管理学课件第16章 激励员工Motivating Employees

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.
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
16
Motivating Employees
PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTLINE
• Describe open-book management, employee recognition, pay-for-performance, and stock option programs.
16–4
What Is Motivation?(什么是激励)
• Motivation(激励)
Is the result of an interaction between the person and a situation; it is not a personal trait. Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal.
• Expectancy Theory（期望理论）
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Motivation and Needs
• Three-Needs Theory (McClelland)
There are three major acquired needs that are major motives in work.
Early Theories of Motivation
• Describe Maslow’s hierarchy of needs and how it can be used to motivate. • Discuss how Theory X and Theory Y managers approach motivation. • Describe Herzberg’s motivation-hygiene theory. • Explain Herzberg’s views of satisfaction and dissatisfaction.
16–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this tivation
• Describe the three needs McClelland proposed as being present in work settings. • Explain how goal-setting and reinforcement theories explain employee motivation. • Describe the job characteristics model as a way to design motivating jobs. • Discuss the motivation implications of equity theory. • Contrast distributive justice and procedural justice. • Explain the three key linkages in expectancy theory and their role in motivation.
Follow this Learning Outline as you read and study this chapter.
What Is Motivation?
• Define motivation. • Explain motivation as a need-satisfying process.

Hierarchy of needs
Lower-order (external)（低级的需要 ）: physiological, safety （生理需要，安全需要 ） Higher-order (internal)（高级的需要 ）: social, esteem, selfactualization（社交需要 ，尊重需要 ，自我实现需要 ）

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Exhibit 16–1
Maslow’s Hierarchy of Needs
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Early Theories of Motivation (cont’d)
• McGregor’s Theory X and Theory Y(麦格雷戈工 X理论和Y理论) • Theory X（ X理论 ）
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L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Current Issues in Motivation
• Describe the cross-cultural challenges of motivation. • Discuss the challenges managers face in motivating unique groups of workers.
Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision. Theory Y（ Y理论 ）

Assumes that workers can exercise self-direction, desire responsibility, and like to work. Motivation is maximized by participative decision making, interesting jobs, and good group relations.
16–6
Early Theories of Motivation(早期的激励理论)
• Maslow’s Hierarchy of Needs Theory(马斯洛的 需要层次论)
Needs were categorized as five levels of lower- to higher-order needs.

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

Need for power (nPow)（权利需要 ）
– The need to influence the behavior of others Need of affiliation (nAff)（归属需要 ） – The desire for interpersonal relationships
Individuals must satisfy lower-order needs before they can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what level that person is on the hierarchy.
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Exhibit 16–5
Goal-Setting Theory
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Motivation and Behavior
• Benefits of Participation in Goal-Setting(参与设 定目标的好处)
Increases the acceptance of goals. Fosters commitment to difficult, public goals. Provides for self-feedback (internal locus of control) that guides behavior and motivates performance (selfefficacy).
16–9
Assumption:

Early Theories of Motivation (cont’d)
• Herzberg’s Motivation-Hygiene Theory(赫兹伯格 的双因素理论)
Job satisfaction and job dissatisfaction are created by different factors.
16–10
Exhibit 16–2
Herzberg’s Motivation-Hygiene Theory
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Exhibit 16–3
Contrasting Views of Satisfaction-Dissatisfaction
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Contemporary Theories of Motivation

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Motivation and Goals
• Goal-Setting Theory(目标设定理论)
Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals. Is culture bound to the U.S. and Canada.