motivation complement each other.
– The belief that performing at a particular level will lead to the attainment of a desired outcome.
• Rewards–Personal Goals Relationship
– The degree to which organizational rewards satisfy an individual’s goals or needs and the attractiveness of potential rewards for the individual.