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《《 ManagementManagement 》》Chapter 15 MotivationChapter 15 Motivation

《《 ManagementManagement 》》Chapter 15 MotivationChapter 15 Motivation

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L E A R N I N G O U T L I N EL E A R N I N G O U T L I N E

Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

– Define motivation. Define motivation.

– Explain motivation as a need-satisfying process. Explain motivation as a need-satisfying process.

– Describe the five levels in Maslow’s hierarchy Describe the five levels in Maslow’s hierarchy

– Describe Herzberg’s motivation-hygiene theory. Describe Herzberg’s motivation-hygiene theory.

– Explain Adams equity theoryExplain Adams equity theory

– Explain Skinner’s reinforcement theoryExplain Skinner’s reinforcement theory

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主要内容：主要内容：

一、一、 What Is Motivation?What Is Motivation?

二、二、 Early Theories of Motivation Early Theories of Motivation

三、 三、 Modern Theories of MotivatioModern Theories of Motivationn

四、四、 From Theory to PracticeFrom Theory to Practice

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一、 一、 (( 激励概述）激励概述）What Is Motivation?What Is Motivation?一、 一、 (( 激励概述）激励概述）What Is Motivation?What Is Motivation?

Motivation Motivation The processes that account for an individual’s willingness The processes that account for an individual’s willingness to exert high levels of to exert high levels of efforteffort to reach to reach organizational goalsorganizational goals, , conditioned by the effort’s ability to satisfy some individuconditioned by the effort’s ability to satisfy some individual al needneed..

激励（激励（ motivationmotivation ））：：在管理工作中，可把激励定义在管理工作中，可把激励定义为调动人们积极性的过程，即指人在外在力量的作用下，为调动人们积极性的过程，即指人在外在力量的作用下，通过满足个体的某种需要，从而使个体产生一种内在的通过满足个体的某种需要，从而使个体产生一种内在的动力，去追求目标的心里活动的过程。动力，去追求目标的心里活动的过程。

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Nervous ReleasedNervous Released

Unsatisfied needsUnsatisfied needs

Motivation ProcessMotivation Process

DrivesDrives

nervousnervous

Looking foraction

Looking foraction

Needs satisfiedNeeds satisfied

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二、早期激励理论二、早期激励理论（（ Early Motivation TheoryEarly Motivation Theory ））二、早期激励理论二、早期激励理论（（ Early Motivation TheoryEarly Motivation Theory ））

Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs MacGregor’s Theories X and Y MacGregor’s Theories X and Y Herzberg’s Motivation-Hygiene Herzberg’s Motivation-Hygiene TheoryTheory

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Maslow’s Hierarchy of Needs TheoryMaslow’s Hierarchy of Needs Theory （（马斯洛马斯洛需求需求层次理论）层次理论）

» Needs were categorized as five levels of lower- to higher-order Needs were categorized as five levels of lower- to higher-order needs. needs.

» Individuals must satisfy lower-order needs before they can satiIndividuals must satisfy lower-order needs before they can satisfy higher order needs. sfy higher order needs.

» Satisfied needs will no longer motivate. Satisfied needs will no longer motivate.

– Motivating a person depends on knowing at what level Motivating a person depends on knowing at what level that person is on the hierarchy. that person is on the hierarchy.

» Hierarchy of needs Hierarchy of needs

» Lower-order (external): physiological, safety Lower-order (external): physiological, safety

» Higher-order (internal): social, esteem, self-actualizationHigher-order (internal): social, esteem, self-actualization

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Maslow’s Hierarchy of needsMaslow’s Hierarchy of needsMaslow’s Hierarchy of needsMaslow’s Hierarchy of needs

自尊的需要(Esteem)

社交需要(Social)

安全需要(Safety)

生理需要(Physiological)

自我实现的需要

(Self-Actualization ）

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McGregor’s Theory X and Theory Y McGregor’s Theory X and Theory Y Theory X Theory X

– Assumes that workers have little ambition, Assumes that workers have little ambition, dislike work, avoid responsibility, and require dislike work, avoid responsibility, and require close supervision. close supervision.

Theory Y Theory Y

– Assumes that workers can exercise self-Assumes that workers can exercise self-direction, desire responsibility, and like to direction, desire responsibility, and like to work. work.

– Motivation is maximized by participative Motivation is maximized by participative decision making, interesting jobs, and good decision making, interesting jobs, and good group relations.group relations.

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Herzberg’s Motivation-Hygiene TheoryHerzberg’s Motivation-Hygiene Theory

» Job satisfaction and job dissatisfaction are created by different Job satisfaction and job dissatisfaction are created by different factors. factors.

» Hygiene factors:Hygiene factors: extrinsic (environmental) factors that create j extrinsic (environmental) factors that create job dissatisfaction. ob dissatisfaction.

» Motivators:Motivators: intrinsic (psychological) factors that create job sa intrinsic (psychological) factors that create job satisfactiontisfaction. .

» Attempted to explain why job satisfaction does not result in inAttempted to explain why job satisfaction does not result in increased performance. creased performance.

