Eleventh editionEleventh edition
STEPHEN P. ROBBINSSTEPHEN P. ROBBINS MARY COULTERMARY COULTER
School of Management, Shanghai University
Motivating
Employees
ChapterChapter
9-2
Case: 问题
•• Suppose you set up a small company after Suppose you set up a small company after
graduation, there are many works which require your graduation, there are many works which require your
employees to do. employees to do.
•• How do you motivate your employees?How do you motivate your employees?
•• 我们的模拟案例中的创业小公司面临的一个眼前的问题，我们的模拟案例中的创业小公司面临的一个眼前的问题，
如何招募到员工，如何激励员工为企业工作？如何招募到员工，如何激励员工为企业工作？
15–15–22
Case: 情形案例
•• Suppose you set up a small company after Suppose you set up a small company after
graduation, because of the limited budgets you can graduation, because of the limited budgets you can
not provide favorable salary to your employees, not provide favorable salary to your employees,
however, there are many works which require your however, there are many works which require your
employees to work over time with very limited employees to work over time with very limited
overtime subsidies in addition to a unsatisfied overtime subsidies in addition to a unsatisfied
working environments. working environments.
•• In such a situation, what you will do ?In such a situation, what you will do ?
•• How do you motivate your employees?How do you motivate your employees?
15–15–33
16–16–44
Is Motivation?
••Define motivationDefine motivation
••Explain motivation as a need-satisfying Explain motivation as a need-satisfying
.
15–15–55
Motivation
•D Motivation Motivation 动机动机
Is the process by which a person’s efforts are Is the process by which a person’s efforts are
energized, directed, and sustained energized, directed, and sustained towards towards
attaining a goalattaining a goal
动机是个体为了实现目标而付出的努力的过程动机是个体为了实现目标而付出的努力的过程，，
包括努力的包括努力的产生产生、、指向指向和努力的和努力的持续持续等。等。
15–15–66
Motivation
D Motivation Motivation 动机动机
Is the process by which a person’s efforts are Is the process by which a person’s efforts are energized, directed, energized, directed,
and sustained and sustained towards attaining a goaltowards attaining a goal
动机是个体为了实现目标而付出的努力的过程，包括努力的产生、指向和努力的持续等。动机是个体为了实现目标而付出的努力的过程，包括努力的产生、指向和努力的持续等。
Three key elements: Three key elements:
Energy Energy 努力努力:: a measure of intensity or drive. a measure of intensity or drive.
DirectionDirection 方向方向:: toward organizational goals toward organizational goals
Persistence Persistence 坚持性坚持性:: exerting effort to achieve goals. exerting effort to achieve goals.
Motivation works best when individual needs are Motivation works best when individual needs are
compatible with organizational with organizational goals.
16–16–77
Motivation
Q： Is Motivation a personal trait? Is Motivation a personal trait?
–that some people have and others don’t? –that some people have and others don’t?
动机是有人有，有人没有吗？动机是有人有，有人没有吗？
A： Motivation is the result of an interaction Motivation is the result of an interaction
between a person and a a person and a situation.不，内不，内
外交织的结果外交织的结果
15–15–88
2. Early Theories of
Motivation
早期激励理论
Maslow’s Hierarchy of Maslow’s Hierarchy of Needs
MacGregor’s Theories X and MacGregor’s Theories X and Y
Herzberg’s Two-Factor Herzberg’s Two-Factor Theory
McClelland’s Three Needs McClelland’s Three Needs Theory
15–15–99
Exhibit 15–1Exhibit 15–1 Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs 马斯洛需要层次理论马斯洛需要层次理论
自我实现自我实现
尊重尊重
社交社交
安全安全
生理生理
Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs Theory
Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs Theory
16–16–1010
• Physiological needs - a person’s needs for food, drink,
shelter, sexual satisfaction, and other physical needs.
• Safety needs - a person’s needs for security and
protection from physical and emotional harm.
• Social needs - a person’s needs for affection,
belongingness, acceptance, and friendship.
• Esteem needs - a person’s needs for internal factors
(., self-respect, autonomy, and achievement) and external
factors (such as status, recognition, and attention).
• Self-actualization needs - a person’s need to become
what he or she is capable of becoming.
15–15–1111
15–15–1212
Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs Theory
• 马斯洛马斯洛 需要层次理论需要层次理论
Needs were categorized as five levels of lower- to Needs were categorized as five levels of lower- to
higher-order -order needs.
Individuals must satisfy lower-order needs before they Individuals must satisfy lower-order needs before they
can satisfy higher order satisfy higher order needs.
Satisfied needs will no longer needs will no longer motivate.
Motivating a person depends on knowing at what level Motivating a person depends on knowing at what level
that person is on the person is on the hierarchy.
Hierarchy of needsHierarchy of needs
Lower-order (external): physiological, safetyLower-order (external): physiological, safety
Higher-order (internal): social, esteem, self-actualizationHigher-order (internal): social, esteem, self-actualization
15–15–1313
McGregor’s Theory X and Theory Y
麦格雷戈麦格雷戈XX理论和理论和YY理论理论
Theory XTheory X
Assumes that workers have little ambition, Assumes that workers have little ambition,
dislike work, avoid responsibility, and require dislike work, avoid responsibility, and require
close supervision.
