"Management" Chapter 7 Motivation

"Management" Chapter 7 Motivation

Preface

The content is divided into three parts, one is the book notes; the other is the MOOC notes; and the last is the problems encountered in the process of writing notes and the countermeasures.

Because I previewed this part in advance a few days ago, the textbook notes copied that part of the notes directly.

"Management" plan, motivation, and communication summary notes

notes

Inexplicably, I thought that the boss hadn't got the money, and he told the employees to fight. Here you can show the boss [JUMP] Why do young people no longer kneel and lick their boss? And [JUMP] wine table culture, low to an explosion! .

Textbook notes

Incentive principles and theories

The concept of motivation

Incentives are the repetitive process of influencing people's inner needs or motivations for a specific purpose, thereby strengthening a certain behavior, leading to a certain behavior, or changing a certain behavior.

The role of motivation

Initiative

Hierarchy of needs

Maslow's needs theory: physiological needs, safety needs, belonging needs, respect needs, self-realization needs

Two-factor theory: health care factors (physical needs, safety needs, belonging needs), motivational factors (respect for needs, self-fulfillment needs);

ERG theory: survival, relationship, growth and development;

Achievement needs theory: achievement needs, power needs, affinity needs;

Expectation theory

Fairness theory

Goal setting theory

Attribution theory: internal and external causes;

Reinforcement theory

Comprehensive incentive model

Principles and methods of motivation

in principle

• Strategic orientation

• On-demand incentive principle

• The principle of fairness

• Principle of reward and punishment

• Timely Principle and Moderate Principle

method

• Goal incentive method
• Work incentives
• Authorized Incentive Act
• Participation incentive method
• Honor incentive law
• Praise and Motivation
• Emotional motivation
• Cultural incentives

mind Mapping

MOOC notes

Ignite the raging fire in my heart

Dedication or work

• Students lack motivation
• Lack of enthusiasm for employees

In fact, it is not that employees are not dedicated, but that it is not worth it. Work hard by yourself, and then give a verbal reward. The boss makes the money, and no one will always use love to generate electricity. Moreover, many employees who use love to generate electricity are squeezed by short-sighted leaders, making more employees feel chilled, which is naturally impossible, and there is no need to work fully.

For employees of large companies, the incentive mechanism and competition mechanism are reasonable.

In my case, how much work is given, the more money is given, the more work is done. After work, I don't spend too much time at work, but improve myself. Because it is too unsafe to give the initiative to others, it is safe to hold the initiative yourself. Unless it is a large company that is trustworthy, you will be fully committed.

Motivation and motivation

• Motivation: the reason for doing something
• Work motivation: the psychological preparation of an individual to make efforts to achieve a goal.

Three elements of motivation

• strength
• Direction (goal, effort)
• Persistent

Motivation-driven behavior

• Need (drive)-motivation (inspire)-behavior-goal

Work motivation is not equal to fighting chicken blood and pouring chicken soup

Diversity of work motivation

• Matter and spirit
• Short-term and long-term
• Individuals and teams
• Immediate and delayed

Material 1: Why do you work

Material 2: Chinese employee engagement is the lowest in the world and the UAE is the highest. Is this result unexpected?

Silence, all kinds of contradictory viewpoints, different references, of course, the results are different.

Material 3: How is the master of learning made

Learning goal orientation theory

Learn from the game

Q&A: How to motivate students to learn?

In conjunction with reading the article "How do you learn to become a master" in this section, please discuss how to better motivate students to learn? Suggestions can be discussed from several perspectives: teachers, students, schools, or families. When everyone responds to the discussion, you don't need to be comprehensive, but you don't need to be superficial. Specifically, it is better.

Learning motivation depends on needs, it can be the pursuit of self-transcendence, or pure curiosity. It can also be necessary to learn. For example, when you are short of money and need to make money, using knowledge to convert it into money can stimulate the desire to learn and learn actively.

For example, how the usual grades motivate students. In fact, I feel that some teachers did not use the usual grades as a tool to motivate students, which eventually led to the fact that the students just came to register by name and drifted past the end of the term. Put the cart before the horse. I think the teacher must first understand that the purpose of usual grades is to motivate students, not to help students live 600 minutes. You can use your usual scores flexibly. Of course, this is a multi-angle. If you use flexibly, it will lead to inconsistent standards. However, if the final exam exceeds 80 points, you can give a usual score of 100 points. For a final exam of 60 points, you can directly give 0 to the usual score. , So that the usual results are only good for the students who have learned, rather than the half-hearted students. Of course, this idea is flawed, but it is better than using usual grades to help students pass.

