Stephen P. Robbins & Timothy A. Judge

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1 Stephen P. Robbins & Timothy A. Judge
제 6 장 동기부여의 기본 개념

2 이 장을 읽고 나면, 당신은 동기의 세 요소를 설명할 수 있다.
초기 동기부여 이론과 초기 이론들의 적용가능성을 설명할 수 있다. 목표설정이론과 목표에 의한 경영을 비교하여 설명할 수 있다. 조직 내 정의와 공정성 이론의 관계를 설명할 수 있다. 기대 이론의 주요 원칙을 활용하여 직원을 동기부여 할 수 있다. 동기부여 이론이 어떤 식으로 문화의 제약을 받는지 설명할 수 있다.

3 조직의 목표 달성을 위한 개인 노력의 강도, 방향, 지속성을 설명하는 과정
동기란 무엇인가? 조직의 목표 달성을 위한 개인 노력의 강도, 방향, 지속성을 설명하는 과정 강도 – 목표달성을 위해서 노력하는 정도 방향 – 조직이 추구하는 방향으로 노력을 기울이도록 하는 것 지속성 – 노력이 얼마나 오랫동안 지속되는가 It is easy to see that some individuals are more motivated than others. However, the reasons for that motivation are more difficult to determine. When defining motivation it is important to look at the interaction between the individual and the situation. There are three key elements that help us define motivation. The first is intensity or how hard the person tries to accomplish the task. The second element is direction and that is the effort that is channeled toward organizational goals. The final element is persistency or how long a person can maintain the effort.

4 초기 동기부여 이론들 Maslow의 욕구단계이론 McGregor의 X이론, Y이론
Herzberg의 2요인 이론 (동기 – 위생 이론) McClellan의 동기 이론( 세 가지 욕구) There are number of theories of motivation that help us gain a better understanding of the concept. Some of the earlier theories are not entirely valid anymore but they are still used by many managers.

5 Maslow의 욕구 단계 이론 자아실현 존경 사회적 안전 생리적 고차원 저차원
The first theory was developed by Abraham Maslow in the 1950’s. His theory states that with every individual there is a hierarchy of five needs. As each need is met or satisfied the next need becomes dominant. His theory posits that individuals are stuck in their existing need level until it is satisfied and then the can move on to the next level. For example, until their safety needs are met they will not be able to move on to the social level.

6 McGregor의 X이론 & Y이론 Theory X Theory Y 사람들은 본래 일하기 싫어하고 피하고 싶어한다.
사람들은 본래 일하기 싫어하고 피하고 싶어한다. 강제, 통제, 처벌의 위협이 필요하다. 일은 놀이나 휴식처럼 자연스러운 것이다. 자율적인 통제를 통해서 목표에 헌신할 수 있다. Douglas McGregor added to the motivation work done in the 1950’s and developed the theory called Theory X, Theory Y. He believed that there are two distinct views of human beings that managers hold. The Theory X view is basically negative and holds that workers have little ambition, dislike work and avoid responsibility. The Theory Y view is in contrast to X and sets forth that workers tend to be self-directed, enjoy work and accept responsibility. Managers will modify their behavior toward employees based on what view they hold about them.

7 Herzberg의 2요인 이론 위생 요인 불만이 있다. 불만이 없다 동기 요인 만족한다. 만족하지 않는다. 감독 급여 기업정책
물리적 근무환경 동료관계 직업의 안정 위생 요인 불만이 있다. 불만이 없다 승진기회 성장 기회 인정 책임감 성취감 동기 요인 만족한다. 만족하지 않는다. Herzberg’s Two-Factor theory is another one of the earlier developed theories. This theory sets forth that satisfaction and dissatisfaction are not the opposites, but two separate ideas. There are a set of factors that when present will help to avoid dissatisfaction in workers. This group is called the hygiene factors and includes such things as salary, working conditions and company policies. There is another set of factors that when present will help to cause satisfaction in workers. This group is called motivators and includes things such as growth, responsibility and achievement. These sets are distinct and the presence of hygiene factors does not cause satisfaction, it just helps avoid dissatisfaction.

8 McClelland의 동기 이론 성취 동기 (nAch) 권력 동기 (nPow) 친교 동기 (nAff) 뛰어나고자 하는 열망
다른 사람을 지배하고자 하는 욕망 친교 동기 (nAff) 다른 사람과 친밀한 관계를 유지하려는 욕망 The final earlier theory of needs we will look at is McClelland’s need theory. He bases his theory on the idea that people are motivated in the workplace by three main needs. The first need is the need for achievement or the drive to excel in relation to a set of defined standards. The second is the need for power, to make others behave in a way that they would not have behaved otherwise. The final need addressed in this theory is the need for affiliation. Affiliation looks at the relationship aspect and the desire for close relationships. People will have varying levels of these needs which make this theory difficult to measure.

