第六章人力资源管理的理论基础

1. 第六章人力资源管理的理论基础 Chp6 The Academic Foundation of Human Resource Management

2. Theory Y Theory X Employee is not lazy，Must create work setting to build initiative，Provide authority to workers 员工是勤劳的，必须建立自足性工作，授权于员工。 Employee is lazy，Managers must closely supervise， Create strict rules & defined rewards 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 人性假设理论 • Theory X—Theory Y

3. 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.

4. Hypothesis of human nature • Rational-economic man • Social man • Self-actualizing man • Complex man

5. Direction Intensity Persistence What Is Motivation

6. Motivation is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal

7. Unsatisfied Need Tension Drives Search Behavior SatisfiedNeed Reduction of Tension 激励的基本过程

9. 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

10. Self- Actualization Esteem Affiliation Security Physiological Maslow’s hierarchy of needs theory

11. Alderfer’s ERG theory Existence Growth Relatedness

12. Alderfer’s ERG theory

13. Achievement • desire to succeed • Affiliation • desire for satisfying relationships • Power • desire to influence and control others McClelland’s acquired needs theory

14. Need for Power • Need to take charge, assume responsibility and influence, and to make an impact • Socialized power - power that is used to benefit others and the organization • Personalized power - power that is used only or mainly for one’s own personal gain or benefit • Need for Affiliation • Need to socially interact with others, to make and sustain friendly relationships. • Need for Achievement • Need to demonstrate high performance levels and mastery over difficult or complex tasks

16. Traditional view Dissatisfaction Satisfaction Herzberg's view Motivators No Satisfaction Satisfaction Hygiene Factors Dissatisfaction No dissatisfaction Herzberg’s two-factor theory

17. 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.

18. High Motivation Low Motivation Low Dissatisfaction Dissatisfaction Low High Low High Herzberg’s two-factor theory Hygienes Motivators

19. Alderfer Herzberg Maslow McClelland Self-Actualization Need for Achievement Growth Motivators Esteem Need for Power Relatedness Affiliation Hygiene Need for Affiliation Factors Security Existence Physiological Comparison of Content Theories

20. Process theories过程型激励理论 • Expectancy theory • Equity theory • Goal-Setting theory

21. Individual Effort Individual Performance Organizational Rewards 1 2 3 1. Effort-performance relationship Personal Goals 2. Performance-rewards relationship 3. Rewards-personal goals relationship Expectancy theory(Vroom,1964)

22. Vroom’s Expectancy Theory Concepts • Expectancy: Belief that effort leads to a specific level of performance • Instrumentality: A performance  outcome perception. • Valence: The Value of a reward or outcome

23. My professor offers me $1 million if I memorize the textbook by tomorrow morning. Expectancy Instrumentality Valence Performance Rewards Link Effort Performance Link Rewards Personal Goals Link My professor does not look No matter how much effort There are a lot of wonderful things I put in, probably not possible like someone who has $1 million I could do with $1 million to memorize the text in 24 hours E=0 I=0 V=1 Conclusion: Though I value the reward, I will not be motivated to do this task. How Does Expectancy Theory Work

24. Improving Expectancy Improving Instrumentality Improving Valence Increase the individual’s belief that performance ’ Improve the ability of the Make sure that the reward is individual to perform meaningful to the individual will lead to reward • Observe and recognize • performance Make sure employees have • • Ask employees what rewards skills for the task they value • Deliver rewards as promised • Provide training • Indicate to employees • how previous • Give rewards that are valued • Assign reasonable tasks and goals • good performance led to • greater rewards Steps to Increasing Motivation

25. 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.

26. Equity Theory Ratio Comparison* Employee’s Perception 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.

27. Social Reward Benefits Recognition Actual Pay Perks Performance Education Organizational Level Tenure/Seniority OUTPUTS INPUTS

28. Negative and Positive Inequity $2 1 hour $4 2 hours = $2 per hour = $2 per hour A. An Equitable Situation Other Self

29. B. Negative Inequity Self Other $2 1 hour $3 1 hour = $2 per hour = $3 per hour Negative and Positive Inequity (cont)

30. $2 1 hours $3 1 hour = $2 per hour = $3 per hour Negative and Positive Inequity (cont) C. Positive Inequity Other Self

31. 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.

32. 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.”

34. XYZ Company Overall Organizational Objectives Divisional Objectives Consumer Products Division Industrial Products Division Departmental Objectives Sales Production Marketing Develop Customer Service Research Individual Objectives Cascading Objectives

35. Guidelines for Writing “SMART” Goals Specific Measurable Attainable Results oriented Time bound

36. Stimulus (situation) Response(behavior) Consequences(rewards and punishments) Future Behavior Reinforcement Theory(Skinner)

37. The life space Force 3 Person Force 1 Goal 1 Goal 2 Force 4 Force 2 Integrative Expectancy Model • 勒温的场动力理论 行为是个体特征与环境的函数 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

38. Intrinsic rewards Abilities and traits Value of reward Perceivedequity Performance Effort Satisfaction Extrinsic rewards Role perceptions Effort-reward link 波特和劳勒