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1、第四讲：组织行为,第十六章：员工激励与用人艺术,我们的管理不是管人，而是领导人，我们的目的是让每一个组织成员的长处和知识得以充分实现。德鲁克,授课提纲,一、关于人的假定二、激励理论（一）早期的激励理论（二）激励理论的扩展三、新视角一、二四、用人艺术,解读“企”字,企业的“企”字是从“人”开始的。“人”不在就“止”了。当然，“人”不是生物学意义上的“人”。“人”有灵魂，没有灵魂就不是真正意义上的“人”了，没有灵魂，人的行为是无法整合的，精神病人的许多行为能够很好地验证我们的判断。 企业即人 企业靠人 企业造人,企业和人一样，有自己的灵魂，否则就不是真正意义上的企业了。企业灵魂就是企业成员共享的核
2、心价值观。 以文“化”人-企业的价值手段 以利“化”人-企业的理性手段 以情“化”人-企业的感情手段,一、关于人的基础假定,经济人假设：管理的效力取决于利益关系的确定和调整。社会人假定：人是社会人，人是在与其他人的关系中获得了关于自己的能力和身份的认知。管理的效力取决于管理者在多大程度上利用人的社会性关系。自我实现假定：人是能够自我激励和控制的。,什么是钓鱼？,钓鱼者是上家，下家是具有一定贪婪心的普通人。能否吸引下家进入角色，关键看“鱼饵”。对人的一生始终具有影响力的“鱼饵”是什么呢？健康和财富。,心理假定：人是复杂多变、不断成熟的有机体，要经历若干生理和心理发展阶段。与此同时，生理年龄和心理
3、年龄是有时间差的。人有生理年龄和心理年龄之分。人到中年，心理比较稳定，也容易产生自得的心理。复杂人假定：人有许多动机，在不同情形下有不同的反映形式，因此我们要依据具体环境来确定。,什么是激励（Motivation）,the willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need努力effort - a measure of intensity or drive目标goal
4、s - effort should be directed toward, and consistent with, organizational goals需求needs - motivation is a need-satisfying process,激励过程（The Motivation Process）,需求：企业是一个“名利场”,管理既是“口号管理”，也是“名利管理”？蒙牛集团经营非常重视激励机制建设，即他的“散财哲学”。牛根生认为，“经营中有98关乎人性”，凡事换位思考，将对方的利益想清楚了，事情就容易办了。,管理具有营销的某些功能。管理不能简单地管理“员工如何做”？还要 关心员
5、工“有什么需求”，是安全？是利益？是自我实现？管理不是简单的对人的管理，而是对人的需求进行管理，并通过需求管理达到最终的目的绩效。,二、激励理论,（一）早期的激励理论本质理论(intrinsic)：如果给他一份值得做的工作，并允许他继续做下去，那么他自然会做到最好。奖励来自于工作本身所带来的满足感。满足理论(satisfaction)：心满意足的的工作者会高产出。诱因理论(incentive)：如果给予表现好的行为更多的奖励，那么他的工作会更加好。,本质理论Maslows Hierarchy of Needs Theory,满意理论Herzbergs Motivation-Hygiene Th
6、eory,激励因素motivator factors energize employees：可以提高工作满意度increase job satisfaction保健因素hygiene factors dont motivate employees：可以消除工作满意度eliminate job dissatisfaction,因素类型分析,reinforcers - consequences that, when given immediately following a behavior, affect the probability that the behavior will be rep
7、eatedmanagers can influence employees behavior by reinforcing actions deemed desirableemphasis in on positive reinforcement, not punishment,强化理论Reinforcement Theory,（三）激励理论的扩展,三因素理论（权力、成就和归属）目标设定理论工作设计理论公平理论期望理论,三因素理论Three-Needs Theory - McClelland,need for achievement (nAch) - drive to excel, to ac
8、hieve in relation to a set of standards, and to strive to succeedprefer jobs that offer personal responsibilitywant rapid and unambiguous feedbackset moderately challenging goalsavoid very easy or very difficult tasks,need for power (nPow)need to make others behave in a way that they would not have
9、behaved otherwiseneed for affiliation (nAff)desire for friendly and close interpersonal relationshipsbest managers tend to be high in the need for power and low in the need for affiliation,目标设定理论Goal-Setting Theory,目标设定理论Goal-Setting Theory,intention to work toward a goal is a major source of job mo
10、tivationspecific goals increase performancedifficult goal, when accepted, results in higher performance than does an easy goalspecific hard goals produce a higher level of output than does the generalized goal of “do your best”,participation in goal setting is usefulreduces resistance to accepting d
11、ifficult goalsincreases goal acceptancefeedback is usefulhelps identify discrepancies between what has been accomplished and what needs to be doneself-generated feedback is a powerful motivator,contingencies in goal-setting theorygoal commitment - individual is determined to accomplish the goal most
12、 likely to occur when:goals are made publicindividual has an internal locus of controlgoals are self-set rather than assigned,self-efficacy(效力) - an individuals belief that she/he is capable of performing a taskhigher self-efficacy, greater motivation to attain goalsnational culture - theory is cult
13、ure bound,Job Design - the way tasks are combined to form complete jobshistorically, concentrated on making jobs more specialized,工作设计理论Designing Motivating Jobs,Job Enlargement - horizontal expansion of job job scope - the number of different tasks required in a job and the frequency with which the
