1、Applications of motivation,Main contents,Motivating by changing the nature of the work environment 通過(guò)改變工作環(huán)境的本質(zhì)進(jìn)行激勵(lì) Employee involvement 員工卷入方案 Rewarding employees 獎(jiǎng)勵(lì)員工,一、Motivating by changing the nature of the work environment,The job characteristics model,Skill variety: the degree to which the job

2、 requires a variety of different activities so the worker can use a number of different skills and talent. 技能多樣性：指一項(xiàng)工作中要求員工使用各種技能和才干以完成不同類型的活動(dòng)的程度。 Task identity: the degree to which the job requires completion of a whole and identifiable piece of work. 任務(wù)完整性：指一項(xiàng)工作中要求完成一件完整的和可辨別的任務(wù)的程度。,Task significa

3、nce: the degree to which the job has a substantial impact on the lives or work of other people. 任務(wù)重要性：指一項(xiàng)工作對(duì)他人的生活或工作的實(shí)際影響程度。 Autonomy: the degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to

4、be used in carrying it out. 工作自主性：指一項(xiàng)工作給任職者在安排工作內(nèi)容、確定工作程序方面，實(shí)際上提供了多大的自由度、獨(dú)立性及自主權(quán)。,Feedback: the degree to which carrying out the work activities required by the job results in the individual obtaining direct and clear information about the effectiveness of his or her performance. 反饋：指員工在完成任務(wù)的過(guò)程中，在多大

5、程度上可以直接而且明確地獲得有關(guān)自己工作績(jī)效的信息。,Skill variety Task identity Task significance Autonomy Feedback,Experienced meaningfulness of the work 體驗(yàn)到工作 的意義,Experienced responsibility for outcomes of the work 體驗(yàn)到對(duì)工作 結(jié)果的責(zé)任,Knowledge of the Actual results of the work activities 了解工作活動(dòng) 的實(shí)際結(jié)果,High internal work motivati

6、on 高度的內(nèi)部動(dòng)機(jī) High-quality work performance 高質(zhì)量的工作績(jī)效 High satisfaction with the work 對(duì)工作的高度滿意度 Low absenteeism and turnover 低缺勤率和流動(dòng)率,Redesign jobs 重新設(shè)計(jì)工作 Job rotation工作輪換 We define this practice as the periodic shifting of an employee from one task to another. These jobs are usually at the same level,

7、and has similar skill requirements.員工定期從一個(gè)任務(wù)到另一個(gè)任務(wù)的輪班。 Advantages: it reduces boredom, and increases motivation; 它減少了工作的枯燥性，提高了員工的積極性。,It helps employees better understand how their work contributes to the organization. 幫助員工更好地理解他們的工作對(duì)組織的貢獻(xiàn)。 It gives management more flexibility in scheduling work, a

8、dapting to changes, and filling vacancies. 管理者在安排工作、適應(yīng)變革和填補(bǔ)職位空缺時(shí)有了更多的靈活性。,Job enlargement 工作擴(kuò)大化 Increasing the number and variety of tasks that an individual performed resulted in jobs with more diversity. 通過(guò)增加員工完成任務(wù)的數(shù)量和變化性，從而使工作本身更具有多元化。,Job enrichment 工作豐富化 An enriched job organizes tasks so as to

9、 allow the worker to do a complete activity, increases the employees freedom and independence, increases responsibility, and provides feedback, so individuals will be able to assess the correct their own performance. 以豐富化為特點(diǎn)的工作會(huì)有機(jī)結(jié)合各項(xiàng)任務(wù)，從而使工人從事一個(gè)完整的活動(dòng)，它增加了員工的自由度和獨(dú)立性，增強(qiáng)了員工的責(zé)任感，并能及時(shí)提供反饋信息，使員工能夠及時(shí)評(píng)估自己的

10、績(jī)效，并在必要時(shí)做出相應(yīng)的修正。,Job enrichment and two-factor theory: Following this theory, by increasing the intrinsic factors in a job such as achievement, responsibility, and growth employees are more likely to be satisfied with the job and motivated to perform it.,Alternative work arrangements 可替代性工作安排 Flexti

