The purpose of motivation is to stimulate people's motivation for correct behavior, mobilize people's enthusiasm and creativity, so as to give full play to people's intellectual effect and make the greatest achievements. Since the twenties and thirties of this century, many foreign management scientists, psychologists and sociologists have put forward many motivational theories in combination with the practice of modern management.

Motivation theory refers to the process of maximizing employees' commitment to the organization and work through specific methods and management systems, and mainstream business management education such as EMBA, CEO 12 and MBA have introduced common incentive theories and incentive mechanism establishment methods.

Motivation theory is the category of management psychology, and the early research on motivation theory is the study of "needs", answering the question of what is based on or what can motivate employees to work, including Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McClelland's achievement needs theory.

The most representative Maslow's hierarchy of needs proposes that human needs are hierarchical, from the lowest needs to the highest needs.

Needs are, in order of importance, physiological needs, security needs, belonging and love needs, respect needs, and self-actualization needs. It is also proposed that when a certain level of need is satisfied, that need ceases its motivating effect.

The process school in motivation theory believes that there is a process to meet people's needs to achieve the goals of the organization, that is, it is necessary to formulate certain goals to influence people's needs and stimulate people's actions, including Fromm's expectation theory, Locke's and Hughes's goal-setting theory, Porter's and Lawler's comprehensive incentive model, Adams's fairness theory, Skinner's reinforcement theory, and so on.

These theories can be divided into three categories: behaviorist motivation theory, cognitive motivation theory, and comprehensive motivation theory, according to the different formation time and the aspects studied.

Behaviorist Motivation Theory: The Twenties of the Century. A behaviorist psychological theory is popular in the United States, and its founder is Watson. According to this theory, the essence of the management process is incentives. Through guò incentives, induce human behavior.

Under the guidance of the "stimulus-response" theory, the task of the motivator is to select an appropriate set of stimuli, i.e., incentives, to elicit the occurrence of the corresponding behavioral response of the motivator.

Neo-behaviorist Skinner later developed the theory of operant conditioning. This theory argues that the main means of motivating people should not only rely on stimulus variables, but also take into account intermediate variables. That is, the existence of the subjective factor of man.

Specifically, in addition to the incentive factor of money, the need for the subjective factor of the worker should also be taken into account in the incentive means. According to the theory of neo-behaviorism. The content of incentives should be based on a psychosocial perspective, an in-depth analysis of people's material and spiritual needs, and the satisfaction of individual needs should be consistent with the realization of organizational goals.

The theory of neo-behaviorism emphasizes that people's behavior depends not only on the perception of stimuli. And it also depends on the outcome of the behavior. When the result of the action is beneficial to the individual. This behavior is repeated and reinforced.

If the outcome of the act is unfavorable to the individual, the act is weakened or disappears.

Therefore, the use of affirmation, praise, reward or negation, criticism, punishment and other reinforcement methods in education can be directed to control or change the behavior of learners to guide them to the expected optimal state.

Cognitivist motivation theory: behavior is simply based on the mechanical response of the adult nervous system to objective stimuli, which does not conform to the objective regularity of human mental activity.

For the occurrence and development of human behavior, it is necessary to give full consideration to people's internal factors, such as ideology, interests, values, and needs. Therefore, these theories focus on the content and structure of human needs. and how to drive people's behavior.

Cognitivist motivation theory also emphasizes that the purpose of motivation is to transform negative behavior into positive behavior. In order to achieve the predetermined goals of the organization and achieve better benefits.

Therefore, in the process of motivation, we should also focus on how to transform and transform people's behavior. Other theories that fall into this category include Skinner's operant conditioning theory and frustration theory, among others.

These theories hold that human behavior is the result of the interaction between external environmental stimuli and internal mental cognition. Therefore, only by combining the change of external environmental stimuli with the change of internal thinking and understanding can the purpose of changing people's behavior be achieved.

Comprehensive Motivation Theory: Behaviorist motivation theory emphasizes the importance of extrinsic motivation, while cognitivist motivation theory emphasizes the importance of intrinsic motivation. The comprehensive motivation theory is the synthesis, generalization and development of these two types of theories, which points out a more effective way to solve the problem of mobilizing people's enthusiasm.

The field dynamics theory proposed by the psychologist Lewin is the earliest comprehensive motivation theory. This theory emphasizes that the development of human behavior is first the result of the interaction between the individual and the environment.

The stimulus of the external environment is actually only a fuse, while the needs of people are an internal driving force, and the direction of human behavior is determined by the interrelationship between the strength of the needs of the internal system and the external leads. If the internal need is not strong, then no matter how strong the lead is, it doesn't make much sense.

