Chapter SixChapter Six

Staff MotivationStaff Motivation

Chapter Outline

MotivaMotiva ｔｔ ionion

I. The Nature of MotivationI. The Nature of Motivation

II. Need Theories II. Need Theories

III. Expectancy TheoryIII. Expectancy Theory

VI. Pay and Motivation VI. Pay and Motivation

V. Motivational TechniquesV. Motivational Techniques

I. The Nature of Motivation

1. Motivation The psychological forces acting on an

individual that determine:• Direction—possible behaviors the

individual could engage in• Effort—how hard the individual will work• Persistence —whether the individual will

keep trying or give up Explains why people behave the way they

do in organizations

I. The Nature of Motivation

2. Intrinsic Motivation Behavior that is performed for its own sake.

• The source of the motivation that comes from actually engaging in the behavior.

• The sense of accomplishment and achievement derived from doing the work itself.

I. The Nature of Motivation

3. Extrinsic Motivation Behavior that is performed to acquire material

or social rewards or to avoid punishment.• The source of the motivation is the

consequences of the behavior and not the behavior itself.

Sources of Motivation

Nature of the Nature of the OrganizationOrganization

Personal Personal CharacteristicsCharacteristics

Nature of theNature of theJobJob

Individual Individual MotivationMotivation

Outcomes and Inputs

Outcome Anything a person gets from a job or an

organization.• Pay, job security, autonomy, accomplishment

Input Anything a person contributes to his or her job

or organization.• Time, effort, skills, knowledge, work

behaviors

The Motivation Equation

Figure 12.1Figure 12.1

12–12–99

激 励 等 式

组织成员组织成员的投入的投入

组织成员组织成员的投入的投入 业绩业绩业绩业绩

组织成员组织成员所获得的所获得的

结果结果

组织成员组织成员所获得的所获得的

结果结果

时间时间努力努力教育教育经验经验技能技能知识知识

工作行为工作行为

时间时间努力努力教育教育经验经验技能技能知识知识

工作行为工作行为

对组织的对组织的效率效率 , , 组织的组织的

成果和实现成果和实现组织目标组织目标和贡献和贡献

对组织的对组织的效率效率 , , 组织的组织的

成果和实现成果和实现组织目标组织目标和贡献和贡献

报酬报酬工作稳定性工作稳定性

福利福利休假时间休假时间

自主权自主权责任感责任感

报酬报酬工作稳定性工作稳定性

福利福利休假时间休假时间

自主权自主权责任感责任感

II. Need Theories 需要理论

* Need A requirement for survival and well-being.

* Need Theories Theories of motivation that focus on what

needs people are trying to satisfy at work and what outcomes will satisfy those needs.

Basis premise is that people are motivated to obtain outcomes at work to satisfy their needs.• Managers must determine what needs a

worker wants satisfied and ensure that a person receives the outcomes when performing well.

1. Maslow’s Hierarchy of Needs

Self-actualizationSelf-actualizationSelf-actualizationSelf-actualization Realize one’sRealize one’s full potentialfull potential

Realize one’sRealize one’s full potentialfull potential

Use abilities Use abilities to the fullestto the fullest

Use abilities Use abilities to the fullestto the fullest

EsteemEsteemEsteemEsteem Feel good Feel good about oneselfabout oneself

Feel good Feel good about oneselfabout oneself

PromotionsPromotions and recognitionand recognition

PromotionsPromotions and recognitionand recognition

BelongingnessBelongingnessBelongingnessBelongingness Social Social interaction, loveinteraction, love

Social Social interaction, loveinteraction, love

Interpersonal Interpersonal relations, partiesrelations, parties

Interpersonal Interpersonal relations, partiesrelations, parties

SafetySafetySafetySafety Security, stabilitySecurity, stabilitySecurity, stabilitySecurity, stability Job security, Job security, health insurancehealth insurance

Job security, Job security, health insurancehealth insurance

PhysiologicalPhysiologicalPhysiologicalPhysiological Food, water, Food, water, sheltershelter

Food, water, Food, water, sheltershelter

Basic pay level Basic pay level to buy itemsto buy items

Basic pay level Basic pay level to buy itemsto buy items

NeedsNeeds DescriptionDescription ExamplesExamples

Lower-level needs must be satisfied before higher-level Lower-level needs must be satisfied before higher-level needs are addressed.needs are addressed.

Highest-Highest-level needslevel needs

Lowest-Lowest-level needslevel needs

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12–12–1212

2. Herzberg’s Motivation-Hygiene Theory 赫茨伯格的激励 – 保健理论

Focuses on ：1 ） outcomes that lead to higher motivation and

job satisfaction ； 2 ） outcomes that can prevent dissatisfaction.

Motivator needs: relate to the nature of the work itself—autonomy, responsibility, interesting work.

2. Herzberg’s Motivation-Hygiene Theory

Hygiene needs 保健需要： related to the physical and psychological

context of the work—comfortable work environment, pay, job security.• Unsatisfied hygiene needs create

dissatisfaction; satisfaction of hygiene needs does not lead to motivation or job satisfaction.

