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1、第四讲：组织行为第四讲：组织行为第十六章：员工激励与用人艺术第十六章：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。德鲁克知识得以充分实现。德鲁克授课提纲授课提纲o一、关于人的假定一、关于人的假定o二、激励理论二、激励理论n （一）早期的激励理论（一）早期的激励理论n （二）激励理论的扩展（二）激励理论的扩展o三、新视角一、二三、新视角一、二o四、用人艺术四、用人艺术解读解读“企企”字字o 企业的企业的“企企”字是从字是从“人人”开始的。开始的。“人人”不不在就在就“止
2、止”了。当然，了。当然，“人人”不是生物学意义不是生物学意义上的上的“人人”。“人人”有灵魂，没有灵魂就不是有灵魂，没有灵魂就不是真正意义上的真正意义上的“人人”了，没有灵魂，人的行为了，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。地验证我们的判断。 企业即人企业即人 企业靠人企业靠人 企业造人企业造人o企业和人一样，有自己的灵魂，否则企业和人一样，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心价值观。魂就是企业成员共享的核心价值观。o 以文以文“化化”人人-企业
3、的价值手段企业的价值手段o 以利以利“化化”人人-企业的理性手段企业的理性手段o 以情以情“化化”人人-企业的感情手段企业的感情手段一、关于人的基础假定一、关于人的基础假定o 经济人假设：经济人假设：管理的效力取决于利益关系的确管理的效力取决于利益关系的确定和调整。定和调整。o 社会人假定：社会人假定：人是社会人，人是在与其他人的人是社会人，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。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。的社会性关系。o 自我实现假定：自我实现假定：人是能够自我激励和控
4、制人是能够自我激励和控制的。的。什么是钓鱼？什么是钓鱼？o钓鱼者是上家，下家是具有一定贪婪钓鱼者是上家，下家是具有一定贪婪心的普通人。能否吸引下家进入角色，心的普通人。能否吸引下家进入角色，关键看关键看“鱼饵鱼饵”。对人的一生始终具。对人的一生始终具有影响力的有影响力的“鱼饵鱼饵”是什么呢？健康是什么呢？健康和财富。和财富。o 心理假定：人是复杂多变、不断成熟的有机心理假定：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，生理年龄和心理年龄是有时间差的。同时，生理年龄和心理年龄是有时间差的。人有生理年龄和心理年龄之分。人到中年，人有
5、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。心理比较稳定，也容易产生自得的心理。o 复杂人假定：人有许多动机，在不同情形下复杂人假定：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有不同的反映形式，因此我们要依据具体环境来确定。境来确定。什么什么是激励（是激励（Motivation）o the willingness to exert high levels of effort the willingness to exert high levels of effort to reach organizational goals, condition
6、ed to reach organizational goals, conditioned by the efforts ability to satisfy some by the efforts ability to satisfy some individual needindividual needn 努力努力effort - a measure of intensity or driveeffort - a measure of intensity or driven 目目标标goals - effort should be directed toward, goals - effo
7、rt should be directed toward, and consistent with, organizational goalsand consistent with, organizational goalsn 需求需求needs - motivation is a need-satisfying needs - motivation is a need-satisfying processprocess激励激励过程（过程（The Motivation Process）UnsatisfiedNeedSatisfiedNeedSearchBehaviorDrivesTension
8、Reductionof Tension需求：企业是一个需求：企业是一个“名利场名利场”o 管理既是管理既是“口号管理口号管理”，也是，也是“名利管名利管理理”？o 蒙牛集团经营非常重视激励机制建设，蒙牛集团经营非常重视激励机制建设，即他的即他的“散财哲学散财哲学”。牛根生认为，。牛根生认为，“经营中有经营中有9898关乎人性关乎人性”，凡事换位，凡事换位思考，将对方的利益想清楚了，事情就思考，将对方的利益想清楚了，事情就容易办了。容易办了。o管理具有营销的某些功能。管理不能管理具有营销的某些功能。管理不能简单地管理简单地管理“员工如何做员工如何做”？还要？还要 关心员工关心员工“有什么需求有什
9、么需求”，是安全？，是安全？是利益？是自我实现？是利益？是自我实现？o管理不是简单的对人的管理，而是对管理不是简单的对人的管理，而是对人的需求进行管理，并通过需求管理人的需求进行管理，并通过需求管理达到最终的目的绩效。达到最终的目的绩效。二、激励理论二、激励理论（一）早期的激励理论（一）早期的激励理论n 本质理论本质理论(intrinsic)(intrinsic)：如果给他一份值得做的：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。到最好。奖励来自于工作本身所带来的满足感。n 满足理论满足理论(sa
10、tisfaction)(satisfaction)：心满意足的的工作：心满意足的的工作者会高产出。者会高产出。n 诱因理论诱因理论(incentive)(incentive)：如果给予表现好的行为：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。更多的奖励，那么他的工作会更加好。本质本质理论理论Maslows Hierarchy of Needs TheoryPhysiologicalSafetySocialEsteemSelf-Actualization满意满意理论理论Herzbergs Motivation-Hygiene Theoryo 激励激励因素因素motivator fact
11、ors energize employees：可以提高工作满意度：可以提高工作满意度increase job satisfactiono 保健保健因素因素hygiene factors dont motivate employees：可以消除工作满意度：可以消除工作满意度eliminate job dissatisfaction因素类型分析因素类型分析o reinforcers - consequences that, when given immediately following a behavior, affect the probability that the behavior wi
12、ll be repeatedn managers can influence employees behavior by reinforcing actions deemed desirablen emphasis in on positive reinforcement, not punishment强化理论强化理论Reinforcement Theory（三）激励理论的扩展（三）激励理论的扩展o 三因素理论（权力、成就和归属）三因素理论（权力、成就和归属）o 目标设定理论目标设定理论o 工作设计理论工作设计理论o 公平理论公平理论o 期望理论期望理论三因素理论三因素理论Three-Need
13、s Theory - McClellando need for achievement (nAch) - drive to excel, to achieve in relation to a set of standards, and to strive to succeedn prefer jobs that offer personal responsibilityn want rapid and unambiguous feedbackn set moderately challenging goalso avoid very easy or very difficult taskso
14、 need for power (nPow)n need to make others behave in a way that they would not have behaved otherwiseo need for affiliation (nAff)n desire for friendly and close interpersonal relationshipso best managers tend to be high in the need for power and low in the need for affiliation目标目标设定理论设定理论Goal-Sett
15、ing Theory目标目标设定理论设定理论Goal-Setting Theoryo intention to work toward a goal is a major source of job motivationospecific goals increase performanceo difficult goal, when accepted, results in higher performance than does an easy goalo specific hard goals produce a higher level of output than does the
16、generalized goal of “do your best”o participation in goal setting is usefuln reduces resistance to accepting difficult goalsn increases goal acceptanceo feedback is usefuln helps identify discrepancies between what has been accomplished and what needs to be donen self-generated feedback is a powerfu