Theory YTheory Y
Assumes that workers can exercise self-Assumes that workers can exercise self-
direction, desire responsibility, and like to , desire responsibility, and like to work.
15–15–1414
McGregor’s Theory X and Theory Y
麦格雷戈麦格雷戈XX理论和理论和YY理论理论
Theory XTheory X
Lower-order needs dominated individualsLower-order needs dominated individuals
Theory YTheory Y
Higher-order needs dominated -order needs dominated individuals.
AssumptionAssumption::
Theory Y is more valid than those of Theory XTheory Y is more valid than those of Theory X
Motivation is maximized by participative decision Motivation is maximized by participative decision
making, interesting jobs, and good group making, interesting jobs, and good group
.
15–15–1515
Q: Which Theory Is More Valid？
• Comments of the author: No evidence to Comments of the author: No evidence to
confirm that either set of assumptions is confirm that either set of assumptions is
valid or that being a Theory Y manager valid or that being a Theory Y manager
makes employees more motivated. makes employees more motivated.
15–15–1616
Herzberg’s Motivation-Hygiene TheoryHerzberg’s Motivation-Hygiene Theory
赫兹伯格的双因理论赫兹伯格的双因理论 or Two factor theoryor Two factor theory
Job satisfaction and job dissatisfaction are created Job satisfaction and job dissatisfaction are created
by different different factors.
Hygiene factors Hygiene factors 保健因素保健因素:: extrinsic (environmental) factors that extrinsic (environmental) factors that
create job job dissatisfaction.
Motivators Motivators 激励因素激励因素:: intrinsic (psychological) factors that intrinsic (psychological) factors that
create job job satisfaction.
Attempted to explain why job satisfaction does not Attempted to explain why job satisfaction does not
result in increased in increased performance.
The opposite of satisfaction is not dissatisfaction, but rather no The opposite of satisfaction is not dissatisfaction, but rather no
.
15–15–1717
Exhibit 16–3Exhibit 16–3 Contrasting Views of Satisfaction-DissatisfactionContrasting Views of Satisfaction-Dissatisfaction
P433P433
15–15–1818
Exhibit 16–2Exhibit 16–2 Herzberg’s Motivation-Hygiene Theory Herzberg’s Motivation-Hygiene Theory 赫兹伯格双因理论赫兹伯格双因理论
P434P434
15–15–1919
Three-Needs Theory
三种需要理论三种需要理论 David McClelland David McClelland 戴维戴维..麦克利兰麦克利兰
There are three major acquired needs that are major There are three major acquired needs that are major
motives in in work.
Need for achievement (nAch) Need for achievement (nAch) 成就需要成就需要
–– The drive to excel and succeedThe drive to excel and succeed
•• Personal responsibility, feedback on performance, too easy or too Personal responsibility, feedback on performance, too easy or too
difficult work; nAch managerdifficult work; nAch manager≠ good manager≠ good manager
Need for power (nPow) Need for power (nPow) 权力需要权力需要
–– The need to influence the behavior of othersThe need to influence the behavior of others
•• Best managers tend to be high in the need for achievementBest managers tend to be high in the need for achievement
Need of affiliation (nAff) Need of affiliation (nAff) 归属需要归属需要
–– The desire for interpersonal relationshipsThe desire for interpersonal relationships
Exhibit 16-4: TAT Pictures
p435p435
15–15–2121
Exhibit 16–4Exhibit 16–4 Examples of Pictures Used for Assessing Levels of nAch, Examples of Pictures Used for Assessing Levels of nAch,
nAff, and nPownAff, and nPow
投射测试：根据图片写故事投射测试：根据图片写故事
16–16–2222
3. Contemporary Theories of Motivation
Goal-Setting Goal-Setting Theory
Reinforcement Reinforcement Theory
Job Design Job Design theory
Equity Equity Theory
Expectancy Expectancy Theory
Integrating Contemporary Theories of Integrating Contemporary Theories of
MotivationMotivation
16–16–2323
Goal-setting theory
Goal-Setting Theory Goal-Setting Theory 目标设置理论目标设置理论 . . Locke
Proposes that setting goals that are accepted, Proposes that setting goals that are accepted,
specific, and challenging yet achievable will result in specific, and challenging yet achievable will result in
higher performance than having no or easy performance than having no or easy goals.
理论主张设立具体而富有挑战性的，同时又是可以达成的和可以接受理论主张设立具体而富有挑战性的，同时又是可以达成的和可以接受
的目标，能够取得比没有目标或者有很容易实现的目标更好的成果。的目标，能够取得比没有目标或者有很容易实现的目标更好的成果。
15–15–2424
Goal-setting theory
Goal-Setting Theory Goal-Setting Theory 目标设置理论目标设置理论 . . Locke
Three researches support the theoryThree researches support the theory
(1)(1) IntentionIntention to work toward a goal is a major source of to work toward a goal is a major source of
job motivation. job motivation.