9 McClelland의 높은 성취를 하는 사람들
이런 일을 선호한다. 개인적 책임 피드백 중간 정도의 위험 (50/50) 이들이 좋은 경영자가 되지는 못한다. 높은 nPow and 낮은 nAff가 성공적인 관리자와 관련이 있다. The need that has received the most attention by researchers is the need for achievement. Achievers will carefully measure the odds and try to take on activities that are challenging, but not too high-risk. They tend to be motivated in jobs that are more individualistic in nature and provide regular and effective feedback. Achievers tend to not make good managers because they have more of a personal focus. Strong managers have a higher level of need for power and a lower level of need for affiliation as they are trying to motivate a team to move towards a given direction.

10 최근의 동기부여 이론 자기 결정 이론 목표 설정 이론 자기 효능 이론 공정성 이론 기대 이론 목표에 의한 관리
There are a number of contemporary theories of motivation that have utilized the older theories to provide us with a deeper understanding of motivation in the workplace.

11 자기 결정 이론 사람들은 자신의 일을 스스로 통제하고 싶어한다. 스스로 하던 일을 강제로 하게 될 때는 동기가 감소한다.
사람들은 자신의 일을 스스로 통제하고 싶어한다. 스스로 하던 일을 강제로 하게 될 때는 동기가 감소한다. 인지평가 이론(Cognitive Evaluation Theory)에 의하면 내재적 만족을 느끼던 일의 수행에 대해서 외재적 보상을 지급하면 전반적인 만족도가 떨어진다. 언어적 보상은 내재적 동기를 높여주는데 반해서, 물질적 보상은 내재적 동기를 떨어뜨린다. The self-determination theory states that people prefer to have control over their actions. So when they are required to do something the previously freely chose, it will diminish their motivation. An example is the Cognitive Evaluation Theory that sets forth that in the workplace intrinsic and extrinsic rewards are not independent of one another. In fact, the presence of extrinsic rewards may decrease the intrinsic rewards. In addition to extrinsic rewards managers need to realize the importance of using goal setting and verbal rewards as a method to increase motivation.

12 목표 설정 이론 목표는 성과를 높인다. 목표는 다음 특성을 지녀야 한다. 상황적 요소들: 구체적이다
목표는 성과를 높인다. 목표는 다음 특성을 지녀야 한다. 구체적이다 어렵다. 그러나 조직구성원들이 받아들인다. 피드백이 동반된다. (스스로 확인할 수 있는 피드백이면 더 좋다.) 상황적 요소들: 목표에 대한 몰입 – 공개된 목표일수록 높아진다. 과업 특성 – 단순하고, 익숙한 과업 국가 문화 – 서구 문화에 적합 Edwin Locke developed what is called the goal-setting theory. The idea behind this theory is that goals which are specific and effectively difficult can lead to higher performance if they include self-generated feedback. A difficult goal will help the individual to focus and direct attention as well as energize them to work harder. The difficulty of the goal will increase persistence and force people to be more effective and efficient. The relationship between goals and performance depends on how committed the individual is to the goal as well as how specific the tasks are. Most of the research has been done in the United States so the applicability of this theory to other cultures is suspect.

13 목표에 의한 관리 (MBO) 조직 전체의 목표를 부서, 개인의 구체적인 목표로 전환시킨다. 공통적인 요소들: 목표의 구체성
조직 전체의 목표를 부서, 개인의 구체적인 목표로 전환시킨다. 공통적인 요소들: 목표의 구체성 평시적인 마감시한 성과 피드백 참여적 의사결정 An implementation of the goal-setting theory is Management by Objectives or better known as MBO. MBO is a systematic way to utilize goal setting theory in which goals are set jointly by managers and employees. The goals must be tangible, verifiable and measurable in order to be effective. The manager helps to break down the organizational goals into smaller more specific goals for the employee. In order for MBO to be effective the goals must be specific, the employees must participate in the goal setting, there must be a defined time period and feedback must be incorporated into the process.

14 자기효능감 또는 사회적 학습 이론 어떤 일을 해낼 수 있다는 개인의 자신감 이럴 때 높아진다: 능동적 수련 – 경험 습득
어떤 일을 해낼 수 있다는 개인의 자신감 이럴 때 높아진다: 능동적 수련 – 경험 습득 대리 모델 – 다른 사람이 일하는 것을 관찰 언어적 설득–그것을 해낼 수 있을 것이라는 확신을 주는 말 흥분 – 에너지를 북돋아 줌. Another theory of motivation is the self-efficacy theory developed by Albert Bandura. This theory is based on an individual’s belief that he or she is capable of performing a task. This theory is a complement to the goal-setting theory as it incorporates goals into the process. Higher efficacy is related to greater confidence, greater persistence in the face of difficulties and responding to negative feedback with working harder, not shutting down.

