Organizational Behavior notes: Chapter 3 Incentive Mechanism

Incentive Mode:

Some functions of a person can be completed without motivation, but almost all conscious behaviors come from motivation or motivation. The responsibility of management is to identify and promote the motivation of employees and direct them to the completion of tasks.

Motivation represents human needs. This kind of need is personal, internal, and stimulus is external for the individual. An integral part of the work environment that managers create to encourage employees to complete their tasks.

The incentive model is generally as follows:

• Need to produce a mental state of tension: for example, seeing a large number of dishes, resulting in hunger and tension due to food needs
• People's cultural factors have a need to ease their nervousness: the northerners love to eat noodles, while those at the seaside love fish.
• People explain these needs through positive stimulation (Reward), negative stimulation (Punishment), and perception of the environment: Today is a formal situation (Environment ), get down first and get a joke (Penalty). Wait a while and it will look very gentleman (Reward), or don't rashly.
• Through a series of incentives, some actions were taken: the master said, don't stand, feel free to eat noodles in the north and fish in the sea.

Requirement type:

• Basic physiological needs, basic needs
• Advanced needs: reflects the spiritual and psychological needs. What is implied in advanced requirements makes it difficult for people to recognize them correctly. As a result, people who are not satisfied with their jobs only complain about their dissatisfaction because of obvious reasons such as low wages and incomes. However, even if they meet their work needs, and cannot eliminate the cause of true dissatisfaction.

Maslow's hierarchy of needs:

• Basic physiological needs
• Security Assurance needs: different people require different security protection methods. Some people want to become experts in a classic field, so as to obtain practical work assurance, some people want to become experts in new technologies, so they cannot be replaced easily.
• Attribution and social interaction needs: these needs are mainly met out of work.
• The need for self-esteem and status: we need to feel our own value in our hearts and the value recognized by others. At the same time, we should also believe that people around us share their own values.
• Self-fulfillment needs: People always choose from good deeds and are pleased to be able to make contributions to their work. Sometimes the challenge becomes an internal comfort and satisfaction.

Low-level needs are mainly met through economic compensation, and advanced needs are met through psychological social compensation. Managers should give up their economic thoughts on people's behaviors.

An employee is seeking for a need that is more powerful than a need they have.

Employees' desires:

When people need to be restricted by environmental conditions, they will have desires and become the incentive power and motivation to guide specific goals.

In the process of trying to meet the needs, people do not always try to choose the best action, but choose a satisfactory action. People usually choose to satisfy their desires instead of maximizing their desires. For example, in the work of wage incentives, the workers may not exert the maximum potential, but only to achieve satisfactory wages.

Perception: the reaction of an employee to a job is filtered by cognition. The so-called cognition refers to the view of the individual on the world. I do what I know, not what you know. My needs and desires are paramount. I do not respond to the objective world, but to the world I see based on my beliefs and values.

Because people's perception is strongly influenced by their own values, it is almost impossible for management personnel to motivate employees according to rational statements and to act as a part of human beings, instead of acting according to rational mechanisms. We must regard people as people with feelings and motivate them according to their specific circumstances.

One of the characteristics of perception is that people tend to feel what they expect.

The perception of fairness or justice has an important impact on incentives. The theory of fairness involves the sense of fairness (psychological, social, and economic) that everyone receives from the Organization.

The fairness theory points out that an employee is judged to be fair based on his/her contribution to his/her work and his/her remuneration compared with others' contribution and the reward. When an employee feels that the reward is greater than the reward, they strive to improve their work and provide performance. When an employee feels unfair, the incentive and satisfaction effects will be significantly reduced, accompanied by an increase in absence and frequent requests for mobilization.

Husky two-factor model:

There are two independent factors that affect incentives: one is that the existence of such factors usually puts employees' satisfaction in the middle, not a strong incentive factor, it is a factor that leads to dissatisfaction and becomes a "health factor", which is essential to maintain the satisfaction of employees at an appropriate and reasonable level. Another factor is to lead to incentives and satisfaction with the work. If there is a lack of it, there will be no strong dissatisfaction. It is called "incentives ".

Health care Factors	Incentive factors
Dissatisfaction Work extension (Environment) External factors (external compensation outside of work does not directly result in satisfaction with the work)	Satisfaction factor Work content Internal factors (internal compensation and self-motivation)
Example: Company policy and administration Supervision Quality Relationship with superiors Peer Relationship Remuneration Work guarantee Working Conditions Status	Example: Recognition of achievements Growth Work Itself Opportunities for growth Responsibility

An employee can be motivated only when he realizes that he is working for himself. The role of management is to provide an appropriate environment for employees to achieve performance. Managers are service providers rather than supervisors.

Comparison between the herzberger model and the masano model: