《管理学英文版课间激励MotivatingEmployees》PPT课件模板

Addtheauthorandtheaccompanyingtitle《管理学英文版课间激励MotivatingEmployees》MotivatingEmployees激励员工此文档后面有赠送常用PPT图标，方便大家修订排版编辑LEARNINGOUTLINEWhatIsMotivation?Definemotivation.Explainmotivationasaneed-satisfyingprocess.EarlyTheoriesofMotivationDescribethefivelevelsinMaslow’shierarchyandhowMaslow’shierarchycanbeusedinmotivationalefforts.DiscusshowTheoryXandTheoryYmanagersapproachmotivation.DescribeHerzberg’smotivation-hygienetheory.ExplainHerzberg’sviewsofsatisfactionanddissatisfaction.LEARNINGOUTLINEContemporaryTheoriesofMotivationDescribethethreeneedsMcClellandproposedasbeingpresentinworksettings.Explainhowgoal-settingandreinforcementtheoriesexplainemployeemotivation.Describethejobcharacteristicsmodelasawaytodesignmotivatingjobs.Discussthemotivationimplicationsofequitytheory.Contrastdistributivejusticeandproceduraljustice.Explainthethreekeylinkagesinexpectancytheoryandtheirroleinmotivation.LEARNINGOUTLINECurrentIssuesinMotivationDescribethecross-culturalchallengesofmotivation.Discussthechallengesmanagersfaceinmotivatinguniquegroupsofworkers.Describeopen-bookmanagementandemployeerecognition,pay-for-performance,andstockoptionprograms.MotivationMotivationisconcernedwithunderstanding‘whypeopledowhattheydo’.Inotherwordswhydopeoplechoseaparticularcourseofactionandpersistwithit,eveninthefaceofdifficultiesandproblems.TheMotivationProcessWhatIsMotivation?动机MotivationTheprocessesthataccountforanindividual’swillingnesstoexerthighlevelsofefforttoreachorganizationalgoals,conditionedbytheeffort’sabilitytosatisfysomeindividualneed.WhatIsMotivation?MotivationEffort:ameasureofintensityordrive.努力Direction:towardorganizationalgoals组织目标Need:personalizedreasontoexerteffort需要Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.Motivation动机motivating激励TheoriesofMotivation激励理论早期激励理论HierarchyofNeedsTheory层次需要理论、TheoryXandTheoryYX理论与Y理论Motivation–HygieneTheory激励-保健理论当代激励方法ThreeNeedTheory三种需要理论EquityTheory公平理论ReinforcementTheory强化理论GoalSettingTheory目标设定理论ExpectancyTheory期望理论EarlyTheoriesofMotivation早期的动机理论Maslow’sHierarchyofNeeds马斯洛的需求层次理论MacGregor’sTheoriesXandY麦格雷戈的XandY理论Herzberg’sMotivation-HygieneTheory赫茨伯格的激励-保健理论Mainpoints1.Thereisahierarchyof5needs.2.A.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.B.Satisfiedneedswillnolongermotivate.C.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.Maslow’sHierarchyofNeeds1.PhysiologicalNeeds2.SafetyNeeds3.BelongingnessNeeds4.EsteemNeeds5.Self-actualizationneedsX理论假设较低层次的需要支配着个人的行为Y理论则假设较高层次的需要支配着个人的行为Motivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.EarlyTheoriesofMotivationHerzberg’sMotivation-HygieneTheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.Hygienefactors保健因素:extrinsic外部因素(environmental)factorsthatcreatejobdissatisfaction.Motivators激励因素:intrinsic内部因素(psychological)factorsthatcreatejobsatisfaction.Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.Theoppositeofsatisfactionisnotdissatisfaction不是不满意,butrathernosatisfaction.没有满意激励因素成就承认工作本身责任晋升成长监督公司政策与监督者的关系工作条件工资同事关系个人生活与下属关系地位保障保健因素极满意中性极不满意Alderfer’sERGTheoryExistenceNeedsaredesiresforphysiologicalandmaterialwell-being.Relatednessneedsaredesiresforsatisfyinginterpersonalrelationships.RelatednessNeedsaredesiresforsatisfyinginterpersonalrelationships.GrowthNeedsaredesiresforcontinuedpsychologicalgrowthanddevelopment.ContemporaryTheoriesofMotivation当代动机理论Three-NeedsTheory三种需要理论Goal-SettingTheory目标设置理论ReinforcementTheory强化理论DesigningMotivatingJobs有激励作用的工作EquityTheory公平理论ExpectancyTheory期望理论MotivationandNeedsThree-NeedsTheory麦克利兰Therearethreemajoracquiredneedsthataremajormotivesinwork.Needforachievement(nAch)成就需要ThedrivetoexcelandsucceedNeedforpower(nPow)权力需要TheneedtoinfluencethebehaviorofothersNeedofaffiliation(nAff)归属需要ThedesireforinterpersonalrelationshipsMotivationandGoalsGoal-SettingTheoryProposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.BenefitsofParticipationinGoal-SettingIncreasestheacceptanceofgoals.Fosterscommitmenttodifficult,publicgoals.Providesforself-feedback(internallocusofcontrol)thatguidesbehaviorandmotivatesperformance(self-efficacy)自我效能感.AgoalisatargetlevelofperformanceIfagoalis:difficultspecificAndifaperson:acceptsthegoalfeelscommittedtoitgetsfeedbackontheirprogressThentheirperformanceimprovesbecause:theirbehaviourisfocusedtheytryhardtheykeeptryingtheydevelopstrategiesMotivationandBehaviorReinforcementTheoryAssumesthatadesiredbehaviorisafunction函数ofitsconsequences,isexternallycaused,andifreinforced,islikelytoberepeated.Positivereinforcementispreferredforitslong-termeffectsonperformanceIgnoringundesiredbehavior忽视isbetterthanpunishment惩罚whichmaycreateadditionaldysfunctionalbehaviors功能失调的行为.Positivereinforcement:正强化，如薪酬、赞扬、晋升；negativereinforcement:负强化，批评、指责、令人不快的工作安排，解雇的威胁；Extinction:消退，不对某些行为进行强化；Punishment:惩罚，当下属作出不良行为时，管理者让其承担他不愿得到或令其不快的结果，如减薪、暂停工作、降职留用、开除等。