06第六章人力资源管理的理论基础

人力资源管理的理论

第六章人力资源管理的理论基础Chp6 The Academic Foundation of Human Resource Management

人力资源管理的理论

人性假设理论Theory X—Theory YTheory XEmployee is lazy,Managers lazy, must closely supervise, supervise, Create strict rules & defined rewards员工是懒惰的， 员工是懒惰的，管理者必须严加 监督， 监督，建立严格规则和奖赏条例

Theory YEmployee is not lazy, lazy, Must create work setting to build initiative,Provide initiative, authority to workers员工是勤劳的，必须建立自足 员工是勤劳的， 性工作，授权于员工。 性工作，授权于员工。

人力资源管理的理论

Beyond theory y Shows how an effective manager assesses his or her environment and accommodates his or her style to it. Emphasize that the best style of leadership fits both the people and the task.

人力资源管理的理论

Hypothesis of human natureRational-economic man Social man Self-actualizing man Complex man

人力资源管理的理论

What Is Motivation

Direction

Intensity

Persistence

人力资源管理的理论

Motivation is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal

人力资源管理的理论

激励的基本过程Unsatisfied Need Tension Drives

Search Behavior

Satisfied Need

Reduction of Tension

人力资源管理的理论

人力资源管理的理论

内容型激励理论Content TheoriesMaslow’s hierarchy of needs theory Alderfer’s ERG theory McClelland’s acquired needs theory Herzberg’s two-factor theory

人力资源管理的理论

Maslow’s hierarchy of needs theorySelfActualization

Esteem

Affiliation

Security

Physiological

人力资源管理的理论

Alderfer’s ERG theory

Existence

Growth

Relatedness

人力资源管理的理论

Alderfer’s ERG theory

人力资源管理的理论

McClelland’s acquired needs theoryAchievementdesire to succeed

Affiliationdesire for satisfying relationships

Powerdesire to influence and control others

人力资源管理的理论

Need for PowerNeed to take charge, assume responsibility and influence, and to make an impact Socialized power - power that is used to benefit others and the organization Personalized power - power that is used only or mainly for one’s own personal gain or benefit

Need for AffiliationNeed to socially interact with others, to make and sustain friendly relationships.

Need for AchievementNeed to demonstrate high performance levels and mastery over difficult or complex tasks

人力资源管理的理论

人力资源管理的理论

Herzberg’s two-factor theoryTraditional viewDissatisfaction Satisfaction

Herzberg's viewMotivators No Satisfaction Hygiene Factors Dissatisfaction No dissatisfaction Satisfaction

人力资源管理的理论

Herzberg’s two-factor theoryConsider that some outcomes can lead to job satisfaction, while the others can only prevent dissatisfaction. Motivator needs: related to nature of the work and how challenging it is. Hygiene needs: relate to the physical & psychological context of the work.

人力资源管理的理论

Herzberg’s two-factor theoryHigh Motivation

Low Motivation Low Dissatisfaction

Dissatisfaction Low

Hygienes High Low

Motivators High

人力资源管理的理论

Comparison of Content TheoriesMaslowSelf-Actualization Growth Esteem Need for Power Affiliation Relatedness Hygiene Security Existe

nce Physiological Factors Need for Affiliation Motivators Need for Achievement

Alderfer

Herzberg

McClelland