11、me 彈性時(shí)間制 It allows employees some discretion over when they arrive at work and when they leave. 它給員工一定的自主權(quán)來(lái)自己決定上下班時(shí)間。 Employees have to work a specific number of hours a week, but they are free to vary the hours of work within certain limits.在一定的條件限制下.,Benefits: reduced absenteeism; 降低缺勤率 Increased

12、productivity; 提高生產(chǎn)率 reduced overtime expenses; 減少加班費(fèi)用 a lessening in hostility toward management; 減少工人對(duì)管理層的敵對(duì)情緒 reduced traffic congestion around work sites 減少工作場(chǎng)所附件的交通堵塞狀況 Increased autonomy and responsibility for employees 提高員工的自主性和責(zé)任感,Job sharing 工作分擔(dān) It allows two or more individuals to split a

13、traditional 40-hours-a-week job. 共同分擔(dān) Job sharing allows the organization to draw on the talents of more than one individual in a given job. 工作分擔(dān)使組織能夠在具體工作崗位上吸引更多的人才。 From the employees perspective, job sharing increases flexibility.,Telecommuting 遠(yuǎn)程辦公 It refers to employees who do their work at hom

14、e at least two days a week on a computer that is linked to their office. 遠(yuǎn)程辦公就是讓員工至少每周兩天在家辦公，通過(guò)與辦公室聯(lián)網(wǎng)的電腦來(lái)處理公務(wù)。 Advantages: Higher productivity; less turnover; Improved morale; Reduced office-space costs;,二、Employee involvement,Employee involvement：we define it as a participative process that uses th

15、e input of employees to increase their commitment to the organizations success.員工卷入：我們把它界定為利用員工的投入來(lái)增加他們對(duì)組織成功的承諾的一種參與過(guò)程。 Participative management It is the use of joint decision making. 共同參與決策 That is, subordinates actually share a significant degree of decision-making power with their immediate supe

16、riors. 下屬在很大程度上可以與直接主管共享決策。,Representative participation 代表參與 That is, rather than participating directly in decisions, workers are represented by a small group of employees who actually participate. 也就是說(shuō)，工人并不直接參與決策，而是由一群工人代表參與決策。 The two most common forms: Works councils 職工監(jiān)事委員會(huì) Board representativ

17、e 董事會(huì)代表,Quality circles 質(zhì)量圈 Quality circles are defined as a work group of 8 to 10 employees and supervisors who have a shared area of responsibility and who meet regularlytypically once a week, on company time and on company premisesto discuss their quality problems, investigate causes of the probl

18、ems, recommend solutions, and take corrective actions. 質(zhì)量圈是指由810名員工和主管組成工作小組，共同承擔(dān)責(zé)任，小組成員定期會(huì)面常常是一周一次，利用上班時(shí)間和工作場(chǎng)所討論質(zhì)量問(wèn)題，探討問(wèn)題的成因，提出解決建議，并實(shí)施糾正措施。,Employees involvement and motivation theories In terms of two-factor theory, employee involvement programs could provide employees with intrinsic motivation b

19、y increasing opportunities for growth, responsibility, and involvement in the work itself. 從雙因素理論來(lái)看，員工卷入方案通過(guò)增加員工在工作中的成長(zhǎng)機(jī)會(huì)、責(zé)任以及對(duì)工作本身的介入，可以為員工提供內(nèi)部動(dòng)機(jī)。,In terms of ERG theory, the opportunity to make and implement decisions, and then seeing them work out, can help satisfy an employees needs for responsi

20、bility, achievement, recognition, growth, and enhanced self-esteem. 從ERG理論來(lái)看，做出和事實(shí)決策的機(jī)會(huì)，以及看到它們發(fā)揮作用，有助于滿足員工的責(zé)任、成就、認(rèn)可、成長(zhǎng)和自尊的需要。,三、Rewarding employees,Variable-pay program: a variable-pay program bases a portion of an employees pay on some individual and/or organizational measure of performance. 浮動(dòng)工資方案

21、把一部分薪酬建立在員工個(gè)人/組織的績(jī)效測(cè)量的基礎(chǔ)上。 Advantages: Reduce labor costs When pay is tied to performance, the employees earning recognize contribution rather than being a form of entitlement. 當(dāng)把工資與績(jī)效聯(lián)系起來(lái)，會(huì)讓人感到自己的收入取決于貢獻(xiàn)的多少，而不在于頭銜的高低。,Piece-rate pay 計(jì)件工資 Workers are paid a fixed sum for each unit of production comp

