《Management》
Chapter 15 Motivation
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LEARNI NG OUTLI NE
Follow this Learning Outline as you read and study this chapter.
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Define motivation.
Explain motivation as a need-satisfying process.
Describe the five levels in Maslow’s hierarchy
Describe Herzberg’s motivation-hygiene theory.
Explain Adams equity theory
Explain Skinner’s reinforcement theory
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主要内容：
一、What Is Motivation?
二、Early Theories of Motivation
三、 Modern Theories of
Motivation
四、From Theory to Practice
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一、 (激励概述）
What Is Motivation?
Motivation
The processes that account for an individual’s willingness
to exert high levels of effort to reach organizational goals,
conditioned by the effort’s ability to satisfy some
individual need.
激励（motivation）：在管理工作中，可把激励定义为
调动人们积极性的过程，即指人在外在力量的作用下，
通过满足个体的某种需要，从而使个体产生一种内在的
动力，去追求目标的心里活动的过程。
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Motivation Process
Unsatisfied needs
nervous
Drives
Looking for
action
Needs satisfied
Nervous Released
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二、早期激励理论
（Early Motivation Theory）
Maslow’s Hierarchy of Needs
MacGregor’s Theories X and Y
Herzberg’s Motivation-Hygiene
Theory
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Maslow’s Hierarchy of Needs Theory （马斯洛需求层
次理论）
» Needs were categorized as five levels of lower- to higher-order
needs.
» Individuals must satisfy lower-order needs before they can
satisfy higher order needs.
» Satisfied needs will no longer motivate.
– Motivating a person depends on knowing at what level
that person is on the hierarchy.
» Hierarchy of needs
» Lower-order (external): physiological, safety
» Higher-order (internal): social, esteem, self-actualization
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Maslow’s Hierarchy of needs
自我
实现的需要
(Self-Actualization）
自尊的需要
(Esteem)
社交需要
(Social)
安全需要
(Safety)
生理需要
(Physiological)
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McGregor’s Theory X and Theory Y
Theory X
– Assumes that workers have little ambition,
dislike work, avoid responsibility, and require
close supervision.
Theory Y
– Assumes that workers can exercise selfdirection, desire responsibility, and like to work.
– Motivation is maximized by participative
decision making, interesting jobs, and good
group relations.
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Herzberg’s Motivation-Hygiene Theory
» Job satisfaction and job dissatisfaction are created by different
factors.
» Hygiene factors: extrinsic (environmental) factors that create
job dissatisfaction.
» Motivators: intrinsic (psychological) factors that create job
satisfaction.
» Attempted to explain why job satisfaction does not result in
increased performance.
» The opposite of satisfaction is not dissatisfaction, but rather no
satisfaction.
» The opposite of dissatisfaction is not satisfaction, but rather no
dissatisfaction.
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三、（现代激励理论）Contemporary
Theories of Motivation
Three-Needs Theory
 Expectancy Theory
 Equity Theory
 Reinforcement Theory

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Expectancy Theory(期望理论）
– States that an individual tends to act in a certain
way based on the expectation that the act will
be followed by a given outcome and on the
attractiveness of that outcome to the individual.
» Key to the theory is understanding and managing
employee goals and the linkages among and
between effort, performance and rewards.
» Effort: employee abilities and training/development
» Performance: valid appraisal systems
» Rewards (goals): understanding employee needs
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Expectancy Relationships
» Expectancy (effort-performance linkage)
– The perceived probability that an individual’s
effort will result in a certain level of
performance.
» Instrumentality (performance-reward linkage)
– The perception that a particular level of
performance will result in the attaining a
desired outcome (reward).
» Valence (reward-needs linkage)
» The attractiveness/importance of the performance
reward (outcome) to the individual.
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M=V x E
Motives= Expectancy X Valence
E (high) x V (high)=M (high)
E (medium) x V (medium)=M (medium)
E (high) x V (low)=M (low)
E (low) x V (low)=M (low)
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Equity Theory
Employee’s assessment
Perceived ratio comparison
outcomes A
Inputs
A
Outcomes A
Inputs
<
Inputs
=
A
Outcomes A
Inputs A
outcomes A
Outcomes A
Inputs
>
A
Inequity
(under-rewarded)
不公平 (报酬过低
)
equity
A
Outcomes A
Inequity (over-rewarded)
Inputs A
*A代表某员工；B代表参照对象.
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– Equity Theory （公平理论）
– Employee responses to perceived inequities:
» Distort own or others’ ratios.
» Induce others to change their own inputs or
outcomes.
» Change own inputs (increase or decrease efforts) or
outcomes (seek greater rewards).
» Choose a different comparison (referent) other
(person, systems, or self).
– Quit their job.
– Employees are concerned with both the
absolute and relative nature of organizational
rewards.
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Reinforcement Theory(强化理论）
» Assumes that if a desired behavior is positively
reinforced by means of being rewarded , it is likely
to be repeated.
» Assumes that if an undesired behavior is negatively
reinforced by means of being punished , it is likely
to be weakened or removed.
----Positive reinforcement is preferred for its longterm effects on performance
» ----Ignoring undesired behavior is better than
punishment which may create additional
dysfunctional behaviors.
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四、从理论到实践
From Theory to Practice
Guidelines for Motivating Employees
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Recognize individual differences
Match people to jobs
Use goals
Ensure that goals are perceived as attainable
Individualize rewards
Link rewards to performance
Check the system for equity
Use recognition
Don’t ignore money
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Suggestions For Motivation
1、Substantial to spiritual approach
2、Motivation volume from smaller to
large approach
3、From positive to negative approach
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