Management 管理学 PRIMANOnlineLectureCh16.docx

Management 管理学 PRIMANOnlineLectureCh16.docx

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Management管理学PRIMANOnlineLectureCh16

CHAPTER16-Motivation

ONLINELecture

I.MANAGER’SCHALLENGE

DarrellOwensjustgotoutofthehospital.Whatputhimthere,hebelieves,wasstayingupthreedaysstraighttofinishareportthatwasunexpectedlydueforhisemployer,BestBuy,thenation’slargestandhighlysuccessfulconsumerelectronicsretailer.Owensgotabigbonusandavacationforhisextraordinaryefforts,butnowhe’swonderingwhetheritwasworthit.TraciTobias,whomanagestravelreimbursements,issneakingoutthedoorinthemorningstoavoidtheguiltshefeelswhenheryoungchildrenbeghertostayforbreakfastandcrywhenshecan’t.Sheisfeelinglesscommitmenttoherjobasthesacrificesshemakesforitseemgreaterandgreater.JenniferJansseninfinancerecentlydiscoveredsheispregnantandisconsideringleavingherjob.Amanagerinthehumanresourcesdepartment,CaliRessler,noticedanalarmingtrendatBestBuy:

increasingturnover,signsofweakeningorganizationalcommitment,andmoreemployees,especiallywomen,acceptingthereducedpayandprestigeofpart-timepositionsbecausetheyneedmoreflexibilitythanafull-timepositionallows.BestBuyexpectsalotfromitspeople,andthecompanyculturehasalwaysglorifiedlonghoursandpersonalsacrifice.Likeothercompanies,BestBuyissearchingforanedgeinanincreasinglycompetitiveglobalenvironment.Ifthesetrendscontinue,Resslerbelieves,BestBuycouldloseitsmostvaluableasset:

themotivationandcommitmentofitsworkforce.

TheproblematBestBuyheadquartersisthatmanyexperiencedemployeesarelosingtheirdrive.BestBuyexecutivesarecontinuallylookingforwaystodothingsbetter,faster,andcheaperthanthecompetition,buttheyrealizethatsimplypushingforgreaterproductivityisnotthekeytorevivingemployeemoraleandmotivation.Thissituationcanbeaproblemevenforthemostsuccessfulandadmiredoforganizations,whenexperienced,valuableemployeeslosethemotivationandcommitmenttheyoncefelt,causingadeclineintheirperformance.Onesecretforsuccessinorganizationsismotivatedandenthusiasticemployees.ThechallengeforBestBuyandothercompaniesistokeepemployeemotivationconsistentwithorganizationalgoals.

II.THECONCEPTOFMOTIVATION

Motivationreferstotheforceseitherwithinorexternaltoapersonthatarouseenthusiasmandpersistencetopursueacertaincourseofaction.Employeemotivationaffectsproductivity,andpartofamanager’sjobistochannelmotivationtowardaccomplishmentoforganizationalgoals.Thestudyofmotivationhelpsunderstandwhatpromptspeopletoinitiateaction,whatinfluencestheirchoiceofaction,andwhytheypersistinthatactionovertime.

Peoplehavebasicneedssuchasforfood,achievement,ormoney.Needsmotivatespecificbehaviordesignedtofulfillthoseneeds.Feedbacktellspeoplewhethertheyweresuccessfulinfulfillingtheirneeds.Ifso,theyfeelrewardedbytheirsuccess.

Intrinsicrewardsarethesatisfactionsapersonreceivesintheprocessofperformingaparticularaction.Extrinsicrewardsaregivenbyanotherperson,typicallyamanager,andincludepromotions,payincreases,andotherthingsemployeesvaluesuchasextratimeoff.

Theimportanceofmotivationisthatitcanleadtobehaviorsthatreflecthighperformancewithinorganizations.Managershavetofindtherightcombinationofmotivationaltechniquesandrewardstokeepworkerssatisfiedandproductiveinavarietyoforganizationalsituations.

III.FOUNDATIONSOFMOTIVATION

A.TraditionalApproach

1.ThestudyofemployeemotivationbeganwiththeworkofFrederickW.Tayloronscientificmanagementandefficiency.Economicrewardsareprovidedtoemployeesforhighperformance.Anemphasisonpayevolvedintothenotionoftheeconomicman—theideathatpeoplewillworkharderforhigherpay.Thisledtotheincentivepaysystemswherepeoplewerepaidbasedonthequantityandqualityoftheirworkoutputs.

B.HumanRelationsApproach

1.Thenotionoftheeconomicmanwasgraduallyreplacedbyamoresocialperspectiveonemployees.AsaresultoftheHawthornestudies,non-economicrewardssuchascongenialworkgroupsthatmetsocialneedsseemedmoreimportantthanmoneyasamotivator.Workerswerestudiedaspeopleandtheconceptofthesocialmanemerged.

C.HumanResourceApproach

1.Thisapproachextendstheconceptsofeconomicmanandsocialmantointroducetheconceptofthewholeperson.TheworkbyMcGregoronTheoryXandTheoryYarguedthatpeoplewanttodoagoodjobandthatworkisasnaturalasandhealthyasplay.

2.Proponentsofthehumanresourceapproachbelievedthatearlierapproachestriedtomanipulateemployeesbyeconomicandsocialrewards.Byassumingemployeesarecompetentandcanmakemajorcontributions,managerscanenhanceorganizationalperformance.Thehumanresourceapproachisthebasisforcontemporaryperspectivesonemployeemotivation.