17、l motivatoro contingencies in goal-setting theoryn goal commitment - individual is determined to accomplish the goal most likely to occur when:ogoals are made publicoindividual has an internal locus of contrologoals are self-set rather than assignedo self-efficacy(效力效力) - an individuals belief that
18、she/he is capable of performing a taskn higher self-efficacy, greater motivation to attain goalsonational culture - theory is culture boundo Job Design - the way tasks are combined to form complete jobsn historically, concentrated on making jobs more specialized工作设计理论工作设计理论Designing Motivating Jobso
19、 Job Enlargement - horizontal expansion of job n job scope - the number of different tasks required in a job and the frequency with which these tasks are repeatedn provides few challenges, little meaning to workers activitiesn only addresses the lack of variety in specialized jobsoJob Enrichment - v
20、ertical expansion of jobn job depth - degree of control employees have over their worko empowers employees to do tasks typically performed by their managers工作工作特征模型特征模型Job Characteristics Model (JCM) - conceptual framework for analyzing jobsjobs described in terms of five core characteristicsn skill
21、 variety - degree to which job requires a variety of activitieso more variety, greater need to use different skillsn task identity - degree to which job requires completion of an identifiable piece of worko task significance - degree to which job has substantial impact on the lives of other peopleo
22、these three characteristics create meaningful worko autonomy - degree to which job provides substantial freedom, independence, and discretion in performing the workn give employee a feeling of personal responsibilityn feedback - degree to which carrying out the job results in receiving clear informa
23、tion about the effectiveness with which it has been performedo employee knows how effectively s/he is performingJob Characteristics ModelCore JobDimensionsSkill VarietyTask IdentityTask SignificanceAutonomyFeedbackExperienced meaningfulnessof the workExperienced responsibility for outcomes of workKn
24、owledge of the actualresults of the work CriticalPsychological StatesHigh Internal Work MotivationHigh-QualityWork PerformanceHigh Satisfaction with the WorkLow Absenteeismand TurnoverPersonal andWork OutcomesStrength of Employee Growth NeedDesigning Motivating Jobs (cont.)oJCM (cont.)n links betwee
25、n core characteristics and outcomes are moderated by the strength of the individuals growth needgrowth need - persons desire for self-esteem and self-actualizationGuidelines For Job RedesignCore JobDimensionsSuggestedActionsOpening FeedbackChannelsCombining Tasks Task Identity Skill Variety Forming
26、Natural Work UnitsTask SignificanceLoad Vertically Autonomy Forming Natural Work UnitsFeedback 公平理论公平理论Equity Theorynproposes that employees perceive what they get from a job (outcomes) in relation to what they put into it (inputs)ninput/outcome ratio compared with the ratios of relevant otherso equ
27、ity - ratio is equal to that of relevant otherso inequity - ratio is unequal to that of relevant othersnreferent (relevant other) may be:o other - individuals with similar jobso a system - includes organizational pay policies and administrative systemso self - past personal experiences and contactsE
28、quity Theorywhen inequities are perceived, employees act to correct the situationo distort either their own or others inputs or outputso behave in a way to induce others to change their inputs or outputso behave in a way to change their own inputs or outputso choose a different comparison persono qu
29、it their jobs期望理论期望理论Expectancy Theoryo 期望理论可以看作是动机计算理论：个期望理论可以看作是动机计算理论：个人需求、人需求、E E（努力）的程度和结果（努力）的程度和结果o 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 and on the attractiveness of that outcome to the individ
30、ualn Expectancy (effort-performance linkage) - perceived probability that exerting a given amount of effort will lead to a certain level of performancen Instrumentality (performance-reward linkage) - strength of belief that performing at a particular level is instrumental in attaining an outcomen Va
31、lence - attractiveness or importance of the potential outcomeSimplified Expectancy ModelIndividualEffortIndividualPerformanceAOrganizationalRewardsBIndividualGoalsCA = Effort-performance linkageB = Performance-reward linkageC = AttractivenessExpectancy Theories of Motivation (cont.)o Expectancy theo
32、ry emphasizes rewardsn organizational rewards must align with the individuals wantso no universal principle for explaining what motivates individualsn managers must understand why employees view certain outcomes as attractive or unattractiveo most comprehensive and widely accepted explanation of employee motivation整合的分析整合的分析