Definition: Incentive is a management process in which the organization induces individuals to have the motivation to satisfy certain needs and thereby promotes the convergence of individual behavior with organizational goals.

definition of behavior

the process of motivated behavior

Characteristics of motivated behavior

1. Economic Man Hypothesis [Theory Responsibility 3. Coercion and punishment methods must be used to force them to work hard to achieve organizational goals. 4. Most jobs are to meet basic needs, and only money and status can motivate them to work. 5. Only a few people can encourage themselves, Overcoming emotional impulses, these people should assume management responsibilities

2. Self-actualizing person hypothesis [Y theory]: proposed by McGregor 1. Most people are diligent and are willing to work as long as the environment allows. 2. People can self-direct and control themselves when performing tasks. 3. Under normal circumstances, most people will not only accept tasks, but also actively seek responsibilities, evade responsibilities, lack ambition, and emphasize that security is the result of experience and is not human nature. 4. Most people have a considerable degree of imagination, resourcefulness and creativity, which can be used normally if they are not controlled by the external environment. 5. Most of the human body contains great potential, but under modern industrial conditions, only a small part of the potential can be exerted. 5. There is no conflict between the individual self-actualization tendencies of employees and the behaviors required by the organization.

3. Social person hypothesis [interpersonal relationship theory]: 1. The basis of the interpersonal relationship hypothesis is the interpersonal relationship theory, which was proposed by Mayo. 2. People not only have economic needs but also social needs. The relationship between people and the sense of belonging to the organization can motivate people's behavior more than the economic rewards given by workers. 3. Workers are motivated to work by social needs. And gain a sense of identity through relationships with colleagues. 4. Workers find the meaning of work through social relationships at work. Workers’ social influence on colleagues is more important than the economic incentive control given by managers. 5. Workers’ productivity varies with the extent to which their bosses meet their social needs

4. Complex Person Hypothesis [Super-Y Theory]: American scholar Schein proposed this theory 1. Differences in subject needs: Some people need strictly organized institutions and do not need to assume responsibilities, while some people need autonomy. Need creative opportunities and achieve a sense of competence 2. Differences in organizational methods. Management work should be a combination of the nature of work and people's needs, coordinated with people's qualities, and appropriate organizational forms and leadership methods 3. Changes in the degree of control Nature: The arrangement of the degree of control should be considered from the perspective of work objectives, work content and employee quality. 4. The progressive nature of goal establishment: When a goal is achieved, it stimulates people's sense of competence and they can work towards new and higher goals.

According to the rules of human behavior, the human behavior process contains three types of basic variables: stimulus variables, body variables, and response variables.

Stimulus variable: It is an external stimulus that affects an individual's response, also called an inducement.

Body variables: are internal determinants that influence individual responses and are characteristics of the individual itself.

Response variables: are the changes in individual responses caused by stimulus variables and body variables.

The key to effective incentive measures is to identify the advantages and needs of different people at different times and under different circumstances and stimulate them

1. Need Hierarchy Theory: [American psychologist Maslow first proposed it in his article "Human Motivation Theory" in 1943, and elaborated it more comprehensively in his 1954 monograph "Motivation and Personality"] 1. This theory believes that Human needs are divided from low to high into physiological needs, safety needs, social needs, self-actualization needs and esteem needs 2. Among them, physiological needs, safety needs and social needs are low-level needs, which can be satisfied through the external environment, while self-actualization needs Needs and esteem needs are high-level needs, which can be satisfied through internal factors. 3. Human needs are a process of development from low levels to high levels. 4. Any kind of needs will not disappear because of the emergence of high-level needs. Hierarchical needs are interdependent and evolve in overlapping waves. 5. Unmet needs are motivating.

2. Two-factor theory: [Proposed by American psychologist Herzberg] 1. Satisfaction and dissatisfaction do not coexist on a single continuum, but are completely separate. 2. What makes people feel dissatisfied is often the work environment and external factors. aspect, becoming a health factor. 3. What makes people moved and satisfied is often the work itself and the work content, which are called motivating factors. 4. Hygiene factors can only eliminate dissatisfaction, while motivational factors are the key to mobilizing enthusiasm.