DesigningMotivatingJobsJobDesignThewayintowhichtaskscanbecombined组合toformcompletejobs.Factorsinfluencingjobdesign:Changingorganizationalenvironment/structureTheorganization’stechnologyEmployees’skill,abilities,andpreferencesJobenlargement工作扩大化Increasingthescope(numberoftasks)inajob.Jobenrichment工作丰富化Increasingresponsibilityandautonomy(depth)inajob.DesigningMotivatingJobsJobCharacteristicsModel(JCM)工作特征模型Fiveprimaryjobcharacteristics:Skillvariety:howmanyskillsandtalentsareneeded?技能多样化Taskidentity:doesthejobproduceacompletework?人物完整性Tasksignificance:howimportantisthejob?人物重要性Autonomy:howmuchindependencedoesthejobholderhave?工作自主性Feedback:doworkersknowhowwelltheyaredoing?工作反馈DesigningMotivatingJobsSuggestionsforUsingtheJCM见图Combinetasks(jobenlargement)tocreatemoremeaningfulwork.Createnaturalworkunitstomakeemployees’workimportantandwhole.Establishexternalandinternalclientrelationshipstoprovidefeedback.Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.MotivationandPerceptionEquityTheoryProposesthatemployeesperceivewhattheygetfromajobsituation(outcomes)inrelationtowhattheyputin(inputs)andthencomparetheirinputs-outcomesratiowiththeinputs-outcomesratiosofrelevantothers.Iftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).MakingDecisionsFairlyGivepeopleasayinhowdecisionsaremade.Provideanopportunityforerrorstobecorrected.Applyrulesandpoliciesconsistently.Makedecisionsinanunbiasedmanner.ExpectancyTheoryStatesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.Effort:努力employeeabilitiesandtraining/developmentPerformance:绩效validappraisalsystemsRewards(goals):奖赏understandingemployeeneedsExpectancyTheoryinPracticeIncreasingtheE-to-Pexpectancytraining,selection,resources,clarifyroles,providecoachingandfeedbackIncreasingtheP-to-OexpectancyMeasureperformanceaccurately,explainhowrewardsarebasedonpastperformanceIncreasingoutcomevalencesUsevaluedrewards,individualizerewards,minimizecountervalentoutcomesIntegratingContemporaryTheoriesofMotivationCurrentIssuesinMotivationCross-CulturalChallengesMotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow’sneedshierarchy.Theneedforachievement(nAch)islackinginothercultures.Collectivistculturesviewrewardsas“entitlements”tobedistributedbasedonindividualneeds,notindividualperformance.CurrentIssuesinMotivationCross-CulturalConsistenciesInterestingworkiswidelydesired,asisgrowth,achievement,andresponsibility.MotivatingUniqueGroupsofWorkersMotivatingadiverseworkforcethroughflexibility:Mendesiremoreautonomythandowomen.Womendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations.CurrentIssuesinMotivationFlexibleWork/JobschedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent.JobSharingTwoormorepeoplesplitafull-timejob.TelecommutingEmployeesworkfromhomeusingcomputerlinks.CurrentIssuesinMotivationMotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmenttotheirfieldofexpertise.Loyaltyistotheirprofession,nottotheemployer.Havetheneedtoregularlyupdatetheirknowledge.Don’tdefinetheirworkweekas8:00amto5:00pm.MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirworkCurrentIssuesinMotivationMotivatingContingentWorkersOpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefitsMotivatingLow-Skilled,Minimum-WageEmployeesEmployeerecognitionprogramsProvisionofsincerepraiseCurrentIssuesinMotivationDesigningAppropriateRewardsProgramsOpen-bookmanagementInvolvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.EmployeerecognitionprogramsGivingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.Pay-for-performanceVariablecompensationplansthatrewardemployeesonthebasisoftheirperformance:Piecerates,wageincentives,profit-sharing,andlump-sumbonusesCurrentIssuesinMotivationDesigningAppropriateRewardsPrograms(cont’d)StockoptionprogramsUsingfinancialinstruments(inlieuofmonetarycompensation)thatgiveemployeestherighttopurchasesharesofcompanystockataset(option)price.Optionshavevalueifthestockpricerisesabovetheoptionprice;theybecomeworthlessifthestockpricefallsbelowtheoptionprice.赠品（PPT常用图标素材）工业图标元素工业图标元素生活图标元素生活图标元素生活图标元素生活图标元素生活图标元素生活图标元素生活图标元素生活图标元素生活图标元素