The principle of motivation is a theory that mobilizes people's enthusiasm by strengthening people's motives according to people's behavioral laws.
First, the understanding of people
Since incentives are based on the laws of human behavior to mobilize people's enthusiasm, then we should first have a basic understanding of the nature of human beings. Based on different understandings of people, there will be different incentive theories and incentives.
1. "Economic Man" Hypothesis
The "economic man" assumes that all actions of the person are taken to satisfy the economic interests of ZUI to a large extent, and the work is to obtain remuneration. Taylor is a typical representative of the "economic man" point of view, and his differential piece rate system is based on such a view. In his book The Humanity of Business, American management scholar D. McGregor proposed two opposing management theories X and Y theory, in which Y theory is a summary of the hypothesis of "economic man". . X theory holds that most people are lazy and unwilling to take responsibility. They work to meet basic needs, and they must use mandatory punishment and money incentives.
2. "Social people" hypothesis
The "social people" hypothesis believes that in addition to economic needs, people also have social factors such as friendship and respect, and the satisfaction of social needs can motivate people more than economic rewards. Therefore, management should not be limited to command and supervision, but should be good at guiding, fostering and forming a sense of belonging and belonging between employees.
3. "Self-achievement" hypothesis
"Self-realization" is proposed by Maslow in the theory of human needs. Self-realization means that "all people need to exert their potential and express their talents. Only when people's potential is fully exerted will people be able to I feel great satisfaction.†McGregor summed up and summarized Maslow and other similar viewpoints, and proposed Y theory compared to X theory. Y theory holds that people are diligent. Under appropriate conditions, people will not only accept duties, but also actively seek responsibilities and take responsibility for achieving organizational goals.
4. "Complex people" hypothesis
The “complex people†hypothesis assumes that people are complex and that human needs change with the external environment and their own conditions. Both the super-Y theory and the contingency theory are theories that are generated on the basis of this assumption. Super Y theory believes that human needs are diverse and will change as the situation changes. The contingency theory requires managers to adopt different management measures flexibly according to specific people and different situations.
Second, the theory of human behavior
The conscious activity of mortals is called human behavior. According to the psychologist's understanding of human behavior, people are in need, they need to generate motivation, and motivation causes behavior. From this we can see that anyone's behavior is for a reason, because his needs; anyone's behavior is purposeful, the purpose is to meet the needs. When a person's needs are met, new demands are generated, and new behavioral processes are generated, so that they continue to circulate. A person's behavior can sometimes satisfy the demand, and sometimes it may not satisfy the demand, that is, failure (frustration). How to deal with setbacks, different people will have different reactions. One will take a positive attitude, sum up experience, and try to do it again. The other will take a negative attitude, lie down, or take a liberation. The former is called constructive behavior and the latter is called defensive behavior. The behavior of the above people can be summarized as the model shown in Figure 4-1.
Levin has described human behavior as a functional relationship as follows  Motivation is determined by needs, and motivation is needed when needed. However, what kind of motivation needs to be generated, what kind of behavior is caused by two factors, namely the influence of human psychological factors and the influence of environmental factors, the same needs for different people in different environmental conditions There will be different motivations, causing different behaviors. For example, money is also required, some people obtain it through honest labor, others use speculative activities, and some even take theft. In this regard, psychologist Kerte
B=f(P,E)
B in the formula - indicates the behavior of the person;
P── indicates the psychological factors of the individual;
E - indicates environmental factors.
Levin relations tells managers that they can not only understand people's needs and psychological characteristics, but also create conditions to meet people's needs and guide people's behaviors. They can also change environmental factors and change people's behaviors. Â Kete
Third, the theory of human needs
Hierarchy theory
The basic point of view of Abraham. Maslow's hierarchy of needs is:
(1) People are in need, and only unmet needs can affect behavior;
(2) The needs of people have high and low levels. After the low level needs to be met, high level needs arise.
Maslow divides people's needs into five levels:
(1) Physiological needs. This is the basic needs of Zui, namely clothing, food, housing, transportation, medicine, etc.;
(2) The need for security. Including personal safety and property safety;
(3) The need for feelings and belonging. Including friendship, love, belonging, etc.;
(4) The need for respect. Including self-esteem and respect by others;
(5) The need for self-realization. This is the high level of Zui's needs, refers to achievements, positions, status, etc. Maslow believes that this need is: "The desire of people to become more and more perfect, people must achieve all the desires he can achieve."