3. McClelland’s Needs for Achievement, Affiliation, and Power

Need for Achievement 成就需要 A strong need to perform challenging tasks well

and meet personal standards for excellence.Need for Affiliation 亲和需要

A concern for good interpersonal relations, being liked, and getting along.

Need for Power 权力需要 A desire to control or influence others.

III ． Expectancy Theory 期望理论

1. Motivation will be high when workers believe: (when)

High levels of effort will lead to high performance.

High performance will lead to the

attainment of desired outcomes.

III ． Expectancy Theory 期望理论

2. Major Factors of Motivation :(what) Expectancy 期望 : the belief that effort

(input) will result in a certain level of performance

Instrumentality 工具性 : the belief that performance results in the attainment of outcomes

Valence 效价 : how desirable each of the available outcomes from the job is to a person

Expectancy, Instrumentality, and Valence

期望 , 工具性和效价

努力努力努力努力

期望期望 ::被激励对象被激励对象对目标能够对目标能够

实现的可能性实现的可能性大小的估计，大小的估计，一种主观概率一种主观概率

期望期望 ::被激励对象被激励对象对目标能够对目标能够

实现的可能性实现的可能性大小的估计，大小的估计，一种主观概率一种主观概率

工具性工具性 ::

一个人对一个人对一定水平的一定水平的

业绩所能业绩所能带来的结果带来的结果

的认识的认识

工具性工具性 ::

一个人对一个人对一定水平的一定水平的

业绩所能业绩所能带来的结果带来的结果

的认识的认识

效价效价 ::

被激励对象被激励对象对所要达到对所要达到

的目标价值的的目标价值的认定认定

效价效价 ::

被激励对象被激励对象对所要达到对所要达到

的目标价值的的目标价值的认定认定

业绩业绩业绩业绩 结果结果结果结果

III ． Expectancy Theory

3. Expectancy Theory in Practice Expectancy: Effort will result in a level

of performance.• Employees will work hard if they believe they

can attain high performance_ organizations must provide the resources that support performance.

IIII ．． Expectancy TheoryExpectancy TheoryIIII ．． Expectancy TheoryExpectancy Theory

3. Expectancy Theory in Practice Instrumentality 工具性 : Performance leads to

outcomes.

• Workers are only motivated if they think performance leads to an outcome—managers must link performance to outcomes.

Valence 效价 : How desirable an outcome is to a person.

• Workers have preferences for outcomes—managers must determine which outcomes are valued.

III ． Expectancy Theory

4. Expectancy and MotivationMotivation is highest when expectancy,

instrumentality, and valence levels are high. If one of the values is low, motivation will be

low.• Workers do not believe they can perform

well.• Workers do not believe that performance

and rewards are closely linked.• Workers do not value the rewards offered

for performance.

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12–12–2222

III ． Expectancy Theory

Figure 12.3Figure 12.3Source: Source:

IV. Pay and Motivation 薪酬和激励

Pay as a Motivator Expectancy:

pay is an instrumentality (and outcome), must be high for motivation to be high.

Need Theory:

pay is used to satisfy many needs. Equity Theory:

pay is given in relation to inputs.

IV. Pay and Motivation 薪酬和激励

Merit Pay Plan 绩效薪酬计划 A compensation plan that bases pay on based on

individual, group and/or organization performance. Individual plan （个人绩效计划） : when individual

performance (sales) can accurately measured. Group plan （团队绩效计划） : when group that

works closely together is measured and rewarded as a group.

Organization plan （组织绩效计划） : when group or individual outcomes not easily measured.

Examples of Merit Pay Plans

Piece-rate PayPiece-rate PayPiece-rate PayPiece-rate Pay Commission PayCommission PayCommission PayCommission Pay Organization-based Organization-based Merit PlansMerit Plans

Organization-based Organization-based Merit PlansMerit Plans

Employee’s Employee’s pay is based pay is based on the on the number of number of units that units that the the employee employee produces.produces.

Employee’s Employee’s pay is based pay is based on a on a percentage percentage of sales that of sales that the the employee employee makes.makes.

Scanlon planScanlon plan——focuses on focuses on reduced reduced expenses or expenses or cutting costscutting costsProfit sharingProfit sharing—employees —employees receive a share receive a share of an of an organization’s organization’s profitsprofits

V. Motivational Techniques

Show appreciationShow appreciation

Improve communication

Improve communication

Rewards & incentives

Rewards & incentives

Delegate authorityDelegate authority

Enlarge & rotate jobsEnlarge & rotate jobs

Ensure equityEnsure equity

Foster team spiritFoster team spirit

Use MBOUse MBO

Training Training

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Exercise

Reading Page 8 Do you share the

writer’s attitude?

Listening Page 9 Listen to five talks and

find which grievance each speaker refers to.

Reading

With your partner, discuss the following questions: Do you share the writer’s attitude? Answer the handwritten questions.

Reading

Explain the following sentences: We have all seen the ‘quit – but – stay’ employees who

have severed their psychological contact with the organization

Nothing seems to fire them up. They firmly park their brains …. end of work time. They shrewdly avoid doing anything that warrants

dismissal and are content to keep their heads down This leaves the company with little option other than

mark them down as …redundancies But because few managers are trained or educated …

perpetuation of incompetence.