努力完成工作目标是工作最主要动力努力完成工作目标是工作最主要动力
••Ex: “do your best”; or “to score a 93% to keep your A in the Ex: “do your best”; or “to score a 93% to keep your A in the
class”class”
––Achievement motivation is stimulated by moderately challenging Achievement motivation is stimulated by moderately challenging
goals goals 10-20% high achievers10-20% high achievers
––Accepted and committed to the goalsAccepted and committed to the goals
(2) (2) ParticipationParticipation can improve acceptance of can improve acceptance of
challenging goals.
(3) (3) FeedbacksFeedbacks have positive effects on motivation have positive effects on motivation
15–15–2525
Goal-Setting TheoryGoal-Setting Theory 目标设置理论的内容目标设置理论的内容
•• Three factors affect the goal-performanceThree factors affect the goal-performance
Goal commitment Goal commitment 目标承诺目标承诺
Internal locus of controlInternal locus of control
Goals are made publicGoals are made public
Goals are self-set rather than assigned Goals are self-set rather than assigned
Adequate self-efficacy Adequate self-efficacy 自我效能自我效能
Individual’s Belief that he/she is capable of performing a taskIndividual’s Belief that he/she is capable of performing a task
–– Low self-efficacy--reduce efforts to respond negative feedbacksLow self-efficacy--reduce efforts to respond negative feedbacks
–– High self-efficacy--increase efforts to respond negative feedbacksHigh self-efficacy--increase efforts to respond negative feedbacks
National culture National culture 民族文化民族文化
The value of goal-setting theory depends on the national value of goal-setting theory depends on the national culture.
–– Adaptable in US CanadaAdaptable in US Canada
–– Might not adaptable in some other countries, such as Chilly , PortugalMight not adaptable in some other countries, such as Chilly , Portugal
16–16–2626
Exhibit 16–5Exhibit 16–5 Goal-Setting Theory Goal-Setting Theory 目标设置理论目标设置理论
P437P437
Conclusions:Conclusions:
••Intention to work toward a goal is a major source of job to work toward a goal is a major source of job motivation.
••The theory is applicable to employees who accept the goals and have The theory is applicable to employees who accept the goals and have
goal commitment.
••Participation can improve acceptance of challenging can improve acceptance of challenging goals.
••Feedbacks have positive effects on motivationFeedbacks have positive effects on motivation
Summarize Summarize
自我效能自我效能
16–16–2727
Reinforcement Theory
• Reinforcement Theory Reinforcement Theory 强化理论强化理论 . . Skinner
Assumes that a desired behavior is a function of its Assumes that a desired behavior is a function of its
consequences, is externally caused, and if reinforced, is likely consequences, is externally caused, and if reinforced, is likely
to be be repeated.
行为是结果的函数，行为的原因来自外部，如果行为之后紧接着给予一个积极的强化行为是结果的函数，行为的原因来自外部，如果行为之后紧接着给予一个积极的强化
物，则会提高该行为的重复的比率。物，则会提高该行为的重复的比率。
Positive reinforcement is preferred for its long-term effects on Positive reinforcement is preferred for its long-term effects on
performanceperformance
Ignoring undesired behavior is better than punishment which Ignoring undesired behavior is better than punishment which
may create additional dysfunctional create additional dysfunctional behaviors.
Research shows that reinforcement strongly affects work Research shows that reinforcement strongly affects work
behaviors of employeesbehaviors of employees
16–16–2828
Difference between RT and GST
强化理论与目标设定理论的区别强化理论与目标设定理论的区别
• The Difference Between Reinforcement The Difference Between Reinforcement
Theory and Goal-Setting TheoryTheory and Goal-Setting Theory
RT assumes a behavior is caused by RT assumes a behavior is caused by
environment environment 强调环境强调环境
GST believes that sources of motivation is from GST believes that sources of motivation is from
personal goals personal goals 强调内心对目标的追求强调内心对目标的追求
16–16–2929
Designing motivating Jobs
Job design theory Job design theory
• Job Design 工作设计工作设计
The way tasks are combined to form complete The way tasks are combined to form complete
.
将各种任务组合起来构成完整工作的方法。将各种任务组合起来构成完整工作的方法。
Factors influencing job design:Factors influencing job design:
Changing organizational environment/structureChanging organizational environment/structure
The organization’s technologyThe organization’s technology
Employees’ skill, abilities, and preferencesEmployees’ skill, abilities, and preferences
16–16–3030
Job Design Theory
• Job Design 工作设计工作设计
• Approaches of job designing to motivate Approaches of job designing to motivate
employees employees
Job enlargement Job enlargement 工作扩大化工作扩大化 (scope)(scope)横向扩大横向扩大
Increasing the job’s scope (number and frequency of tasks)Increasing the job’s scope (number and frequency of tasks)
Ex: dentist, sanitizing and storing instruments Ex: dentist, sanitizing and storing instruments
Job enrichment Job enrichment 工作丰富化工作丰富化 (depth) (depth) 纵向扩大纵向扩大
Increasing responsibility and autonomy (depth) in a responsibility and autonomy (depth) in a job.