As far as the students are concerned, it is obvious to seek advantages and avoid disadvantages. If the course is useful, you will naturally want to learn it. If the course is not available, it is out of date, so there is no need to study it seriously. What the teacher has to do is to make the students' knowledge available, and there is a market if there is demand. If students need to use this knowledge, they will naturally take the initiative to learn. Such as arranging competitions.

Q&A: Should we use uniform incentives or personalized incentives in the organization?

If you are the CEO of a company, would you stipulate that all employees adopt a unified incentive method or a personalized incentive method according to different employees? Please talk about your thoughts.

Of course, there are both. For most employees, according to a unified incentive method, resources are tilted for unique and special talents to form an example.

We want to be different

The most popular incentive. Maslow's hierarchy of needs theory, 1954.

• Physiological needs: food, clothing, housing and transportation
• Safety requirements: physical safety, psychological safety
• Social needs
• Respect needs: respect and self-esteem of others
• Self-actualization needs: possible future self.

Unmet needs are motivating.

After the low-level needs are met, people desire the next level.

When one level is blocked, you cannot jump to the next level.

How to understand and evaluate Maslow's theory

Are there only these five needs? Do you strictly follow the order from low to high? Is there only one dominant demand in each time period? Are different people's needs hierarchy models consistent?

Material 1: In addition to money, the new generation of employee incentives can also play like this.

Material 2: The resignation of a post-90s generation allows us to reflect on what we once believed in

Material 3: Starbucks meets the different needs of employees to motivate employees

Q&A: Ranking of five psychological needs

According to Maslow's hierarchy of needs theory, the five different psychological needs contained in it are arranged from low to high. So, for yourself, how do these five psychological needs rank in your place? Please use 1-5 to arrange from low to high. At the same time, please indicate in the answer that you are born in the 70s, 80s, 90s, or 00. Perhaps we can compare the differences between different age groups.

Physiological needs, safety needs, social needs, respect needs, self-realization needs. After 90.

Managers should use the hierarchy of needs theory with the right medicine. Use money to motivate employees who need money, and use ideals to motivate employees who have self-pursuits.

In other words, don’t talk about ideals to people who are short of money. When the money is in place, he will work hard (salary); for example, people who are not short of money but lack affirmation talk about money + encouragement, and he will work well (respect) ; For example, people who are not short of money and affirmation, but who have ideals, should not use money or praise, talk to him about ideals, and he will work hard (honor).

Don't fool workers who lack money if you don't have money. They don't pay dividends, and encourage struggle and are squeezed like a fool.

Eat well and eat well

Two-factor theory at work (eating and eating well)

Traditional concept: satisfaction and dissatisfaction.

Herzberg's view: Motivation factors (1-0), health factors (0-1)

Management tips

The first step: eliminate unsatisfactory factors and ensure health care factors;

The second step: enhance the satisfaction factor and enhance the motivation factor;

For the boss, picking is an art, and it is inevitable for the boss to increase revenue and reduce expenditure.

Q&A: Examples of two-factor theory

Based on your study and work experience, please talk about what factors are motivating factors for you, and what factors may be health care factors?

Achievement, population, growth, and promotion are motivating to me. The food and clothing issues and safety issues are basically satisfied, quiet and simple.

Material 1: In-depth understanding of the reasons why people work to make motivation more effective (Chen Chunhua)

Material 2: Make employees feel proud at work, two-factor theory and its application

I may not want what you gave

The expectation theory of motivation.

Why is it that employees may not pay for an obviously attractive incentive plan? Once you have done this, you can do whatever you want and why not do it.

vroom's expectation theory

Work hard-work performance-organizational rewards-personal goals

Efforts do not necessarily have performance (possibility), performance does not necessarily have rewards (possibility), rewards do not necessarily have value for individuals (valency)

Incentive level = expectation * valence.

Think twice when designing an incentive plan

• If I put my best efforts, can this be shown in the performance evaluation?
• If I get a good performance evaluation, can I be rewarded by the organization?
• If I get a reward, which reward is very attractive to me?

Management Enlightenment of Expectation Theory

• Improve valuable and demand-based compensation (V)
• Inform clear performance standards
• Help employees raise expectations (E)

Material 1: How does Haidilao manage and motivate employees

Material 2: Analyze the incentive measures of knowledge workers based on the expectation theory, taking Yinghaiwei as an example.

Material 3: Why Xibei’s waiters always laugh

Q&A: Application of Expectation Theory

In your study and work practice, have there ever been experiences or phenomena that can be explained by expectation theory? It can be a successful application case, or it can be a lesson from improper application.