D.ContemporaryApproach

1.Thecontemporaryapproachtoemployeemotivationconsistsofthreetypesoftheories.

a.Contenttheoriesprovideinsightintotheneedsofpeopleinorganizationsandhelpmanagersunderstandhowneedscanbesatisfiedintheworkplace.

b.Processtheoriesareconcernedwiththethoughtprocessesthatinfluencebehaviorandfocusonhowemployeesseekrewardsinworkcircumstances.

c.Reinforcementtheoriesfocusonteachingemployeesdesiredworkbehaviors.

IV.CONTENTPERSPECTIVESONMOTIVATION

Contenttheoriesemphasizetheneedsthatmotivatepeople;peoplehavebasicneedssuchasfood,achievement,ormonetaryreward.Theseneedstranslateintoaninternaldrivethatmotivatesspecificbehaviorsinanattempttosatisfytheneeds.Totheextentthatmanagersunderstandemployees’needs,theycandesignrewardsystemsthatmeetthemdirectemployees’energiesandprioritiestowardattainingorganizationalgoals.

A.HierarchyofNeedsTheory

1.AbrahamMaslow’shierarchyofneedstheoryproposesthathumansaremotivatedbymultipleneeds,existinginahierarchicalorder.

a.Physiologicalneeds.Themostbasichumanphysicalneedsincludingfood,water,andoxygen.Intheorganizationalsetting,theseneedsincludeadequateheat,air,andbasesalarytoensuresurvival.

b.Safetyneeds.Thesearetheneedsforasafeandsecurephysicalandemotionalenvironmentandfreefromthreatsofviolence.Inanorganizationalworkplace,safetyneedsareforsafejobs,fringebenefits,andjobsecurity.

c.Belongingnessneeds.Theseneedsarethedesiretobeacceptedbyone’speers,havefriends,bepartofagroup,andbeloved.Onthejob,thistranslatesintoadesireforgoodrelationshipswithcoworkers,participationinaworkgroup,andapositiverelationshipwithsupervisors.

d.Esteemneeds.Esteemneedsrelatetothedesireforapositiveselfimageandtheneedtoreceiveattention,recognition,andappreciationfromothers.Theseneedsarereflectedinorganizationsasadesireforrecognition,increasedresponsibility,highstatus,andcreditforcontributionstotheorganization.

e.Self-actualizationneeds.Thisisthehighestneedcategoryandrepresentstheneedforselffulfillment—developingone’sfullpotential,increasingone’scompetence,andbecomingabetterperson.Theseneedscanbemetinanorganizationalsettingbyprovidingopportunitiestogrow,encouragingcreativity,andprovidingtrainingforchallengingassignmentsandadvancement.

2.Thelowerorderneedstakepriorityinthattheymustbesatisfiedbeforehigherorderneedsareactivated.Theneedsaresatisfiedinsequence;onceaneedissatisfied,itdeclinesinimportanceandthenexthigherneedisactivated.Ifalower-levelneedceasestobesatisfied,however,itwillre-emergeandtakeprecedenceoverhigherorderneedsuntilitisonceagainsatisfied.

B.ERGTheory

1.ERGtheorywasdevelopedbyClaytonAlderferandisamodificationofMaslow’stheoryinanefforttosimplifyitandrespondtocriticismsofitslackofempiricalverification.ERGtheoryidentifiedthreecategoriesofneeds.

a.Existenceneeds.Thesearetheneedsforphysicalwellbeing.

b.Relatednessneeds.Thesepertaintotheneedforsatisfactoryrelationshipswithothers.

c.Growthneeds.Thesefocusonthedevelopmentofhumanpotentialandthedesireforpersonalgrowthandincreasedcompetence.

2.TheERGmodelandMaslow’sneedhierarchyaresimilarasbotharehierarchicalandpresumeindividualsmoveupthehierarchyoneneedatatime.TheModelcontainsafrustrationregressionprinciple,suggestingthatfailuretomeetahigherorderneedmaytriggerregressiontoanalreadyfulfilledlowerorderneed.Forexample,aworkerwhocannotfulfillaneedforpersonalgrowthmayreverttoalowerordersocialneedandredirecthisorhereffortstowardmakingalotofmoney.TheERGmodelsuggeststhatindividualsmaymovedownaswellasupthehierarchydependingontheirabilitytosatisfyneeds.

3.Manycompaniesfindthatcreatingahumaneworkenvironmentthatallowspeopletoachieveabalancebetweenworkandpersonallifeisagreathigh-levelmotivator.Makingworkfunplaysaroleincreatingthisbalanceaswell.Havingfunatworkrelievesstressandenablespeopletofeelmore“whole.”

C.TwoFactorTheory

1.FrederickHerzbergassertedthatworkcharacteristicsassociatedwithdissatisfactionweredifferentfromthosepertainingtosatisfaction.Thispromptedtheideathattwodifferentfactorsinfluencedworkmotivationandanemployee’sbehavioratwork,leadingtohisdevelopmentofthetwo-factortheory.

a.Hygienefactorsrelatetolower-orderneedsandincludethingssuchasworkingconditions,payandsecurity,companypolicies,supervisors,andinter