Ex: dentist, schedule appointments, follow up with clients Ex: dentist, schedule appointments, follow up with clients
16–16–3131
Designing Motivating Jobs (cont’d)Designing Motivating Jobs (cont’d)
• Job Characteristics Model (JCM) Job Characteristics Model (JCM) 工作特征模型工作特征模型
A conceptual framework for designing motivating A conceptual framework for designing motivating
jobs that create meaningful work experiences that jobs that create meaningful work experiences that
satisfy employees’ growth employees’ growth needs.
Five primary job characteristics:Five primary job characteristics:
. Skill variety Skill variety 技能多样性技能多样性:: how many skills and talents are how many skills and talents are
needed?needed?
. Task identity Task identity 任务完整性任务完整性:: does the job produce a complete does the job produce a complete
work?work?
. Task significance Task significance 任务重要性任务重要性:: how important is the job? how important is the job?
. Autonomy Autonomy 工作自主性工作自主性:: how much independence does the how much independence does the
jobholder have?jobholder have?
. Feedback Feedback 工作反馈工作反馈:: do workers know how well they are doing? do workers know how well they are doing?
16–16–3232
Exhibit 16–6Exhibit 16–6 Job Characteristics Model Job Characteristics Model 工作特征模型工作特征模型
Source:Source: . Hackman and . Suttle (eds.). . Hackman and . Suttle (eds.). Improving Life at Work Improving Life at Work
(Glenview, IL: Scott, Foresman, 1977). With permission of the authors.(Glenview, IL: Scott, Foresman, 1977). With permission of the authors.
P439P439
个人与工作的结果个人与工作的结果
16–16–3333
Exhibit 16–7Exhibit 16–7 Guidelines Guidelines for Job Redesignfor Job Redesign
Source:Source: . Hackman and . Suttle (eds.). . Hackman and . Suttle (eds.). Improving Life at Work Improving Life at Work
(Glenview, IL: Scott, Foresman, 1977). With permission of the authors.(Glenview, IL: Scott, Foresman, 1977). With permission of the authors.
P440P440
16–16–3434
Designing Motivating Jobs (cont’d)Designing Motivating Jobs (cont’d)
• Suggestions for Using the JCM Suggestions for Using the JCM
工作特性模式的建议工作特性模式的建议
Combine tasks (job enlargement) to create more meaningful Combine tasks (job enlargement) to create more meaningful
work. work. 创造工作的重要性创造工作的重要性
Create natural work units to make employees’ work Create natural work units to make employees’ work
important and and whole.工作的完整性工作的完整性
Establish external and internal client relationships to Establish external and internal client relationships to
provide feedback. provide feedback. 建立客户联系建立客户联系
Expand jobs vertically (job enrichment) by giving Expand jobs vertically (job enrichment) by giving
employees more autonomy. employees more autonomy. 自主权自主权
Open feedback channels to let employees know how well Open feedback channels to let employees know how well
they are doing. they are doing. 完整性反馈完整性反馈
Equity Theory
公平理论公平理论 J. Stacey Adams J. Stacey Adams 斯达西斯达西..亚当斯亚当斯
D Equity theory - the theory that an employee the theory that an employee
compares his or her job’s input-outcome ratio with compares his or her job’s input-outcome ratio with
that of relevant others and then corrects any of relevant others and then corrects any inequity.
把自己的所得与付出的比较系数与参照系统比较，然后把自己的所得与付出的比较系数与参照系统比较，然后
改变任何的不公平。改变任何的不公平。
•Referents - the the persons, systems, or selvespersons, systems, or selves
against which individuals compare themselves to against which individuals compare themselves to
assess equity.
16–16–3636
Exhibit 16–8Exhibit 16–8 Equity Theory Equity Theory 公平理论公平理论
P442P442
15–15–3737
Equity Theory
• Equity TheoryEquity Theory
If the ratios are perceived as equal then a state of equity If the ratios are perceived as equal then a state of equity
(fairness) exists.(fairness) exists.
If the ratios are perceived as unequal, inequity exists and If the ratios are perceived as unequal, inequity exists and
the person feels under- or person feels under- or over-rewarded.
When inequities occur, employees will attempt to do When inequities occur, employees will attempt to do
something to rebalance the ratios (seek justice).something to rebalance the ratios (seek justice).
16–16–3838
Case：Fair or Unfair ?
•• 央企高管降薪正式实施央企高管降薪正式实施 涉及涉及7272家央企负责人家央企负责人
•• 央企高管降薪至央企高管降薪至88千千 少壮派老总表示不干了少壮派老总表示不干了
16–16–3939
Case：Fair or Unfair ?