For example, when running for five kilometers, every time I run, I aim at ten meters ahead of me. Every time I run over the goal, I set a new goal, and then I run five kilometers without knowing it. This process is the cycle of establishing expectations, fulfilling expectations, and meeting expectations. Then feel the physical condition every time you finish running. When your body gets better, you will like running more and more.

Don't suffer from lack and unevenness

Fairness theory

Unhappy bonus.

The content of fairness theory: social comparison theory

People’s motivation for work is not only affected by the absolute value of their rewards, but also by their relative rewards.

Absolute value of reward (objective feeling), relative value of reward (subjective feeling)

Social comparison and fairness

• Comparison of input and output: horizontal comparison and vertical comparison.
• Sense of fairness/unfairness: reward and contribution.
• Work motivation and behavior.

How to deal with unfairness (employees)

• Change your investment
• Change yourself
• Distorted knowledge and self-comfort
• Comparing the top and the less than the bottom-changing the reference object
• Resign and find another job

Dealing with unfairness (manager's perspective)

• Understand the true feelings of subordinates about the fairness of compensation
• The setting of rewards and punishments should be realistic
• Open and fair distribution standards and procedures
• Create a fair corporate culture and management communication
• Deal with feelings of injustice and its negative effects

Universal values.

Material 1: What is organizational justice

Material 2: Why should we value employees' sense of status and fairness?

Q&A: Learning Fairness Theory from Cake Sharing

A and B are sharing a piece of cake. A picks up the knife and just about to cut it, B anxiously tells A: "It must be cut slowly, it cannot be cut off, otherwise it is unfair." The wise man understood his intention and said: "This is easy to handle. You two make an agreement first. Make an agreement to cut and choose a person. The person who cuts the cake cannot choose. The person who chooses the cake does not cut it, so you will not feel unfair. Up". This method really worked, and each of the first and second took the cut cake and said goodbye happily...

Do you think this has any implications for our understanding of fairness theory?

Think of power, responsibility, and profit. It is easy to distrust the party in power to divide the cake.

To be fair is actually more difficult, and there are often sacrifices. But one is willing to fight and one is willing to suffer. It can’t be fair, but you can meet your expectations and get what you originally belonged to you. If you have more, you’ll be happy.

Q&A: How do we deal with unfairness?

People often say that fairness is relative, but unfairness is absolute. Everyone will experience unfair treatment in life and work. What is your habit of dealing with unfair situations, and is there a better solution?

Try to fight for it, if you can't fight for it, it's worth it.

Carrot and stick

Reinforcement theory

Motivation theory (Skinner) that is not motivation theory (mental mechanism)

Inducing behavior through the result of behavior

Carrot and stick

Different types of reinforcement

• Positive reinforcement: the behavior of hope that provides positive results
• Avoid: desired behavior, avoid negative results
• Disappearance: undesirable behavior, non-positive result
• Punishment: Undesirable behavior, providing negative results

Reinforce the facts of the theory

• Identify good behavior and clearly appreciate
• Don't give people the feeling of manipulation
• Pay attention to the frequency and timing of strengthening incentives
• Try to avoid negative reinforcement and use it with caution
• Understand the feedback after reinforcement

Shelton's Chocolate

Material 1: Why Xibei’s waiters always laugh

Q&A: Why does "carrot and stick" become more and more ineffective for the new generation of employees?

"Carrots and sticks" were once regarded as an incentive "artifact" by managers all over the world: "Carrots" are incentives, and "sticks" are threats. They make full use of human greed and fear to "control" employees' behavior. But for the new generation of knowledge workers, they can hardly play any role. The power of the "stick" has disappeared, and the role of the "carrot" is getting smaller and smaller. When choosing occupations and positions, they no longer adhere to the spirit of "I am a piece of the revolution, where do I need to move them". They have a clearer focus on industries and types of positions. They often cannot "play happily" together if they don't agree with each other. According to a special survey by relevant institutions: the new generation of knowledge workers change jobs every 7 months on average.

Ruizheng Consulting's 2018 "China Financial Industry Talent Management Practice White Paper" survey research: the "dynamic balance" of work, life, and family has become the key word of the new generation of knowledgeable employees' workplace values, and they are more concerned about "comfort" and "safety" sense". Compared with other groups of people, their most notable characteristics are: they pay more attention to their self-experience in the workplace instead of paying too much attention to the feelings of others; their values ​​are diversified, and it is difficult to summarize them in a single or a few words; they pay more attention to work and life. Balance and effectiveness; pay more attention to the rapid realization of self-worth.

Please think from the perspective of the characteristics of the new generation of employees, why the "carrot and stick" management method is becoming more and more ineffective? What kind of improvement suggestions would you make?

