第八章 员工激励

Fundamentals of Management: 10-12
Gao Junshan, UST Beijing
Motivation theory: J Richard Hackman
Skill Variety Task Identity
The Job Characteristics Model
Part 4 Leading
Part 5 Controlling
Chapter 12 Communication and Interpersonal Skills
Fundamentals of Management: 10-2
Gao Junshan, UST Beijing
Chapter Guide
Hygiene Factors
• Quality of supervision • Salary and benefits • Company policies • Working conditions • Relations with others • Security and status
High Job Dissatisfaction
Tension
Drives
Fundamentals of Management: 10-5
Gao Junshan, UST Beijing
Motivation theory: Abraham Maslow
Maslow’s Hierarchy of Needs
Self
Esteem
Social Safety Physiological
Task Significance Autonomy Feedback
Fundamentals of Management: 10-13
Gao Junshan, UST Beijing
Motivation theory: Job Characteristic Model
Examples of High and Low Job Characteristics
• Motivation overview • Theories of motivation
– Early theories : Maslow’s; McGregor’s; Hertzberg’s – Contemporary theories: McClelland’s; Adam’s; Job Characteristics Model; Vroom’s
Fundamentals of Management: 10-11
Gao Junshan, UST Beijing
Motivation theory: J Stacey Adams
Equity Theory Propositions
• Given payment by time, over-rewarded employees will produce more than equitably paid employees.
Theory Y Workers
Enjoy Work
Accept Responsibility
Fundamentals of Management: 10-7
Gao Junshan, UST Beijing
Motivation theory: Frederick Herzberg
Herzberg’s Two-Factor Theory
Motivating and Rewarding Employees
Fundamentals of Management: 10-1
Gao Junshan, UST Beijing
Where We Are
Part 1 Introduction Part 2 Planning Part 3 Organizing
Chapter 8 Foundations of Individual and Group Behavior
Chapter Chapter 9 9 Understanding Understanding Team Team work work Chapter 10 Motivating and rewarding Employees Chapter 11 Leadership and Trust
Fundamentals of Management: 10-6 Gao Junshan, UST Beijing
Motivation theory: Douglas McGregor
Little Ambition
Theory X Workers
Dislike Work
Avoid Responsibility Self-Directed
Inequity (Under-Rewarded)
Байду номын сангаасOutcomes A
Inputs A Outcomes A
Outcomes B
Inputs B
Equity
>
Outcomes B
Inequity (Over-Rewarded)
Inputs A
*Where
Inputs B
A is the employee, and B is a relevant other or referent.
Fundamentals of Management: 10-4 Gao Junshan, UST Beijing
Overview
The Motivation Process
Unsatisfied Unsatisfied Need Need Search Behavior Reduction of Tension Satisfied Need
• Given payment by quantity of production, over-rewarded employees will produce fewer but higher-quality units than equitably paid employees. • Given payment by time, under-rewarded employees will produce less or poorer-quality output.
Herzberg‘s View
Motivators
Satisfaction No Satisfaction
Hygiene Factors
No Dissatisfaction Dissatisfaction
Fundamentals of Management: 10-9
Gao Junshan, UST Beijing
David McClelland
Gao Junshan, UST Beijing
Motivation theory: J Stacey Adams
Equity Theory
Ratio Comparison*
Outcomes A Inputs A < Outcomes B Inputs B =
Employee’s Perception
• Attitude and work performance • Further Discussion Issues
Diverse workforce; Pay for performance or pay for time; Minimum-wage workers; Professional employees; Technical workers; Flexible work options
Fundamentals of Management: 10-3 Gao Junshan, UST Beijing
Overview
Motivation and Need
Motivation is the willingness to exert a persistent and high level of effort toward organizational goals. Need is some internal state that makes certain outcomes appear attractive.
Motivation theory: David McClelland
Need for Achievement
(nAch)
The Theory of Needs
Need for Power
(nPow)
Need for Affiliation
(nAff)
Fundamentals of Management: 10-10
Motivators
• Career advancement • Recognition • Work itself • Responsibility • Advancement •Growth
0
Job Satisfaction
High
Fundamentals of Management: 10-8
• Given payment by quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees.
Characteristics
• High variety • Low variety
Examples
Skill Variety The owner-operator of a garage who does electrical repair, rebuilds engines, does body work, and interacts with customers 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 Fundamentals of Management: 10-14 Gao Junshan, UST Beijing
Gao Junshan, UST Beijing
Motivation theory: Frederick Herzberg
Contrasting Views of Satisfaction-Dissatisfaction
Traditional View
Satisfaction
Dissatisfaction