企业职员激励手册2692 825.pptVIP

* * * * * * * * * * * * * * * * * * * * * * * * * * * * Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y. Seeing people as irresponsible and lazy, managers who follow Theory X assume the following: 1. Employees inherently dislike work and will try to avoid it. 2. Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals. 3. Employees avoid responsibilities and seek formal direction, if possible. 4. Most workers place security above all other work-related factors and will display little ambition. Since they see people as responsible and conscientious, managers who follow Theory Y assume the following: 1. Employees can view work as being as natural as rest or play. 2. When committed to their objectives, people will exercise self-direction and self-control 3. The average person can learn to accept, even seek, responsibility. 4. Many workers besides managers have innovative decision-making skills. No hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand. * * * * * * * * * * * * * * * * * * * * * * * * * * * 薪酬设计中的公平性问题 外部公平性：对于类似的职位，公司的薪酬水平和其他同等企业相比应该基本相同，或者应超过同等企业的薪酬水平。 内部公平性：在公司内部，不同职位的薪酬水平应该与其对公司的贡献一致。 个体公平性：公司内部有相同或相类似职位的员工，其薪酬水平应基本一致。 程序公平：透明工资发放的评定标准。 公平理论 分配公平 人们感到个人之间在报酬数量和报酬分配上的公平 谁得到了什么?” 程序公平 用来确定报酬分配的程序是否让人觉得公平 “如何决定谁得到什么?” 相互公平 个体受到尊重的程度 “我有被好好对待吗?” 三种公平 期望理论 弗鲁姆提出的理论： 　　激发力量＝效价×期望 激发力量：指调动一个人的积极性、激发人内部潜力的强度。 效价：达到目的对满足个人需要的价值。 期望：根据经验判断一定的行为能够导致某种结果的满足需要的概率。 Ethical Values and Behaviors of Leaders Bottom line 三种关系成立时能产生激励作用。因此 个体必须感觉到他们进行了尝试就会产生绩效 And 如果他们产生了绩效，就能得到奖励 And 他们将会得到他们想要的东西作为奖励 期望理论 综合型激励模型（Robbins) 强化 高成就需要 公平性比较Oa/Ia：Ob/Ib 绩效评估标准 个人目标 组织奖励 个人绩效 能力 机会 个人努力 主导需要 目标引导行为 客观的绩效评估系统 第二节 激励理论的应用 工作设计与调配 工作轮换 Job Rotation 让员工在能力要求相似的工作之间不断调换，以减少工作的枯燥单调感。 工作扩大化 Job Enlargement