22、leted. 按照工作完成的每一個(gè)生產(chǎn)單位付給固定報(bào)酬。 Merit-based pay 績(jī)效工資 Merit-based pay plans are based on performance appraisal ratings. 績(jī)效工資計(jì)劃建立在績(jī)效評(píng)估的基礎(chǔ)之上。 The plans can be motivating because, if they are designed correctly, individuals perceive a strong relationship between their performance and the rewards they recei

23、ve.,Bonuses 獎(jiǎng)金 Bonuses reward employees for recent performance rather than historical performance. 最近的業(yè)績(jī) Profit-sharing plans 利潤(rùn)分成方案/利潤(rùn)分享計(jì)劃 They distribute compensation based on some established formula designed around a companys profitability. 根據(jù)公司的利潤(rùn)而設(shè)計(jì)出某種特定的公式，以此來(lái)分配報(bào)酬。 Gainsharing 收入分成/收益分享計(jì)劃,Emp

24、loyee stock ownership plans 員工持股計(jì)劃 Employee stock ownership plans are company-established benefit plans in which employees acquire stock, often at below-market prices, as part of their benefit. 員工持股計(jì)劃是公司制定的一項(xiàng)福利措施，作為福利措施，員工可以以低于市場(chǎng)的價(jià)格獲得公司的股票。,Skill-based pay plans 技能工資方案 Skill-based pay（competency-bas

25、ed pay / knowledge-based pay）sets pay levels on the basis of how many skills employees have or how many jobs they can do. 技能工資是根據(jù)個(gè)體掌握的技能和能夠做的工作來(lái)確定。 Advantages: It has flexibility. Filling staffing needs is easier when employee skills are interchangeable. 當(dāng)員工的技能水平達(dá)到互換的地步時(shí)，則很容易填補(bǔ)職位的空缺。 It can facilita

26、tes communication across the organization. 它促進(jìn)了組織內(nèi)部的溝通與交流。,It helps meet the needs of ambitious employees who confront minimal advancement opportunities. Those people can increase their earnings and knowledge without a promotion in job title. 技能工資有助于滿足哪些有抱負(fù)的但面臨最少晉升機(jī)會(huì)的員工的需要。這種做法可以使他們?cè)跊](méi)有職位提升的情況下增加收入和豐

27、富知識(shí)。,Skill-based pay and motivation theory: Because they encourage employees to learn, expand their skills, and grow, they are consistent with ERG theory. Among employees whose lower-order needs are substantially satisfied, the opportunity to experience growth can be a motivator. 由于它鼓勵(lì)員工進(jìn)行學(xué)習(xí)，擴(kuò)展其技能水平

28、，不斷成長(zhǎng)與發(fā)展，所以與ERG理論相吻合。當(dāng)員工的低層次需要基本上得到滿足時(shí)，成長(zhǎng)的機(jī)會(huì)可能是一個(gè)激勵(lì)因子。,Skill-based pay may have equity implications. When employees make their input-outcome comparisons, skills may provide a fairer input criterion for determining pay than factors such as seniority or education. It may increase the perception of equ

29、ity and help optimize employee motivation. 技能工資本身還有公平理論的含義。在判斷工資水平方面，當(dāng)員工進(jìn)行投入產(chǎn)出比較時(shí)，技能這一因素比資歷或教育之類的因素更能提供公平的投入標(biāo)準(zhǔn)。技能工資可以增加公平感，并有助于提高員工的動(dòng)機(jī)水平。,Flexible benefit 靈活福利 Flexible benefit allow each employee to put together a benefit package individually tailored to his or her own needs and situation. 靈活福利允許員工

30、從眾多福利項(xiàng)目中挑選一組最符合他們需要的福利。這種做法使得每個(gè)員工可以根據(jù)自己的需要和情況量體裁衣選擇福利。,Flexible benefit and Expectancy theory: Organizational rewards should be linked to each individual employees goals, flexible benefits individualize rewards by allowing each employee to choose the compensation package that best satisfies his or her current needs. 組織的報(bào)酬要和每個(gè)員工的目標(biāo)、靈活的福利相聯(lián)系，通過(guò)讓員工自己選擇報(bào)酬組