2.ERG theory
Clayton P. Alderfer argues that he divides human needs into three levels, namely the need for survival, the need for interpersonal relationships, and the need for growth. On this basis, three basic points are put forward: Â ERG theory by Clayton
(1) The lower the satisfaction of a certain level of demand, the higher the degree of expectations of people, the more unsatisfied the need to be satisfied;
(2) The higher the level of satisfaction required for the lower level, the higher the expectation of high level demand.
(3) The lower the level of high-level demand, the higher the expectation of low-level demand.
The main difference between ERG theory and Maslow's hierarchy theory is that Maslow's hierarchy theory is based on the "satisfaction-advancement", that is, the low-level needs to meet the high-level needs. The ERG theory is based on “satisfaction-advancement†and “frustration-regressionâ€, that is, when high-level needs are not met, it will increase the demand for low-level.
Fourth, incentive theory
1. Two-factor theory.
American psychologist F. Herzberg divides the factors that stimulate people into two categories, one is health care and the other is motivation.
(1) The factors that make the work unsatisfactory are caused by the external environment, such as company policy, working conditions, interpersonal relationship, status, safety, living conditions, etc. These factors are satisfied, only the dissatisfaction of the employees can be eliminated, and their enthusiasm cannot be mobilized. , called health care factors.
(2) The factors that make employees feel satisfied are the work itself. If the work is fruitful and challenging, the work results are recognized, and there is a sense of responsibility. These factors can satisfy the enthusiasm of the employees. Such factors are called incentives.
Therefore, to mobilize the enthusiasm of employees, we must pay attention to the satisfaction of incentives, give them challenging work, and make them responsible. This is the reason that the goal management emphasizes employee participation and self-control.
2. Expectation theory
The theory of expectations was proposed by the American psychologist Fron in 1964. The incentive to be a person depends on his expected titer on the outcome of the behavior and the likelihood that the result will be achieved, ie
Incentive = expected titer × probability of achieving results
The same thing has different effects for different people. Moreover, different people have different understandings of the possibility of achieving results. This requires us to have a correct understanding of the results of the work, improve the price, and at the same time, to increase his confidence in achieving the goal, that is, to increase the probability of achieving results.
3. Fair theory
The theory of fairness was proposed by JSAdams of the United States in the 1960s. The theory emphasizes the impact of fairness of rewards on people's work enthusiasm.
When a person makes a job, he not only cares about the absolute amount of his reward and reward, but also cares about the relative amount. He will make various comparisons, that is, compare his reward with the input, and pay and invest with others. For comparison, if there is a difference, he will act to reduce unfair conditions. For those who believe that they are underpaid, they may reduce their input or reduce the quality of their work. Generally, under the hourly wage system, work hours will be reduced or quality will be reduced, and the quality of the piece rate system will be reduced.
The theory of fairness requires managers to eliminate individual selfishness and prejudice, accurately measure each person's job performance and assess compensation. The basic view of fairness theory is objective, but fairness itself is a rather complicated issue. Therefore, fairness can only be relative.
4. Pat and Lawler excitation model
LWPorter and EE Lawler proposed a more complete incentive model based on the theory of expectation, called the Pat and Lawler excitation model, as shown in Figure 4-2.
The model illustrates the following:
(1) The degree of personal effort depends on the value of the reward and the probability of reward for the effort he perceives.
(2) The performance achieved by an individual depends not only on his efforts, but also on the size of his or her abilities and the extent to which the task is understood.
(3) Individuals should be rewarded with the actual performance achieved. Rewards can be external, such as bonuses, working conditions and status, or internal, such as the achievement of accomplishment and self-worth.
(4) Whether an individual is satisfied with the reward depends on the degree of fairness he feels. The more he thinks fair, the more satisfied he will be.
(5) The degree of fairness and satisfaction perceived by the individual will affect the effort to complete the next task.
5. Strengthening theory
The reinforcement theory was proposed by American psychologist BFSkinner.
In order to achieve a certain purpose, people will take certain actions. When the result of the behavior is beneficial to him, the behavior will repeat or even strengthen. When the result of the behavior is unfavorable to him, the behavior will be weakened or disappeared. This phenomenon is called environmental strengthening of behavior. According to this reinforcement phenomenon, in management, rewarding behaviors that are conducive to the achievement of organizational goals, and thus strengthening such behavior, is called positive reinforcement. Punish those behaviors that are not conducive to the achievement of organizational goals, to weaken this behavior, called negative reinforcement.
Strengthening means are both material and spiritual. |