最佳人力资源教案.ppt

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1、,Rewards and Motivation,Motivation-a nagging concern,What is the problem?Effort,performance,retention,loyalty,membership,commitment,trust,empowerment,participation,work designExtrinsic and intrinsic rewardsExpectancy and EquityRhetoric versus realityHow I construe my/your motivation,needs&drivesHow

2、to motivate people to give their all,Would I really work for you without reward?,Fundamental to employee contractTraditional economic exchange model.Pay-effort determinismRate for the jobOccupational norms,expectations and choicesExpediency-suitable for my life package at the momentEtzioni&organisat

3、ional membershipCoercive-Remunerative-NormativeAlienated-Instrumental-Moral involvement,The person-as-economist expects,ROI-time,effort,commitmentWhats in it for me?calculationConscious subconscious(self image and comparisons)Fairness(equitable social(economic)exchange)interpret rewards/pay-offs of

4、others judge what is fair/unfairsatisfaction if each party achieves a balance(relative equality)Psychological extension to neutral,economic modelConstruing the value&importance of input-outputSocial,psychological-individual&groupValidation of personal perceptions and comparisonsClear/distortedintern

5、al/external,Design Features of Reward Systems,MonetaryTime-based(not directly related to performance)Performance-linkedOutput,%,PRP,merit pay,commission,skill-basedcollective-output schemes Corporate performance-related bonuses+profit sharingMonetary-equivalentCar,phone,holidays,loans,accommodation,

6、fees,vouchersDeferred(promotion,pension)Non-monetary/intrinsic benefits-safety,status,recognition,plaques,contribution and empowermentNegatives pressure,penalties,harassment,side-lining,dismissal,Pay by time schemes-Components,simple to administerDefined time F/T,P/T,mixed-time,casualNo attendance,n

7、o pay?Hourly,weekly,monthlyPremiums 1.5T,2T,nightsFlexi-time schemes“Door knob syndrome”Job grading/evaluation-evaluate the job not the person doing itControl mechanisms&tools clocks,supervision,time sheets?Performance assumptionsTrust,competence,diligence,fidelity,care,good-will,cooperationWork for

8、 Er in Er time versus.in your time?Supervision and monitoring-“When the cats away”?Is actual presence necessary?Off-site working.Life increments-pay&career progression,security?,PRP,merit pay,skill-based schemes,Requires targeting,information&measurementManager appraisal and judgementProblems of big

9、 scheme rules and controlsPay linked toIndividual merit(behaviours,traits&competencies:flexibility,cooperation,punctuality,effort,skills/abilities).concrete individual or group targetsStaff appraisal criteria and rating,Performance-Related Pay(PRP),extensive but partial and sectorallittle research d

10、ata on effectivenesspay linked to specific aspect of performanceIntensity of MbO approachProblem of defining the group+outputsWhat if key results not achieved?How is control and consistency achieved?Fairness+validation of the managers judgmentAddition to salary(merit pay or bonus)for this appraisal

11、round.The apparent exaggeration of Fat cat bonuses the global labour market for stars+formulae?,Emotional&social dynamics&expectations,Important for employee belief and commitmentImpact of rules-of the-scheme(formal contract)on individual sensitivity(psychological contract).personal expectations+for

12、mal/informal exchange Er Ee my manager as employer(by proxy)as a person I like/dislike,respect?How I see what others are getting-internally and externally.,Pay-offs in the Employer-Employee Relationship(after Mumford 1972),Task structure Work within firms policy,procedure&technical constraints.Job r

13、oles,work arrangements&relationshipsKnowledge&skill Employer wants know-how,competence,experience.Employee wants to be put to good use&be developedPsychologicalManagement&co-workers want committed,loyal,motivated staff.Individual wants satisfactionEfficiency/rewards Employer wants performance&output

14、 to a quality standard.Employee wants equitable,felt-fair rewards&opportunityEthicalValues&ambiguities/inconsistencies in right/wrong behaviour,Organisational Culture Problems,Conscious calculation&instrumentality?Take-it or leave it+9-5 sub-optimisationTangible over non-tangible rewardsOrganisation

15、al rationalisation of effort-reward relationshipStructural inflexibility of reward packagesConstructing and controlling the performance review and PRP systemGenuine involvement&participationDelegation,reliance and confidence,How has work-motivation theory dealt with this?,Homo economicusContent theo

