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第六章人力资源管理的理论基础
Chp6 The Academic Foundation of Human Resource
Management
人性假设理论Theory X—Theory Y
Theory YTheory Y
Employee is not Employee is not lazylazy ,, Must create work Must create work setting to build initiativesetting to build initiative,, Provide authority to Provide authority to workersworkers
员工是勤劳的,必须建立自足员工是勤劳的,必须建立自足性工作,授权于员工。性工作,授权于员工。
Theory XTheory X
Employee is Employee is lazylazy ,, Managers must Managers must closely superviseclosely supervise , , Create Create strict rules & defined strict rules & defined rewardsrewards
员工是懒惰的,管理者必须严加员工是懒惰的,管理者必须严加监督,建立严格规则和奖赏条例监督,建立严格规则和奖赏条例
Beyond theory y
Shows how an effective manager assesses his or her environment and accommodates his or her style to it. Emphasize that the best style of leadership fits both the people and the task.
Hypothesis of human nature
Rational-economic man Social man Self-actualizing man Complex man
What Is Motivation
Direction
PersistenceIntensity
Motivation is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal
激励的基本过程
Unsatisfied Need
Tension
Search Behavior
Satisfied Need
Reduction of Tension
Drives
内容型激励理论 Content Theories
Maslow’s hierarchy of needs theory Alderfer’s ERG theory McClelland’s acquired needs theory Herzberg’s two-factor theory
Maslow’s hierarchy of needs theory
Self-Actualization
Esteem
Affiliation
Security
Physiological
Alderfer’s ERG theory
ExistenceExistenceExistenceExistence GrowthGrowth
RelatednessRelatednessRelatednessRelatedness
Alderfer’s ERG theory
McClelland’s acquired needs theoryAchievement desire to succeed
Affiliation desire for satisfying
relationships
Power desire to influence and
control others
Need for PowerNeed to take charge, assume responsibility and influence, and to make an impactSocialized power - power that is used to benefit others and the organizationPersonalized power - power that is used only or mainly for one’s own personal gain or benefit
Need for AffiliationNeed to socially interact with others, to make and sustain friendly relationships.
Need for AchievementNeed to demonstrate high performance levels and mastery over difficult or complex tasks
Herzberg’s two-factor theory
Dissatisfaction Satisfaction
Traditional view
No Satisfaction Satisfaction
Herzberg's view
Dissatisfaction No dissatisfaction
Hygiene Factors
Motivators
Herzberg’s two-factor theory
Consider that some outcomes can lead to job satisfaction, while the others can only prevent dissatisfaction.
Motivator needs: related to nature of the work and how challenging it is.
Hygiene needs: relate to the physical & psychological context of the work.
Herzberg’s two-factor theory
HygienesHygienes MotivatorsMotivators
High High MotivationMotivation
HighHighLowLow HighHighLowLow
Low MotivationLow Motivation
DissatisfactionDissatisfaction
Low DissatisfactionLow Dissatisfaction
Comparison of Content Theories
Hygiene
Factors
Need for Achievement
Need for Power
Need for Affiliation
Self-Actualization
Esteem
Affiliation
Security
Physiological
Motivators
Relatedness
Existence
Growth
Maslow Alderfer Herzberg McClelland
Process theories 过程型激励理论 Expectancy theory Equity theory Goal-Setting theory
Expectancy theory(Vroom,1964)
3. Rewards-personal goals relationship
1. Effort-performance relationship
2. Performance-rewards relationship
IndividualIndividualEffortEffort
IndividualIndividualPerformancePerformance
PersonalPersonalGoalsGoals
OrganizationalOrganizationalRewardsRewards
1 2
3
Vroom’s Expectancy Theory ConceptsVroom’s Expectancy Theory Concepts
Expectancy:Expectancy:
Belief that effort leads to a specific level of performance
Instrumentality:Instrumentality:
A performance outcome perception.