•• 央企高管降薪正式实施央企高管降薪正式实施 涉及涉及7272家央企负责人家央企负责人
•• 从从20152015年起，年起，7272家央企高管工资单上的数字要小了，他们享受的职务消费也将被严格规范。昨家央企高管工资单上的数字要小了，他们享受的职务消费也将被严格规范。昨
天（天（11月月11日），日），《《中央管理企业负责人中央管理企业负责人薪酬薪酬制度改革方案制度改革方案》》正式实施。改革首批将涉及正式实施。改革首批将涉及7272家央企的家央企的
负责人，包括中石油、中石化、中国移动等组织部门任命负责人的负责人，包括中石油、中石化、中国移动等组织部门任命负责人的5353家央企，以及其他金融、铁路家央企，以及其他金融、铁路
等等1919家企业。这次改革在业内称为家企业。这次改革在业内称为““有一锤定音之效有一锤定音之效””。人社部副部长邱小平曾表示，。人社部副部长邱小平曾表示，““改革后多改革后多
数中央管理企业负责人的薪酬水平将会下降，有的下降幅度还会比较大数中央管理企业负责人的薪酬水平将会下降，有的下降幅度还会比较大””。。
•• 双重身份，不能双重标准双重身份，不能双重标准 央企央企负责人往往具有双重身份，不仅是职业经理人，还同时是具有负责人往往具有双重身份，不仅是职业经理人，还同时是具有
较高行政级别的公务员。在职务薪酬上往往既有高管工资，又有较高行政级别的公务员。在职务薪酬上往往既有高管工资，又有““高官高官””待遇。数据显示，待遇。数据显示，20132013年年
我国沪深上市公司主要负责人年平均薪酬水平为我国沪深上市公司主要负责人年平均薪酬水平为万元万元，全部负责人平均薪酬水平为，全部负责人平均薪酬水平为万元。万元。
央企负责人薪酬水平是同期沪深上市公司主要负责人的大约央企负责人薪酬水平是同期沪深上市公司主要负责人的大约22～～33倍倍，与职工薪酬差距达到，与职工薪酬差距达到1212倍之多，倍之多，
显著偏高。不过，中国社科院人口与劳动经济研究所副所长张车伟说，新规实施后，也并非大多数显著偏高。不过，中国社科院人口与劳动经济研究所副所长张车伟说，新规实施后，也并非大多数
央企负责人的薪酬水平会普遍下降。张车伟：央企负责人的薪酬水平会普遍下降。张车伟：““从我们看到的情况来讲，央企高管也就是个别人的从我们看到的情况来讲，央企高管也就是个别人的
薪酬水平过高。那么，我想它影响的是那些特别高的人，对大多数人来讲，应该有影响，但不会特薪酬水平过高。那么，我想它影响的是那些特别高的人，对大多数人来讲，应该有影响，但不会特
别大。过高的薪酬肯定会显著下降，这毫无疑问。别大。过高的薪酬肯定会显著下降，这毫无疑问。””
•• 降薪撬动国有企业完善现代企业制度降薪撬动国有企业完善现代企业制度 改革后的央企高管的薪酬结构由基本年薪加绩效改为基改革后的央企高管的薪酬结构由基本年薪加绩效改为基
本年薪、绩效年薪加任期激励收入。一位央企内部人士分析说，基本年薪将根据上年度本年薪、绩效年薪加任期激励收入。一位央企内部人士分析说，基本年薪将根据上年度7272家家在职员在职员
工平均工资的两倍确定。绩效年薪不超过基本年薪的两倍。工平均工资的两倍确定。绩效年薪不超过基本年薪的两倍。而任期激励收入不超过年薪总水平的而任期激励收入不超过年薪总水平的
30%30%。总的收入不超过在职员工平均工资的。总的收入不超过在职员工平均工资的77～～88倍。张车伟认为，严格规范央企负责人薪酬，其实倍。张车伟认为，严格规范央企负责人薪酬，其实
不是简单意义上的不是简单意义上的降薪降薪，更深的意义在于撬动国有企业完善现代企业制度。张车伟：，更深的意义在于撬动国有企业完善现代企业制度。张车伟：““这并不意味这并不意味
着高管薪酬的改革就只是一个降薪，而是说向着一个更加合理的薪酬体系改革的方向，而且本身就着高管薪酬的改革就只是一个降薪，而是说向着一个更加合理的薪酬体系改革的方向，而且本身就
应该是我们国有企业改革的一个重要部分。应该是我们国有企业改革的一个重要部分。””
16–16–4040
Responses to perceived inequities
• Equity Theory (cont’d)Equity Theory (cont’d)
Employee responses to Employee responses to perceived inequitiesperceived inequities::
Distort own or others’ ratios. Distort own or others’ ratios. 曲解曲解
Induce others to change their own inputs or others to change their own inputs or outcomes.
Change own inputs (increase or decrease efforts) or outcomes Change own inputs (increase or decrease efforts) or outcomes
(seek greater rewards).(seek greater rewards).
Choose a different comparison (referent) other (person, systems, Choose a different comparison (referent) other (person, systems,
or self).or self).