Porter and Lawler proposed a new integrated incentive model in 1968, which synthesizes the extrinsic motivation of behaviorism and the intrinsic motivation of cognitivism. In this model there are variables such as effort, performance, individual qualities and abilities, individual perception, internal motivation, external motivation and satisfaction.

In this model, Porter and Lawler view the motivational process as a unified process of interaction between external stimuli, individual internal conditions, behavioral manifestations, and behavioral outcomes.

It is generally believed that there is satisfaction to achieve performance. However, they emphasize that performance can only be satisfied, and rewards are based on performance, and people's satisfaction with performance and rewards will in turn affect the incentive value in the future.

The amount of effort a person puts into an assignment is determined by the value of the motivation they receive when they complete the assignment and the expected probability that they will be rewarded for their efforts.

Obviously, the higher the incentive value for an individual, the higher the expected probability. The more effort he has to make to complete his homework.

At the same time, the results of people's activities depend not only on the individual's efforts, but also on the individual's qualities, abilities, and the individual's perception of the role of his or her work.

Porter and Lawler's motivation model further analyzes the correlation between individual job satisfaction and activity outcomes. They noted. Satisfaction with work depends on the alignment of the incentives received with the desired outcome.

If the incentive is equal to or greater than the desired outcome, then the individual will feel satisfied. If the link between incentives and labor outcomes weakens, then people lose confidence.

The basic idea of incentive theory is to take corresponding management measures according to the needs of people, so as to stimulate motivation, encourage behavior, and form motivation.

Because a person's job performance depends not only on ability, but also on the degree of motivation, it is usually expressed mathematically: job performance = f (ability × motivation). Therefore. The theory of motivation and the theory of human needs in the behavioral sciences are closely linked.

(1) Maslow's hierarchy of needs

Maslow, a famous psychologist, divided people's needs into five levels from low to high, namely: physiological needs, safety needs, social and belonging needs, respect needs, and self-realization needs.

And believe that human needs are divided into levels of importance at a specific moment. If none of a person's needs are satisfied, then satisfying the most important needs is more urgent than satisfying the others, and only those needs that belong to the lower level in the first place can be satisfied, so that the needs of the higher level can be generated.

When a need is satisfied. A higher-level need will take hold. From an incentive point of view. None of the needs will be fully satisfied, but as soon as they are partially satisfied, the individual will turn to other needs.

According to Maslow, if you want to motivate someone, you have to understand the level of need that person is in, and then focus on satisfying the needs at or above that level.

For example, a hungry person is more eager for you to give him a few steamed buns or bread than you praise how handsome and dashing or outstanding.

(2) Two-factor theory

The theory of motivating factors, health factors, was developed by Fredrick Herzberg, a behavioral scientist in the United States. Also known as the two-factor theory, the two-factor theory is his main achievement.

Late 50s of the 20th century. Herzberg and his assistants conducted a survey of 200 engineers and accountants in the Pitzburg region of the United States.

As a result, he found that what satisfied employees belonged to the work itself or the content of the work, and what made employees dissatisfied belonged to the working environment or work relations. He called the former a motivating factor and the latter a health factor.

-- Health factors include company policies, management measures, supervision, interpersonal relationships, material working conditions, wages, benefits, etc. Dissatisfaction with the job arises when these factors deteriorate below levels that people find acceptable.

But when people think these factors are good, it only eliminates dissatisfaction, and it does not lead to a positive attitude, which creates a kind of neutral state that is neither satisfied nor dissatisfied.

-- Factors that lead to positive attitudes, satisfaction, and motivation are called "motivators," which are those that satisfy an individual's need for self-fulfillment, including achievement, appreciation, challenging work, increased job responsibilities, and opportunities for growth and development.

If these factors are in place, it can create a greater incentive for people.

In this sense, Herzberg argues that traditional motivational assumptions, such as wage incentives, improved interpersonal relationships, and the provision of good working conditions, do not produce greater incentives;

According to Herzberg's research, managers should recognize that health factors are necessary, but once they neutralize dissatisfaction, they will not have a more positive effect. Only "motivators" can make people have better job performance.

The two-factor theory tells us that the depth and effect of incentives caused by satisfying various needs are different.

The satisfaction of material needs is necessary, without which it leads to dissatisfaction, but even when it is satisfied, its effect is often very limited and not sustainable.

In order to mobilize people's enthusiasm, we should not only pay attention to external factors such as material interests and working conditions, but more importantly, pay attention to the arrangement of work, the use of talents, personal growth and ability improvement. Pay attention to spiritual encouragement, praise and recognition, and give people opportunities for growth, development and promotion.

With the solution of the problem of people's material "well-off". People's demand for spiritual "well-off" is also becoming more and more urgent.

