introduction to management—ch11讲义教材.ppt

Motivating Employees Chapter 11 Hawthorne studies Allow to participate Need for more attention Maslow’s Hierarchy of Needs Five general categories Once a given category of needs is achieved, people become motivated to reach the next category. Herzberg’s Study Hygiene factors (working conditions, salary, job security, status) Motivation factors (achievement, responsibility, recognition, advancement, growth) McGregor’s theory Theory X - Not delegate responsibilities Theory Y - Delegate responsibilities and satisfy and motivate employees Theory Z - Participate in decision making Expectancy Theory Employee’s efforts influence by expected outcome Reward desirable to employees Employees have a chance to earn the reward Equity Theory公平理论 Compensation be equitable To measure employee contributions fairly and compensate accordingly, employees will be better satisfied and more motivated Reinforcement Theory强化理论 Positive reinforcement To motivate employees by providing rewards for high performance Negative reinforcement To motivate employees by encouraging them to behave in a manner that avoid unfavorable consequences Motivational guidelines offered by theories Compensate employees for their contribution equally High compensation fails to satisfy employees’ other needs Desirable reward could motivate employes Enhance job satisfaction and motivation Adequate compensation program Merit system Across-the-board system Incentive plans Job security Flexible work schedule Employee involvement programs Adequate compensation program Adequate compensation will not necessarily motivate employees to make their best effort. Firms may attempt to ensure Employees with the highest performance each year receive the highest percentage raises. Merit system To allocate raise according to performance Across-the –board system All employees are allocated a similar raise Incentive plans To provide employees with various forms of compensation if they meet specific performance goals Develop a pro