Quit their their job.
Employees are concerned with both the absolute Employees are concerned with both the absolute
and relative nature of organizational relative nature of organizational rewards.
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Distributive Justice and Procedural justiceDistributive Justice and Procedural justice
•• Equity Theory (cont’d)Equity Theory (cont’d)
Distributive justice Distributive justice 分配公平分配公平
The perceived fairness of the amount and allocation of rewards The perceived fairness of the amount and allocation of rewards
among individuals (., who received what).among individuals (., who received what).
–– Influences an employee’s an employee’s satisfaction.
Procedural justice Procedural justice 程序公平程序公平
The perceived fairness of the process use to determine the The perceived fairness of the process use to determine the
distribution of rewards (., how who received what).distribution of rewards (., how who received what).
–– Affects an employee’s organizational an employee’s organizational commitment.
•• Implication of Equity TheoryImplication of Equity Theory
Motivations are affected by equityMotivations are affected by equity
Sharing informationSharing information
Procedural justiceProcedural justice
16–16–4242
Expectancy Theory
• Expectancy Theory Expectancy Theory (Victor Vroom(Victor Vroom维克多维克多..弗罗姆弗罗姆))
期待理论期待理论
States that an individual tends to act in a certain way based on 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 the expectation that the act will be followed by a given outcome
and on the attractiveness of that outcome to the individual. and on the attractiveness of that outcome to the individual. 当人当人
们预期某种行为能为个体带来某种特定的结果，而且这种们预期某种行为能为个体带来某种特定的结果，而且这种
结果对个体具有吸引力时，个体就倾向于采取这种行为。结果对个体具有吸引力时，个体就倾向于采取这种行为。
EXEX：： Incentive tour to abroad after completing the goal of work Incentive tour to abroad after completing the goal of work
16–16–4343
Expectancy Theory
• Expectancy Theory Expectancy Theory (Victor Vroom)(Victor Vroom)期待理论期待理论
Key to the theory is understanding and managing employee Key to the theory is understanding and managing employee
goals and the linkages among and between effort, performance goals and the linkages among and between effort, performance
and rewards.
Effort:Effort: employee abilities and training/developmentemployee abilities and training/development
Performance:Performance: valid appraisal systemsvalid appraisal systems
Rewards (goals):Rewards (goals): understanding employee needsunderstanding employee needs
15–15–4444
Exhibit 16–9Exhibit 16–9 Simplified Expectancy ModelSimplified Expectancy Model
P442P442
目标与个人努力的联接目标与个人努力的联接
15–15–4545
Expectancy Theory (cont’d)
• Expectancy RelationshipsExpectancy Relationships
Expectancy (effort-performance linkage) Expectancy (effort-performance linkage) 期望或努力绩效期望或努力绩效
联系联系
The perceived probability that an individual’s effort will The perceived probability that an individual’s effort will
result in a certain level of in a certain level of performance.
Instrumentality (performance-reward linkage)Instrumentality (performance-reward linkage)奖赏联系奖赏联系
The perception that a particular level of performance will The perception that a particular level of performance will
result in the attaining a desired outcome (reward).result in the attaining a desired outcome (reward).
Valence (attractiveness of reward)Valence (attractiveness of reward)效价或奖赏的吸引力效价或奖赏的吸引力
The attractiveness/importance of the performance reward The attractiveness/importance of the performance reward
(outcome) to the individual.(outcome) to the individual.
15–15–4646
P444P444
Integrating Contemporary Theories
of Motivation
Exhibit 16–10Exhibit 16–10
Integrating Contemporary Integrating Contemporary
Theories of MotivationTheories of Motivation
Five theoriesFive theories
settingGoal setting
designJob design
15–15–4747
4. Current Issues in Motivation
••Managing Cross-Cultural Motivational ChallengesManaging Cross-Cultural Motivational Challenges
••Motivating Unique Groups of WorkersMotivating Unique Groups of Workers
•Diverse Workforce
•Professionals
•Contingent Workers
•Minimum-Wage Employees
••Designing Appropriate Rewards ProgramsDesigning Appropriate Rewards Programs
••Motivating in Tough Economic CircumstancesMotivating in Tough Economic Circumstances
15–15–4848
Cross-Cultural Challenges
Motivational programs are most applicable in cultures Motivational programs are most applicable in cultures
where where individualismindividualism and and quality of lifequality of life are cultural are cultural
characteristicscharacteristics
Uncertainty avoidance of some cultures inverts Maslow’s Uncertainty avoidance of some cultures inverts Maslow’s
needs hierarchy.
The need for achievement (nAch) is lacking in other need for achievement (nAch) is lacking in other cultures.
Collectivist cultures view rewards as “entitlements” to be Collectivist cultures view rewards as “entitlements” to be
distributed based on individual needs, not individual distributed based on individual needs, not individual
.
Cross-Cultural ConsistenciesCross-Cultural Consistencies
Interesting work is widely desired, as is growth, achievement, Interesting work is widely desired, as is growth, achievement,
and responsibility.