14、se tasks are repeatedprovides few challenges, little meaning to workers activitiesonly addresses the lack of variety in specialized jobs,Job Enrichment - vertical expansion of jobjob depth - degree of control employees have over their workempowers employees to do tasks typically performed by their m
15、anagers,工作特征模型Job Characteristics Model (JCM) - conceptual framework for analyzing jobs,jobs described in terms of five core characteristicsskill variety - degree to which job requires a variety of activitiesmore variety, greater need to use different skillstask identity - degree to which job requir
16、es completion of an identifiable piece of work,task significance - degree to which job has substantial impact on the lives of other peoplethese three characteristics create meaningful workautonomy - degree to which job provides substantial freedom, independence, and discretion in performing the work
17、give employee a feeling of personal responsibility,feedback - degree to which carrying out the job results in receiving clear information about the effectiveness with which it has been performedemployee knows how effectively s/he is performing,Job Characteristics Model,Core JobDimensions,Skill Varie
18、tyTask IdentityTask Significance,Autonomy,Feedback,Experienced meaningfulnessof the work,Experienced responsibility for outcomes of work,Knowledge of the actualresults of the work,CriticalPsychological States,High Internal Work Motivation,High-QualityWork Performance,High Satisfaction with the Work,
19、Low Absenteeismand Turnover,Personal andWork Outcomes,Designing Motivating Jobs (cont.),JCM (cont.)links between core characteristics and outcomes are moderated by the strength of the individuals growth needgrowth need - persons desire for self-esteem and self-actualization,Guidelines For Job Redesi
20、gn,Core JobDimensions,SuggestedActions,Opening FeedbackChannels,Combining Tasks,Task Identity,Skill Variety,Forming Natural Work Units,Task Significance,Load Vertically,Autonomy,Forming Natural Work Units,Feedback,公平理论Equity Theory,proposes that employees perceive what they get from a job (outcomes)
21、 in relation to what they put into it (inputs)input/outcome ratio compared with the ratios of relevant othersequity - ratio is equal to that of relevant othersinequity - ratio is unequal to that of relevant othersreferent (relevant other) may be:other - individuals with similar jobsa system - includ
22、es organizational pay policies and administrative systemsself - past personal experiences and contacts,Equity Theory,when inequities are perceived, employees act to correct the situationdistort either their own or others inputs or outputsbehave in a way to induce others to change their inputs or out
23、putsbehave in a way to change their own inputs or outputschoose a different comparison personquit their jobs,期望理论Expectancy Theory,期望理论可以看作是动机计算理论：个人需求、E（努力）的程度和结果theory states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome
24、and on the attractiveness of that outcome to the individual,Expectancy (effort-performance linkage) - perceived probability that exerting a given amount of effort will lead to a certain level of performanceInstrumentality (performance-reward linkage) - strength of belief that performing at a particu
25、lar level is instrumental in attaining an outcomeValence - attractiveness or importance of the potential outcome,Simplified Expectancy Model,Expectancy Theories of Motivation (cont.),Expectancy theory emphasizes rewardsorganizational rewards must align with the individuals wantsno universal principle for explaining what motivates individualsmanagers must understand why employees view certain outcomes as attractive or unattractivemost comprehensive and widely accepted explanation of employee motivation,整合的分析,
