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