15–15–4949
Motivating Unique Groups of Motivating Unique Groups of Workers
（（11））Motivating a diverse workforce through Motivating a diverse workforce through
flexibility:flexibility:激励多元化的员工队伍激励多元化的员工队伍
Men desire more autonomy than do desire more autonomy than do women.
Women desire learning opportunities, flexible work Women desire learning opportunities, flexible work
schedules, and good interpersonal , and good interpersonal relations.
15–15–5050
（（11））Motivating a diverse workforce through Motivating a diverse workforce through
flexibility:flexibility:
激励多元化的员工队伍激励多元化的员工队伍
•• Flexible Work/Job schedulesFlexible Work/Job schedules
Compressed work weekCompressed work week
Longer daily hours, but fewer daysLonger daily hours, but fewer days
Flexible work hours Flexible work hours (flextime)(flextime)
Specific weekly hours with varying arrival, departure, lunch and Specific weekly hours with varying arrival, departure, lunch and
break times around certain core hours during which all break times around certain core hours during which all
employees must be must be present.
Job SharingJob Sharing
Two or more people split a full-time or more people split a full-time job.
TelecommutingTelecommuting
Employees work from home using computer work from home using computer links.
15–15–5151
Current Issues in Motivation (cont’d)Current Issues in Motivation (cont’d)
（（22））Motivating ProfessionalsMotivating Professionals
Characteristics of professionalsCharacteristics of professionals
Strong and long-term commitment to their field of and long-term commitment to their field of expertise.
Loyalty is to their profession, not to the is to their profession, not to the employer.
Have the need to regularly update their the need to regularly update their knowledge.
Don’t define their workweek as 8:00 am to 5:00 ’t define their workweek as 8:00 am to 5:00 pm.
Motivators for professionalsMotivators for professionals
Job challengeJob challenge
Organizational support of their workOrganizational support of their work
15–15–5252
Current Issues in Motivation (cont’d)Current Issues in Motivation (cont’d)
（（33））Motivating Contingent Workers Motivating Contingent Workers
激励应急员工激励应急员工((临时工临时工))
Opportunity to become a permanent employeeOpportunity to become a permanent employee
Opportunity for trainingOpportunity for training
Equity in compensation and benefitsEquity in compensation and benefits
（（44））Motivating Low-Skilled, Minimum-Wage Motivating Low-Skilled, Minimum-Wage
EmployeesEmployees
Higher payHigher pay
Employee recognition programs, provision of sincere praiseEmployee recognition programs, provision of sincere praise
15–15–5353
Designing Appropriate Rewards Designing Appropriate Rewards Programs
（（11））Open-book management Open-book management 账目公开管理账目公开管理
Involving employees in workplace decision by opening up the Involving employees in workplace decision by opening up the
financial statements of the statements of the employer.
（（22））Employee recognition programs Employee recognition programs 员工认可方案员工认可方案
Giving personal attention and expressing interest, approval, and Giving personal attention and expressing interest, approval, and
appreciation for a job well for a job well done.
（（33））Pay-for-performance Pay-for-performance 绩效工资方案绩效工资方案
Variable compensation plans that reward employees on the basis of Variable compensation plans that reward employees on the basis of
their performance:their performance:
–– Piece rates, wage incentives, profit-sharing, and lump-sum Piece rates, wage incentives, profit-sharing, and lump-sum
bonusesbonuses
（（44））Stock option programs Stock option programs 股票期权方案股票期权方案
right to purchase shares of company stock at a set (option) priceright to purchase shares of company stock at a set (option) price
Motivating in Tough Economic
Circumstances
• CreativeCreative
CommunicationCommunication
Establish common goalEstablish common goal
Creating a community feel so employees could Creating a community feel so employees could
see that managers cared about them and their see that managers cared about them and their
workwork
Give opportunities to continue to learn and growGive opportunities to continue to learn and grow
Encouraging wordEncouraging word
16–16–5454
15–15–5555
5. From Theory to Practice:
Guidelines for Motivating Employees
Case: answer
•• Suppose you set up a small company after Suppose you set up a small company after
graduation, there are many works which require graduation, there are many works which require
your employees to do. your employees to do.
•• How do you motivate your employees?How do you motivate your employees?
16–16–5656
小组作业：
餐饮业
如何与顾客交流提高满意度，形成
持续竞争力？
自行车休闲
如何运用IT技术营销形成竞争优势
？
16–16–5757
15–15–5858
Guidelines for Motivating Employees
Recognize Individual Recognize Individual
DifferencesDifferences
Match People to JobsMatch People to Jobs
Use goalsUse goals
Ensure that goals are Ensure that goals are
perceived as perceived as
attainableattainable
Individualize rewardsIndividualize rewards
Link rewards to Link rewards to
performanceperformance
Check the system for Check the system for
equityequity
Use recognitionUse recognition
Show care and concern Show care and concern
for employeesfor employees
Don’t ignore moneyDon’t ignore money
16–16–5959
Contents
1. What Is Motivation?What Is Motivation?
2. Early Theories of MotivationEarly Theories of Motivation
3. Contemporary Theories of MotivationContemporary Theories of Motivation
4. Current Issues in MotivationCurrent Issues in Motivation
5. Suggestions from Motivating EmployeesSuggestions from Motivating Employees
Discussion
•• Part 5 SCENARIO Write down what you will do in face of the following situation, Part 5 SCENARIO Write down what you will do in face of the following situation,
and answer the questions. and answer the questions.