16、ries-needs and factors:Maslow,Alderfer,McClelland-Needs and satisfactionsHerzberg-hygiene and motivators,job redesignProcess theoriesMcGregor,Likert et al-on being managedAdams-Equity theoryVroom,Lawler-Expectancy theoryHackman&Oldham-job characteristics Locke-Goal settingReinforcement theory(operan

17、t conditioning)Positive(continuous,fixed and variable intervals/ratios)Avoidance learning and punishment,Abraham Maslow-Need Satisfaction,Needs,Behaviour/Action,Goals,achieve,drive,satisfy,teleologygoal-orientation,Maslows Need-Satisfaction Model,Content theory-the needs that motivatesimple descript

18、ion,partial account-not quantifiablechronic deficiency drives(motivates)behaviourgratified needs-equilibriumsnakes and ladders or lower needs mediated by higher order consciousness?nb:Alderfer ERG theory-existence,relatedness,growth)cognitive and developmental,more efficient perception of reality+co

19、mfortable with itacceptance of self&others+social interestproblem-orientation,spontaneity and creativitydetachment-value privacyautonomy-independence of culture&environment,resistance to enculturationcontinued freshness of appreciationmystic experience or oceanic feeling interpersonal relations&demo

20、cratic behavioursense of humour,This idealised,self-actualised person?,Self-actualised?Human like everyone else.,displays frailty&failings,ups&downs.emotional,critical attitudes towards others urge to decide for themselvesmay say NO&be unpredictable-own destiny.wants reasons without always wishing t

21、o conform.accepts need for conformity most of the time to serve their interestsavoids being selfish&ego-centred(denying space to others).,wholeness(unity,tendency to oneness,interconnectedness)perfection(just-right-ness,suitability)completion(fulfilment,finis&telos)justice(fair,orderly,ought-to-be-n

22、ess)alive(process,self-regulation,full-functioning)richness(differentiation,complexity,intricacy)simplicity(honesty,openness,essentials),beauty(rightness,form,wholeness,perfection,honesty)goodness(rightness,ought-ness,benevolence)uniqueness(individuality)effortlessness(ease,at-one-ness graceful)play

23、fulness(joy,humour,exuberance)truth,honesty,reality(open,clean,unadulterated,essential)self-sufficiency(autonomous,self-determining,transcendence),Much to live up to,Maslow on(B)eing values-qualities of ethical,virtuous person”Toward a Psychology of Being(1968),Expectancy theory(the process of motiv

24、ation),Motivated to perform because of expectations relating to perceived payoffs from the performance._Desirability of payoffs(valence),perception of expectancy+force of expression-intrinsic to the person._Personal view of what is challenging or interesting,important to self+valuation of extrinsic

25、payoffs-pay&material rewards,assoc.with Vroom&Lawler/Porter,Expectancy Theory-Vroom et al,valence,A robust explanatory,predictive model?How the individual construes it all?,Equity&consistency-an impossible ideal?,“Felt-fairness”-how I am treated in relation to othersEquity balance sheet&the last str

26、aw”What you gain on the swings.Trust/good-will“No more thats it for me!”Internal&external comparisons(groups&individuals)Feelings&perceptions-not synonymous with equalityProposition better motivated if treated equitably&consistentlydistributive equityhow I perceive I am treated&rewarded in compariso

27、n to othersprocedural equityhow I see organisational procedures being applied,Equity and Justice,Distributive justicehow rewards are distributed in accordance with“my contribution”&needwhat was promised.Procedural equityhow reward decisions are made&managedAdequate consideration of employees viewpoi

28、ntNo personal biasConsistent application of criteriaEarly feedback on outcome of decisionsAdequate explanation of decisions made,Organisational initiatives,Job design&flexibility-matching people to jobsMbO-defining expectations and feedbackTeams and semi-autonomous groups,empowermentConcern for staf

29、f development,competencies and accreditationEffort to refine and deliver“reward packages”that motivate-PRPManagerial behavioursConstant organisational vigilance&sensitivityA rewarding,supportive climateCultures that foster confidence and identification(one-ness with the firm)meaningful,practical commitment?,