工作激励与奖酬课件.pptVIP

精品文档 Motivation and rewards are two areas of management that are often misunderstood. This chapter begins with a review of some of the popular misconceptions about these subjects. Moreover, it defines and reviews basic motivation and reward issues. Finally, it presents an integrative model of motivation and discusses its application in the contemporary workplace. One myth is that motivation is individual-specific. The fact is that motivation is situation-specific. Another myth is that a motivated worker is a high-performing employee. The fact is that high performance requires ability and support as well as motivation. Some people claim that young people today aren’t motivated. The fact is that young people today are more unorthodox, rebellious, and have different values than baby boomers; but they aren’t necessarily less motivated. Another myth is that most people are interested in absolute rewards. The fact is that people are more sensitive to relative differences than to absolute differences. Some managers think that everyone wants a challenging job. The fact is that not everyone wants to be challenged on the job. Motivation is the willingness to exert a persistent and high level of effort toward organizational goals, conditioned by the effort’s ability to satisfy some individual need. The key elements in this definition are intensity of effort, persistence, direction toward organizational goals, and needs. A motivated worker works intensely and persistently. However, effort and persistence will not pay off unless they are channeled in a direction that benefits the organization. Finally, motivation is a need-satisfying process. According to Abraham Maslow, within every human being, the following hierarchy of needs exists. The first three are deficiency needs because they must be satisfied if the individual is to be healthy and secure. The last two are growth needs because they are related to the development and achievement of one’s potential. As each of thes