•• Scenario : Designing Motivating JobsScenario : Designing Motivating Jobs
•• Kayla Burke is an advertising copywriter who works in the recorded music division of Kayla Burke is an advertising copywriter who works in the recorded music division of
Mediaplex‘s marketing department. Kayla is a hard worker and her work performance has Mediaplex‘s marketing department. Kayla is a hard worker and her work performance has
been very good. Her most recent work project involves writing direct mail letters to been very good. Her most recent work project involves writing direct mail letters to
current and potential customers regarding new music (both live and recorded) being current and potential customers regarding new music (both live and recorded) being
marketed by Mediaplex. She also sends coupons for discounts on the new music along marketed by Mediaplex. She also sends coupons for discounts on the new music along
with the direct mail letters. Recently, however, she seems to have lost interest in her with the direct mail letters. Recently, however, she seems to have lost interest in her
work. The number of letters and coupons she mails out in a week is falling. As manager work. The number of letters and coupons she mails out in a week is falling. As manager
of the recorded music marketing division, you have dealt with other instances of declining of the recorded music marketing division, you have dealt with other instances of declining
employee work productivity by using different incentives to motivate employees such as employee work productivity by using different incentives to motivate employees such as
time off, verbal recognition, flexible hours, and free entertainment passes to Mediaplex time off, verbal recognition, flexible hours, and free entertainment passes to Mediaplex
events. You try these with Kayla, but she does not respond. Her work productivity events. You try these with Kayla, but she does not respond. Her work productivity
continues to be below expectations. Following Mediaplex policy, you also have kept continues to be below expectations. Following Mediaplex policy, you also have kept
written documentation of your actions to improve this situation. What would you do next? written documentation of your actions to improve this situation. What would you do next?
(Keep in mind the culture of Mediaplex and remember that the marketing department is (Keep in mind the culture of Mediaplex and remember that the marketing department is
one of the most aggressive and flexible units in the company).one of the most aggressive and flexible units in the company).
16–16–6060
Discussion
Question: Question:
•• Suppose you are the manager of Kayla, what will you do in face of Suppose you are the manager of Kayla, what will you do in face of
the above situation? Explain your reasons of doing this. Possible the above situation? Explain your reasons of doing this. Possible
actions you will take: actions you will take:
•• (A) Fire Her; (A) Fire Her;
•• (B) Give her a bonus; (B) Give her a bonus;
•• (C) Transfer her to another division where she might be happier; (C) Transfer her to another division where she might be happier;
•• (D) Cut her hourly wage; (D) Cut her hourly wage;
•• (E) Ask her if she is having personal problems at home(E) Ask her if she is having personal problems at home；；
•• (F) Ask her what she likes/dislikes about her job(F) Ask her what she likes/dislikes about her job；；
•• (G) or other actions(G) or other actions
16–16–6161
15–15–6262
Terms to Know
•• motivationmotivation
•• hierarchy of needs theoryhierarchy of needs theory
•• physiological needsphysiological needs
•• safety needssafety needs
•• social needssocial needs
•• esteem needsesteem needs
•• self-actualization needsself-actualization needs
•• Theory XTheory X
•• Theory YTheory Y
•• motivation-hygiene theorymotivation-hygiene theory
•• hygiene factorshygiene factors
•• motivatorsmotivators
•• three-needs theorythree-needs theory
•• need for achievement (nAch)need for achievement (nAch)
•• need for power (nPow)need for power (nPow)
•• need for affiliation (nAff)need for affiliation (nAff)
•• goal-setting theorygoal-setting theory
•• self-efficacyself-efficacy
•• reinforcement theoryreinforcement theory
•• reinforcersreinforcers
•• job designjob design
•• job scopejob scope
•• job enlargementjob enlargement
15–15–6363
Terms to Know (cont’d)
•• job enrichmentjob enrichment
•• job depthjob depth
•• job characteristics model job characteristics model
(JCM)(JCM)
•• skill varietyskill variety
•• task identitytask identity
•• task significancetask significance
•• autonomyautonomy
•• feedbackfeedback
•• equity theoryequity theory
•• referentsreferents
•• distributive justicedistributive justice
•• procedural justiceprocedural justice
•• expectancy theoryexpectancy theory
•• compressed workweekcompressed workweek
•• flexible work hours (flextime)flexible work hours (flextime)
•• job sharingjob sharing
•• telecommutingtelecommuting
•• open-book managementopen-book management
•• employee recognition programsemployee recognition programs
•• pay-for-performance programspay-for-performance programs
•• stock optionsstock options