15 공정성 이론 Your Output Your Input My Output My Input
사람들은 직무 수행을 위해서 투입하는 것과 직무를 통해서 얻는 산출을 측정함 자신의 투입과 산출 비율을 적절한 타인의 투입-산출비율과 비교함. Adam’s equity theory utilizes perception theory that we looked at in previous chapters. The idea is that employees compare their ratios of outcomes to inputs of others they see as relevant. When the see the ratios as equal there is a perceived state of equity and no tension arises. However, when they perceive the ratios to be unequal they may experience anger or guilt depending on the result of the equity analysis and then tension can arise. This tension can motivate people to act in a way to bring the situation into a more equitable state. Your Output Your Input My Output My Input

16 공정하지 못한 급여에 대한 반응 급여 공정성에 대한 개인의 반응 Employees are: Paid by: Piece Time
Over-Rewarded Will produce fewer, but higher-quality units Will produce more Under-Rewarded Produce large number of low quality units Produce less output or output of poorer quality People behave differently when they are over-rewarded than under-rewarded. Sensitivity to over-rewarding is less. The equity theory is often hard to apply because sensitivities differ amongst individuals and it is hard to predict how they will respond to inequities.

17 공정성 이론: 정의론 Increasingly we think of equity as organizational justice, a larger perception of what is fair in the workplace. Employees perceive their organizations as just when they see that what they receive matches what they have put in. One key element of organizational justice is an individual’s perception of justice. In other words, fairness or equity can be subjective, residing in our perception. What one person sees as unfair, another may see as perfectly appropriate. The second component is procedural justice—the perceived fairness of the process used to determine the distribution of rewards. The final component is interactional justice, an individual’s perception of the degree to which she is treated with dignity, concern, and respect. These three components make up an individuals view of justice within the organization.

18 기대 이론 세 가지 관계: 노력 – 성과 : 노력을 기울이면 성과를 달성할 확률
성과 – 보상 : 성과를 달성했을 경우 보상을 받을 확률 보상 – 개인 목표: 조직이 주는 보상에 대해서 개인이 느끼는 매력도 The most commonly used and widely accepted theory of motivation is Victor Vroom’s Expectancy Theory. This theory argues that the strength of a tendency to act in a certain way is dependent on the strength of the expectation that they will receive a given outcome and that the outcome is desired. Employees are willing to work harder if they believe that their actions will get them an outcome they desire. For example, employees are willing to work long and hard hours if they know that they will be rewarded through promotion, recognition or pay in response to their hard work.

19 세계적 시사점 동기부여 이론은 문화에 의해서 달리 적용되는가? 대부분의 이론이 미국의 상황에서 개발되었다.
목표 설정이론과 기대이론은 목표의 달성과 합리적인 사고를 강조한다. Maslow의 욕구단계는 순서가 다를 수 있다. McClelland의 성취 동기는 중간 정도의 위험을 전제하고 있다. 공정성 이론은 미국의 급여 관행과 긴밀히 연결되어 있다. Hertzberg의 2 요인 이론은 문화에 따른 차이가 없는 것 같다. Unfortunately, in the area of motivation theory the vast majority of research has been done in the United Sates and is culturally bound. There does seem to be a universal acceptance that a desire for interesting work is common across the globe, but there is no research to support this.

20 경영자에게 주는 시사점 욕구단계 이상을 생각하라. 목표 는 높은 생산성으로 연결된다. 조직 정의가 중요하다.
기대 이론은 강력한 도구이지만, 때로는 비현실적일 수 있다. 목표 설정, 조직 정의, 기대 이론은 실제적인 제언을 담고 있다. There are number of theories that can increase our understanding as managers about motivation in the workplace. It is important to utilize these theories when designing workplace programs and procedures.

21 기억하라… 구체적이고 높은 목표를 설정하라. 조직구성원의 자신감(자기 효 능감)을 높여주면 동기도 강해진다.
조직구성원의 자신감(자기 효 능감)을 높여주면 동기도 강해진다. 좋지 않은 결과가 예상되는 일을 할당할 때는 공개적으로 정보를 제공하라. Keep in mind that it is important to keep goals specific and difficult enough to be motivating. As employees increase their self-confidence in their own abilities their motivation will increase. In order to increase perceptions of justice it is important to share information about how resources are allocated.