Valence:Valence:
The Value of a reward or outcome
How Does Expectancy Theory Work
Expectancy
Effort Performance Link
E=0
No matter how much effort I put in, probably not possible
to memorize the text in 24 hours
Instrumentality
Performance Rewards Link
I=0
My professor does not look
like someone who has $1 million
Valence
Rewards Personal Goals Link
V=1
There are a lot of wonderful things I could do with $1 million
My professor offers me $1 million if I memorize the textbook by tomorrow morning.
Conclusion: Though I value the reward, I will not be motivated to do this task.
Steps to Increasing Motivation
Improving Expectancy
Improve the ability of the
individual to perform
• Make sure employees have
skills for the task• Provide training
• Assign reasonable tasks and goals
Improving Instrumentality Improving Valence
Increase the individual’s belief that performance
’
will lead to reward• Observe and recognize performance
• Deliver rewards as promised
• Indicate to employees how previous
• good performance led to greater rewards
Make sure that the reward is
meaningful to the individual
• Ask employees what rewards
they value
• Give rewards that are valued
Equity theory(Adams,1963)
Equity theory recognizes that individuals are concerned not only with the absolute amount of reward for their efforts, but also with the relationship of this amount to what others receive.
Ratio Comparison*
Employee’sPerception
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes B
Inputs B
Outcomes B
Inputs B
Outcomes B
Inputs B
<
=
>
Inequity (Under-Rewarded)
Equity
Inequity (Over-Rewarded)
*Where A is the employee, and B is a relevant other or referent.
Equity TheoryEquity Theory
PerformanceEducationOrganizational LevelTenure/Seniority
Social RewardBenefitsRecognitionActual PayPerks
INPUTS OUTPUTS
Negative and Positive InequityNegative and Positive Inequity
A. An Equitable A. An Equitable SituationSituation
SelfSelf OtherOther
$2
1 hour
= $2 per hour$4
2 hours
= $2 per hour
Negative and Positive Inequity (cont)Negative and Positive Inequity (cont)
$2
1 hour
= $2 per hour$3
1 hour
= $3 per hour
B. Negative InequityB. Negative Inequity
SelfSelf OtherOther
Negative and Positive Inequity (cont)Negative and Positive Inequity (cont)
$2
1 hours
= $2 per hour
C. Positive InequityC. Positive Inequity
$3
1 hour
= $3 per hour
SelfSelf OtherOther
If an imbalance is perceived, what could be done?
Change the inputs.
Change the outcomes.
Look at another measurement.
Change one’s self-perception.
Choose a different reference point.
Choose to leave.
Goal-Setting theory(Locke,1968)
The theory that specific and difficult goals lead to higher performance.
Goals tell an employee what needs to be done and how much effort will need to be expended.
Specific hard goals produce a higher level of output than does the generalized goal of “do your best.”
OverallOrganizational
Objectives
OverallOrganizational
Objectives
XYZ Company
Consumer ProductsDivision
Industrial ProductsDivision
Divisional Objectives
Divisional Objectives
Departmental Objectives
Departmental Objectives
Individual Objectives
Individual Objectives
Production
Sales
CustomerService
MarketingResearch
Develop
CascadingObjectives
Guidelines for Writing “SMART” Guidelines for Writing “SMART” GoalsGoals
SSpecific
MMeasurable
AAttainable
RResults oriented
TTime bound
Reinforcement Theory(Skinner)Stimulus
(situation)
Response(behavior)
Consequences(rewards and punishments)
Future Behavior
Integrative Expectancy Model
勒温的场动力理论 行为是个体特征与环境的函数 EPfB
B: 个人行为的方向和向量
P : 个人的内部动力
E :环境的刺激Person
The life space
Force 3
Force 4
Force 1
Force 2
Goal 1
Goal 2
波特和劳勒
Role perceptions
SatisfactionPerceivedequity
Effort-rewardlink
PerformanceEffort
Value ofreward
Abilities and traits
Extrinsicrewards
Intrinsicrewards
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