A collection of incentive theories and their disruptive applications

One of the incentive theories: ant's expectation theory

Theoretical points: expectation theory holds that when people believe that high-level efforts can produce high performance, and with high performance, they can achieve the expected results, the incentive level will be relatively high. This theory determines three main factors that determine the individual's incentives: expectation, instruments, and effectiveness. Expectation refers to the individual's understanding of the degree of effort required to reach a certain level of performance; instruments refer to the individual's cognition of the ideal results that can be obtained after reaching a certain level of performance; the effect price indicates whether each result obtained by an individual from a work or organization is attractive to the individual.

Disruptive application: As a manager, it is necessary for a subordinate to clearly know that his own efforts are closely related to his job performance (that is, how much effort can be achieved ); when designing performance appraisal methods, we should ensure that the performance of subordinates is proportional to the performance results that subordinates can obtain (that is, more work and more work) at the same time, make sure that the performance-based evaluation results of subordinates are exactly the desired results (that is, implementing personalized assessment and enabling subordinates to "get what they need ").

Incentive Theory 2: Maslow's hierarchy of needs theory

Theoretical points: Abraham Maslow's hierarchy of needs theory is divided into five levels: physiological needs, security needs, attribution and love needs, respect needs, and self-realization needs. This theory emphasizes that high-level needs can be used as incentives only when low-level needs are met.

Disruptive application: people's needs are divided into different levels. As managers, they need to gain insight into the situation and needs of their subordinates. When designing incentive mechanisms and assessment methods, pay attention to meeting the "current needs" of subordinates. For the same subordinates, the incentive mechanisms and assessment methods designed should also be "changed from time to time ".

Incentive Theory 3: ordever's ERG theory

Theoretical points: the five needs in Maslow's hierarchy of needs are summarized into three categories: existence needs, relatedness needs, and growth needs. However, aldwder believes that people can be motivated by the needs of different levels at the same time.

Disruptive application: although human needs are hierarchical, they do not only have a single level of requirements. As managers, when designing incentive mechanisms and assessment methods, we need to consider the diversity of levels required by subordinates, motivate subordinates from different levels to produce better incentive effects.

Incentive Theory 4: herzberger's incentive-health care Theory

Theoretical points: herzberger believes that "incentive needs" are related to the characteristics of the work and the challenges of the work (such as interesting work, sense of responsibility, and sense of accomplishment ), "Health Care Needs" are related to the physiological and psychological status at work (such as work environment, salary, and relationship with colleagues ). Meeting health needs can maintain performance (but generally cannot improve performance), while meeting incentive needs can often improve performance.

Disruptive application: as managers, it should be clear that incentive measures need to be taken to maintain the enthusiasm and efficiency of their subordinates and improve their enthusiasm and efficiency, we need to take incentive measures based on the performance issues to be solved. Herzberger's incentive-Health theory should also prove the saying: "Money is not omnipotent, but there is no money." (that is, although compensation cannot greatly improve performance, but it can maintain performance to a large extent ).

Incentive Theory 5: Adams's fairness Theory

Theoretical points: Adams believes that an important factor in determining the incentive intensity is the relative level of personal results and contributions. Results/inputs = results/inputs of the reference object are in a fair state. Results/inputs of the reference object are unfair if the reward is too low; when the result/input> the result/input of the reference object, it is unfair to pay too much.

Disruptive application: Adams's theory of fairness inspires us to design performance appraisal methods, which should be fair and fair, and fully reflect the principle of multi-effort and multi-effort assessment. At the same time, this theory also reminds managers that, it is very important to be an honest and fair boss.

6. Incentive Theory: Objective Setting Theory of locke and latherm

Theoretical points: goals are things that individuals hope to achieve through their own efforts and actions. The set goals must be specific and difficult.

Disruptive application: As a manager, you must specify the performance target for subordinates to ensure that the target is a "visible" and measurable result. At the same time, you must grasp the "degree ", that is, "moderate difficulty" cannot make subordinates think that they do not want to implement the "castle in the air", nor make subordinates feel no difficulty, A moderate performance goal should be to make subordinates "try their best to reach the goal ".

7. incentive theory: the operating control theory of Jenkins

Theoretical points: the psychologist Jenkins believes that managers can use four tools to motivate subordinates: positive reinforcement, negative reinforcement, fading and punishment. Positive enhancement means that subordinates can get the expected results (such as salary, praise, and promotion opportunities) when they work hard ); negative reinforcement is the ability of subordinates to eliminate unexpected results (such as criticism, criticism, and unemployment) when they work hard. Fading refers to the development and incentive needs based on the situation, the penalty refers to the punishment (such as criticism, wage reduction, suspension, etc.) that subordinates may receive when they do not work hard ).

Disruptive application: managers need to know that positive or negative reinforcement may have different or opposite effects on performance maintenance or performance improvement at different times, when we find that positive or negative reinforcement does not have a positive effect on incentive performance, we should consider canceling these positive or negative reinforcement things; at the same time, we should also understand and note that punishment is the final means. If we can use the first three tools to solve performance problems, we should try our best to avoid using the "penalty" tool.

Incentive Theory 8: Social Learning Theory

Theoretical points: social learning theory is a supplement to operational control theory. It uses alternative learning (that is, it inspires itself by observing others' behaviors, that is, the power of role models), self-enhancement (motivated to take the initiative to control their own behavior), Self-efficacy (the view on whether they have the ability to successfully implement a behavior, that is, self-confidence) to strengthen incentives.

Disruptive application: the incentive effect can be both internal and external. As a manager, if subordinates can achieve self-motivation (for example, subordinates can set an example for themselves, their subordinates can set their own goals, and their subordinates are confident in themselves ), that would be a very difficult realm. Therefore, as managers, not only do they need to "lead" their subordinates (to achieve external incentives), but they also need to "Guide" their subordinates (to achieve internal incentives ), the incentive effect will inevitably be "extraordinary" when employees make internal efforts ".

Conclusion:

The encouragement to subordinates and teams is a profound learning. I understand and practice the tip of the iceberg. We need to explore and explore the mysteries of the iceberg.

The above incentive theories and some comments from the authors mentioned in this article may be used by everyone.