It's not that carrots and sticks fail. It’s that managers don’t understand the taste of the new generation. It’s like giving the tiger a carrot as a reward. The tiger naturally ignores the boss. It’s different from the big stick. Before, there was no choice but to threaten with resignation. Now employees have families. With support and social security, there are more choices. And now that the information is so developed, employees know what tricks the boss uses, and employees know that they use carrots and sticks, so naturally they won’t be grateful.

Of course, the above is not absolute. In fact, it is still effective for many new generation employees who have few choices.

How to improve, it is naturally to come up with carrots that can really impress the new generation of employees, such as honor, such as respect; the big stick is naturally to point out the shortcomings. The most important thing is to prescribe the right medicine. Different people have different methods.

What money can't do

Salary incentives, appreciation incentives, emotional incentives, model incentives.

Why play. Happiness cannot be measured, money can be measured.

Candle experiment. Creative task

Prescribe the right medicine to the situation, and analyze different situations.

Diversity of salary incentives

Year-end awards, tourism group construction, employee care, five social insurance and one housing fund, employee physical examination, holiday benefits.

Principles of salary incentives

• Normative
• Fairness
• Motivating
• Growth

Salary tends to strengthen external factors and weaken internal factors.

Material 1: Ren Zhengfei's practical operation of dividing money, how does Huawei achieve precise incentives

Q&A: The role of money in creative thinking and creative tasks

​ Whether in life, study or work, creative thinking is a way of thinking that we highly respect. For example, in the aforementioned "7.3 Eating and Eating" course, Herzberg believes that the opposite of job satisfaction is not Satisfied, but not satisfied, the opposite of dissatisfaction with the work is not satisfied, but not dissatisfied, thus proposed the two-factor theory-health factors and motivational factors. This kind of theory breaks out of the conventional thinking routine, and proposes other attitudes between what we usually think of as satisfaction and dissatisfaction, that is, no satisfaction or no dissatisfaction, which shows creative thinking.

​ In this lesson, the teacher talked about the candle experiment (the candle experiment before the improvement), the teacher also mentioned that the box filled with thumbtacks was used to hold candles, which also guides us into creative thinking. Please think back, in the process of solving your problems, did you have such a "flash of inspiration" creative problem solving experience, please write it down and share with you.

​ In addition, for creative tasks, money does not necessarily motivate employees. So what do you think is the incentive for employees engaged in creative work?

I have, but I can't remember.

I think that for employees engaged in creative work, salary incentives are still necessary. First, there must be no worries before they can devote themselves to creation, and then based on respect, recognition and honor.

New trends in work motivation

Many theories were put forward in the last century. There are new trends in the current century.

Flexible work arrangements

• Flexible work ability
• work from home
• Work enrichment, work expansion
• Flexible employment, virtual employees, slash youth (engaged in multiple jobs)

Workplace incentives.

Honor and recognition incentives.

Training and career development channel

Self-feeling theory SDT

Continuous motivation: competence, relationship, autonomy;

Material 1: Haidilao's human resource management, analysis from the perspective of organizational behavior

Material 2: The application of gamification in human resource management, theoretical analysis and practical reflection

Material 3: Slash Youth and talent sharing.

Material 4: The new generation of employees' self-management strategies under the background of epidemic prevention and control (Luo Wenhao)

Q&A: How do we achieve self-motivation?

In our work, we will inevitably encounter some crises, setbacks and challenges-such as this sudden new crown epidemic. In the face of these setbacks, sometimes we can rely on ourselves most. At this time, what methods do you usually use to motivate yourself?

See the worst, see the best. Then rush to the best side, while preparing for the worst in your heart. Two word summary: steady.

Material 5: How does the byte beat of 50,000 people achieve efficient remote office?

I think the money is in place, and the company atmosphere is pretty good. Reluctant to part with this job, he is naturally proactive.

At the same time, Bytedance’s employees are of higher quality, so they have better understanding and execution capabilities.

If you have the will and your ability is not bad, you can work remotely efficiently.

mind Mapping

test

to sum up

MOOC combined with examples, very vivid. If you feel proactive, the probability of success will be high. Motivation can strengthen self-drive, and self-drive makes people take the initiative. For the boss, the self-driving power is naturally max, because a loss is a real loss. For the boss, it is not 996 every day, but standby 24 hours a day.

Of course, the benefits belong to the boss, but if some bosses think that they work so hard, the employees also need to work so hard. If they have to work overtime, they are one-sided and can't figure out the reason. The incentives of the two are completely different, and the natural driving force is different.

The Maslow's hierarchy of needs theory, two-factor theory, expectation theory, fairness theory, and reinforcement theory mentioned in MOOC are critical. It is more unique than what the textbook says.

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