(3) Expectation theory

Froome, a Chinese psychologist, proposed the expectation theory in 1964. According to this theory, the power of excitation comes from the product of valence and expected value, i.e., the utility of the incentive = expected value × valence.

That is, the force that pushes people to achieve their goals is the product of two variables, and if one of them is zero, the utility of the incentive is equal to zero.

Potency is when the goals of the business and the team are achieved. A subjective estimate of what is the benefit or value to an individual, and how much it is worth.

Expectation is a subjective estimate of the likelihood of achieving the company's goals and the likelihood of fulfilling one's personal requirements after the goals are achieved. Both estimates are subject to constant revisions and changes over the course of practice. The so-called "emotional adjustment" occurs.

For example, I think I have the ability to complete this task, and after completing the task, I estimate that my boss will definitely fulfill his promise of a promotion and salary, and the increase in salary is my greatest expectation. So. I must be highly motivated to work, on the contrary, a change in any variable will affect the motivation to work.

The task of the manager is to make this adjustment conducive to achieving the maximum motivational force. Therefore, the expectation theory is a process-based motivation theory.

Forms of incentives: 1. General forms of incentives: work incentives, achievement incentives, criticism incentives, training and education incentives

2. Some contemporary incentive practices: performance-based wages: General Motors, cancel the annual subsidy and change it to performance-based salary, and strengthen the wage difference between 10%, 25%, 55%, and 10% of the number of employees;

Dividends: When the performance of the unit breaks the preset goal, it encourages collaboration and teamwork;

Employee Stock Ownership Plan: P&G; Total Bonus: Effective when it truly reflects the company's prosperity;

knowledge wages;

Flexible work schedules.

Sum up. It can be seen that motivation is indeed very important in work. However, motivation is also very common in your daily life, and it has always accompanied your growth.

When you were just born, your parents used something to motivate you to talk and walk in order to guide you to walk and talk, and when you were about to enter school, your parents tried all kinds of ways to motivate you in order to make you go to school obediently;

When you start school, your teachers will start to motivate you to do better in your studies, and when you are about to graduate from college, your parents will start to motivate you to get a good job and a good wife.

When you are in love, the impulse in your heart will motivate you to pursue the girl you like, and when you are working, your boss will constantly motivate you and want you to do well.

Even when you are old, your children will continue to motivate you and make you pay attention to your physical exercise, which is why your children want you to have a healthier old age and live longer.

Therefore, it can be said that the word motivation is full of everyone's life, and a person's life is constantly growing in different incentives!

Leng Xin's knowledge is indeed very low, but he still knows some motivating means, otherwise, no matter how strong Leng Xin is, he will not have the ability to establish a black-astringent-astringent-meeting-organization.

Don't look at a black-astringent-will-organization-weaving is very simple, it is full of some big and coarse, or some illiterate, some people with a very narrow knowledge, you think that black-astringent-will-organization-weaving is very good to lead or something, if you really think like this, then you are in trouble.

The black-astringent-astringent-will-organized-weaving seems very simple, and there are some big and coarse inside, but it is not so easy to really lead a black-astringent-astringent-meeting-organization-weaving.

It can be seen that although Leng Xin's knowledge is indeed not high, his ability is still good, but it is a pity that his ability is used in the wrong direction.

With Leng Xin's current means of motivating his subordinates, if Leng Xin uses this motivating means to his normal career, he will actually have certain achievements.

...............................................................................................................

Three minutes passed slowly, and in these three minutes, Leng Xin caught another net of fish here, and the two brothers Xu Chang and Xu Jie, who were hiding in the stern of the fishing boat, were now ready to escape.

The blood on Xu Jie's whole body, as well as the bloody clothes, have been cleaned up, and Xu Jie has now been carried on Xu Chang's back, and the two brothers are back to back. In this way, when he can swim, Xu Jie is face up, so Xu Chang can swim with confidence, and he doesn't have to worry about letting Xu Jie take water when he swims.

Moreover, if he does this, the wound on Xu Jie's shoulder will also be exposed on the surface of the sea and will not be immersed in the seawater.

This is good for Xu Jie's wounds to heal, and it can also reduce the chance of the sand tiger shark chasing them.

If Xu Jie's wound is soaked in seawater for a long time, his wound may still ooze blood, and the sand tiger shark's sense of smell is not ordinarily strong, and the bloody smell of Xu Jie's wound will soon be smelled by the sand tiger shark.

Leng Xin, Xu Chang and Xu Jie have made preparations here, and at this time, the sand tiger shark has also approached the fishing boat where Leng Xin, Xu Chang and Xu Jie are located, and the decisive battle is about ......to begin!

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