» The opposite of satisfaction is not dissatisfaction, but rather no The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.satisfaction.

» The opposite of dissatisfaction is not satisfaction, but rather no The opposite of dissatisfaction is not satisfaction, but rather no dissatisfaction.dissatisfaction.

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三、（现代激励理论）三、（现代激励理论） Contemporary Contemporary Theories of MotivationTheories of Motivation

Three-Needs Theory Three-Needs Theory Expectancy TheoryExpectancy Theory Equity Theory Equity Theory Reinforcement TheoryReinforcement Theory

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Expectancy Theory(Expectancy Theory( 期望理论）期望理论） – States that an individual tends to act in a certain States that an individual tends to act in a certain

way based on the expectation that the act will bway based on the expectation that the act will be followed by a given outcome and on the attrace followed by a given outcome and on the attractiveness of that outcome to the individual. tiveness of that outcome to the individual.

» Key to the theory is understanding and managing eKey to the theory is understanding and managing employee goals and the linkages among and between mployee goals and the linkages among and between effort, performance and rewards. effort, performance and rewards.

» Effort:Effort: employee abilities and training/development employee abilities and training/development

» Performance:Performance: valid appraisal systems valid appraisal systems

» Rewards (goals):Rewards (goals): understanding employee needs understanding employee needs

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Expectancy RelationshipsExpectancy Relationships » ExpectancyExpectancy (effort-performance linkage) (effort-performance linkage)

– The perceived probability that an individual’s The perceived probability that an individual’s effort will result in a certain level of effort will result in a certain level of performance. performance.

» Instrumentality (performance-reward linkage) Instrumentality (performance-reward linkage)

– The perception that a particular level of The perception that a particular level of performance will result in the attaining a performance will result in the attaining a desired outcome (reward). desired outcome (reward).

» Valence (reward-needs linkage) Valence (reward-needs linkage) » The attractiveness/importance of the performance The attractiveness/importance of the performance

reward (outcome) to the individual.reward (outcome) to the individual.

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M=V x EM=V x E

Motives= Expectancy Motives= Expectancy X X ValenceValence

E (high) x V (high)=M (high)E (high) x V (high)=M (high)

E (medium) x V (medium)=M (medium)E (medium) x V (medium)=M (medium)

E (high) x V (low)=M (low)E (high) x V (low)=M (low)

E (low) x V (low)=M (low)E (low) x V (low)=M (low)

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Equity TheoryEquity TheoryPerceived ratio comparison Employee’s assessment

outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes A

Inputs A

<

=

>

不公平 ( 报酬过低 )

equity

Inequity (under-rewarded)

*A 代表某员工； B 代表参照对象 .

Inequity (over-rewarded)

outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes A

Inputs A

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– Equity Theory Equity Theory （公平理论）（公平理论）– Employee responses to perceived inequities: Employee responses to perceived inequities:

» Distort own or others’ ratios. Distort own or others’ ratios. » Induce others to change their own inputs or outcomeInduce others to change their own inputs or outcome

s. s. » Change own inputs (increase or decrease efforts) or Change own inputs (increase or decrease efforts) or

outcomes (seek greater rewards). outcomes (seek greater rewards). » Choose a different comparison (referent) other (persChoose a different comparison (referent) other (pers

on, systems, or self). on, systems, or self).

– Quit their job. Quit their job. – Employees are concerned with both the absolutEmployees are concerned with both the absolut

e and relative nature of organizational rewards.e and relative nature of organizational rewards.

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Reinforcement Theory(Reinforcement Theory( 强化理论）强化理论） » Assumes that if a desired behavior is positively reinAssumes that if a desired behavior is positively rein

forced by means of being rewarded , it is likely to be forced by means of being rewarded , it is likely to be repeated.repeated.

» Assumes that if an undesired behavior is negativelAssumes that if an undesired behavior is negatively reinforced by means of being punished , it is likely y reinforced by means of being punished , it is likely to be weakened or removed.to be weakened or removed.

----Positive reinforcement is preferred for its long-ter----Positive reinforcement is preferred for its long-term effects on performance m effects on performance

» ----Ignoring undesired behavior is better than punish----Ignoring undesired behavior is better than punishment which may create additional dysfunctional behment which may create additional dysfunctional behaviors.aviors.

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四、从理论到实践四、从理论到实践From Theory to PracticeFrom Theory to Practice

Guidelines for Motivating EmployeesGuidelines for Motivating Employees Recognize individual differences Recognize individual differences Match people to jobs Match people to jobs Use goals Use goals Ensure that goals are perceived as attainable Ensure that goals are perceived as attainable Individualize rewardsIndividualize rewards Link rewards to performance Link rewards to performance Check the system for equity Check the system for equity Use recognition Use recognition Don’t ignore moneyDon’t ignore money

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Suggestions For Motivation Suggestions For Motivation

11 、、 Substantial to spiritual approach Substantial to spiritual approach

22 、、 Motivation volume from smaller to larMotivation volume from smaller to large approachge approach

33 、、 From positive to negative approachFrom positive to negative approach