美国教授在华为某知名高校MBA学生准备的人力资源讲义4.ppt

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1、Motivating People,What management assumes about workers,Old Way:Worker want nothing from the job except pay,avoids responsibility,and must be controlled and coerced.New Way:Worker desires challenging job and will seek responsibility and autonomy if management permits.,A Short Historyof Managing Peop

2、le,The hammerDriving fear into the employeeThe carrotBribing the employeeThe toolboxThe hammer and the carrot take their place among an expanded array of intrinsic and extrinsic managerial tools.,Past Management Styles:Variations on the Hammer,AuthorityCrisisMistakesKITABegging,Past Management Style

3、s:Variations on the Carrot,Pay for performancePieceworkBonus systemsStock optionsBut:Historically focused on the individualHard to implement in a fair and equitable mannerMuch of human performance is hard to quantifyImplies that employees are only at work for pay-not out of commitment to the company

4、/customers.,The Psychological Contract,Employee Expects to Give,Company Expects to Give,Employee Expects to Get,Company Expects to Get,Alignment,Hierarchy of Needs(Maslow),Physical,HUMAN NEEDS,Security,Social,Self-esteem,Self-actualization,Hygiene Theory(Herzberg),SatisfiersPay BenefitsSafety,Motiva

5、torsRecognitionRespectAdvancement,Expectancy Theory(Vroom),Motivation=V*I*EV:The value of the reward(How much do I like the reward?)I:Effort will be instrumental in achieving theassigned task(If I try,can I do?)E:Achievement of the task is expected to lead to receipt of the reward(If I do,will I get

6、 the reward?),Expanding the Toolbox,Extrinsic rewardsPaySafetyBenefitsSecurityHealth,Intrinsic rewardsRespectRecognitionDevelopmentParticipationInfluence,And,as a last resort,the hammer remains a usefultool as well.,Determining Fair Pay,QualificationsEducation,experience,seniority,track recordMarket

7、-internalMarket-externalPerformanceContribution and ValueAlternatives(variations on the market theme),Pay Systems:Some Popular Options,IndividualTime-based paySalaryHourlyPerformance-based payMerit paySkill-based payBonusPiece-workStock options,Team/GroupTime-based payAll salary workforcePerformance

8、-based payGain-sharingProfit-sharingUniversal stock ownershipTeam-based incentive,Beware the problem of“rewarding A while hoping for B!,Selected Problems with Pay,Hard to keep equitableOften reinforces one behavior at the expense of others(rewards A while hoping for B)Individual vs.teamworkQuantity

9、vs.qualityShort-term vs.long termMany desirable behaviors are hard to measureEmphasizes compliance rather than commitmentSalary compression,Low Cost/Hi Value Benefits Some Examples:,Feature employees in company publicityProvide onsite time-saving servicesFlex-timeCasual DressCreative work schedules4X109X9,Walmart Newspaper Ad,