3. Achievement needs theory: [It was jointly explained by McGlelland, a professor at Harvard University in the United States, and in the two books "Achievement Society" and "Inspiring Economic Achievement"] 1. There are three types of high-level needs of people: They are achievement needs, power needs, and affiliation needs. 2. The need for achievement is the need to strive for success and hope to do better. The need for power is the need to influence and control others without being controlled by others. The need for affiliation refers to the establishment of friendly and close interpersonal relationships. 3. Characteristics of high achievement needs: Strong ambition, dare to take responsibility, like to set moderately challenging goals, do not like easier or more difficult work tasks, like tasks with immediate feedback, and emphasize achievements over rewards. 4. The need for achievement is not innate, but is more the result of the combined effects of environment, education and practice. 5. The need for achievement is an internalized need and is the main driving force for enterprises and countries to achieve high-level performance.

1. Equity theory: [Also known as social comparison theory, it was proposed by Adams in the United States in the article "Inequity in Social Exchange"] 1. Equity theory, also known as social comparison theory, was proposed by Adams 2. Whether people are satisfied with rewards Satisfaction depends not only on absolute rewards, but also on relative rewards. 2. People’s comparison of remuneration is reflected in horizontal comparison and vertical comparison. Horizontal comparison means that people compare their own remuneration with the remuneration of others. Vertical comparison means that people compare their current remuneration with their past remuneration. 3. The result of relative remuneration comparison will make people feel unfair and fair, and the unfairness will cause tension and imbalance. Relative remuneration = O/I = remuneration/contribution

2. Expectation theory: [Also known as "Valence-Means-Expectation Theory" was proposed by the American psychologist Vroom in the book "Work and Motivation"] 1. Expectation theory was proposed by the psychologist This theory proposed by Vroom believes that people will be motivated to do certain things to achieve the goals set by the organization when they expect that their actions will bring specific results to the individual, and the results have a history of attracting the individual. . 2. Employees' attitude towards work depends on the judgment of the following three relationships: the relationship between effort and performance, the relationship between performance and rewards, and the relationship between rewards and need satisfaction. 3. The enthusiasm of employees at work is the product of valence and expected value, that is: M=V*E. Only when both valence and expected value are achieved can a higher motivational effect be produced.

3. Goal setting theory: 1. Goal setting theory was proposed by Edwin Locke. 2. This theory believes that goals themselves have a motivating effect. Goals convert people's needs into motivations and direct people's behavior toward a certain goal. Work hard in the right direction, and compare the results of your behavior with the established goals to make timely adjustments and modifications to achieve the goals. 3. Personal effort depends on four aspects: goal difficulty, goal clarity, goal acceptability, and goal responsibility clarity. 4. In addition to personal effort, work performance also depends on organizational support and individual ability and personality. Characteristics also play a certain role in work performance. 5. The rewards that individuals deserve should be based on actual work performance. Rewards are divided into intrinsic rewards and extrinsic rewards.

Behavioral reinforcement theory: [Proposed by American psychologists in books such as "Organismal Behavior" and "Science and Human Behavior"] 1. Reinforcement theory was proposed by American psychologist Skinner. 2. This theory believes that people will adopt certain behaviors to affect the environment out of certain motives. When the results of this behavior are beneficial to people, this behavior will be repeated in the future. When the results of this behavior are beneficial to people, When unfavorable, the behavior is weakened or reduced. 4. According to the purpose of reinforcement, reinforcement can be divided into four types: positive reinforcement, negative reinforcement, punishment and natural extinction. The first two can enhance or maintain behavior, and the latter two can weaken or reduce behavior. 5. According to the purpose of reinforcement Method, reinforcement can be divided into continuous reinforcement and intermittent reinforcement

Work motivation: refers to stimulating employees’ inner work enthusiasm through reasonable design and appropriate assignment of work tasks.

job enlargement act

job enrichment

job rotation method

Achievement incentives: refers to an incentive method that gives corresponding rewards to employees based on their work performance.

material incentives

Mental stimulation

Inspiring by example

crisis incentives

training motivation

environmental incentives