In 1964, frum put forward the expectation theory in management. The basic view of this theory is that the degree to which people's enthusiasm is stimulated depends on the product of his estimation of the target value and the probability of judging the realization of this goal.
Expressed by the formula: incentive level (m)= target price state (v)× expected value (E)
Among them: target valence-refers to the individual's evaluation of the importance of a work goal to himself;
Expectation-refers to an individual's subjective estimation of the possibility of achieving a goal.
Because all kinds of people have different valence and expectation for a certain goal, there may be different combinations of valence and expectation, which will produce different incentive forces. Generally speaking, when the target titer and expectation are higher, there will be higher motivation; As long as one of the valence and expectation is not high, the motivation of the goal is not great. For example, some people think that the safety skills assessment conducted by enterprises is very important for their future work, and there is a great possibility of achieving good results through hard work, so they will prepare carefully and actively participate; Some people think that this kind of assessment has little to do with their future work or remuneration, or feel that they can't get good grades no matter how hard they try, both of which will affect their enthusiasm for taking part in this work.
For enterprises, what is needed is the performance of employees at work; For employees, what they care about is the remuneration related to labor. Therefore, there is an inevitable relationship between job performance and salary (such as salary increase, promotion, respect and other rewards). This relationship is called correlation, which is expressed by correlation coefficient ik and generally varies from+1 to-1. There is a high positive correlation (for example, job performance is directly proportional to salary), and ik tends to be+1; Weak correlation (such as job performance has nothing to do with salary), ik tends to 0; The negative correlation is high (for example, job performance is inversely proportional to salary), and ik tends to-1. It is based on this correlation that employees judge the potency of work goals.
The further analysis of expected value (e) can be divided into two stages: the expected value (e 1) between the effort and the result (performance) in the first stage and the expected value (e2) between the performance in the first stage and the result (reward) in the second stage. In addition, expectations will be influenced by some factors, such as people's personality, personal experience, and environmental conditions in expectation cognition.
Expectation theory is instructive to enterprise safety management. It is pointed out that the motivation level of employees is related to the target price and achievable probability set by enterprises, which is of practical significance for enterprises to take measures to mobilize the enthusiasm of employees. First of all, enterprises should pay attention to the results of safety production objectives and the incentive effect of rewards on employees. They should not only fully consider the rationality of setting goals, but also enhance the confidence of most employees in achieving goals, and set appropriate bonus amounts to make safety objectives truly attractive to employees. Secondly, we should attach importance to the relationship between target effectiveness and personal needs, and combine meeting low-level needs (such as bonuses and improving welfare benefits) with meeting high-level needs (such as strengthening the challenge of work and giving certain titles); At the same time, through publicity and education, we should guide employees to understand the consistency between safety production and their own immediate interests, and improve employees' understanding of safety production objectives and reward efficiency. Finally, enterprises should create conditions for employees to improve their personal abilities in various ways, thus increasing their expectations of goals.
Another very important application of expectation theory is in sales promotion. Promotion is to provide an incentive, incentive = valence x expectation. Promotion should increase sales, but the premise is that customers are satisfied, so the expected value cannot be higher than the actual feeling of customers after buying. In other words, what really plays a promotional role should be the valence, making a fuss about the valence.
Two-factor theory was put forward by American psychologist Herzberg in 1959, and its full name is "Theory of Incentive and Health Care Factors".
Through the investigation and consultation of more than 200 engineers and accountants in Pittsburgh 1 1 industrial and commercial institutions, Herzberg found that most of the dissatisfied items listed by the respondents were related to their working environment, while the factors that made them satisfied were generally related to the work itself. Accordingly, he put forward the two-factor theory.
The traditional theory holds that the opposite of satisfaction is dissatisfaction, while according to the two-factor theory, the opposite of satisfaction is dissatisfaction, and the opposite of dissatisfaction is dissatisfaction. Therefore, the factors that affect employees' work enthusiasm can be divided into two categories: health care factors and incentive factors, which are independent of each other and affect people's work behavior in different ways.
The so-called health factors are those factors that cause employees' dissatisfaction. Their improvement can alleviate employees' dissatisfaction, but it can't make employees feel satisfied and stimulate their enthusiasm. It mainly includes enterprise policies, administrative management, wage distribution, labor protection, work supervision and various personnel relations. They are also called "maintenance factors" because they are only preventive and only play a role in maintaining the status quo of work.
The so-called incentive factors are those that make employees feel satisfied. Only their improvement can satisfy employees, give them higher incentives, mobilize their enthusiasm and improve labor productivity. It mainly includes the opportunity of job performance, the pleasure of work itself, the sense of achievement in work, the expectation of future development, the sense of responsibility in the post and so on.
The two-factor theory accords with Maslow's hierarchy of needs theory. The low-level demand in Maslow's theory is equivalent to the health care factor, and the high-level demand is similar to the incentive factor.
Two-factor theory aims to meet this goal. Health care factors are to meet people's requirements for external conditions; The incentive factor is to meet people's requirements for the work itself. The former is indirect satisfaction and can motivate people from the inside; The latter is direct satisfaction, which can make people get external incentives. Therefore, the two-factor theory holds that to arouse people's enthusiasm, we must work hard on the word "satisfaction".