【管理類】組織行為學(xué)(3)ppt課件

1、Class 5.Motivation Theory5.1 concept Motivation:the willingness to exert high levels of effort toward organizational goals,conditioned by the efforts ability to satisfy some individual need Need:some internal state that makes certain outcomes appear attractiveProcess:unsatisfied need-tension-drives-

2、search behavior-satisfied need-reduction of tensionClass 5. Motivation Theory5.2 Early theory of Motivation The 1950s were a fruitful period in the development of motivation concepts.3 specific theories were formulated during this time1.Hierarchy of Needs Theory Abraham MaslowThere is a hierarchy of

3、 5 needs-physiological, safety,social,esteem,& self-actualization-and as each need is sequentially satisfied,the next need becomes dominantSeparation:Lower order needs-needs that are satisfied externally; physiological & safety needsreview:1.intuitively logical,ease of understanding, receiving wide

4、recognition, particularly among practicing managers. 2.little empirical support2.Theory X and Theory Y Douglas McGregor proposed 2 distinct views of human beingThe assumption that employees dislike work,are lazy,dislike responsibility,& must be coerced to performemployees dislike work &,whenever pos

5、sible,will attempt to avoid it; They must be coerced,controlled,or threatened with punishment to achieve goals; avoid responsibilities & seek formal direction whenever possible; Most workers place security above all other factors associated with work & will display little ambitionTheory Y: The assum

6、ption that employees like work,are creative,seek responsibility,& can exercise self-direction higher order needs dominate individuals3. Motivation-Hygiene Theory Frederick Herzberg, individuals relation to his workIntrinsic factors are related to job satisfaction, while extrinsic factors are associa

7、ted with dissatisfactionsatisfaction, No satisfactionHygiene factors:those factors-such as company policy & administration,supervision,& salary-that,when adequate in job,placate workers.When these factors are adequate,people will not be dissatisfiedClass 5.Motivation Theory5.2 Contemporary theory of

8、 Motivation having one thing in common:each has a reasonable degree of valid supporting documentation1.ERG theory Clayton Alderfer of Yale reworked Maslows theory to align it more closely with the empirical researchThere are 3 groups of core needs:existence, relatedness,& growthDifference:(1)more th

9、an 1 need may be operative at the same time,(2)if the gratification of a higher level needs is stifled,the desire to satisfy a lower level need increasesMaslow: a rigid steplike progression. ERG:contains a frustration-regression dimensionSeveral studies have supported the ERG theory:natives of Spain

10、 & Japan place social needs before their physiological requirements2.McClellands theory of needs Ach,pow,aff are 3 important needs that help to understand MoAchievement need:The drive to excel,to achieve in relation to a set of standards,to strive to succeednPow:the desire to make others behave in a

11、 way that they would not otherwise have behaved innAff: the desire for friendly & closely interpersonal relationshipsHigh achievers preferring personal responsibility,feedback, moderate risks-successful in entrepreneurial activities, salespeople & running a self-contained unit within a large organiz

12、ation; The best managers are high-power need & low-affiliation need,level in a hierarchical organization3.Cognitive Evaluation Theory may be relevant to that set of jobs that falls in between-neither extremely dull nor interstingAllocating extrinsic rewards for behavior that had been previously intr

13、insically rewarded tends to decrease the overall level of motivationExplanation:the individual experiences a loss of control over his behavior so the previous intrinsic motivation diminishes; the elimination of extrinsic rewards can produce a shift-from an external to an internal explanationIf extri

14、nsic rewards are to be effective motivators,they should be made contingent on an individuals performance? Independent? Substitution? Test done with students; high intrinsic motivation levels are strongly resistant to the detrimental impacts of extrinsic rewards4.Goal-setting Theory in the late 1960s

15、 Edwin Locke proposed that intention to work to a goal is a major source of motivationThe theory that specific & difficult goals lead to higher performance. Specificity,challenge,feedbackthe specificity of the goal act as an internal stimulus than the generalized goal; Factors like ability & accepta

16、nce given,difficult goals exert a high level of effort; feedback helps identify discrepancies between the advance & goal.Self-generated feedback(monitoring his own progress) -a more powerful motivator; Participative goals may have no superiority over assigned goals when acceptance is taken as a give

17、n, participation add the odds that harder goals be agreed5.Reinforcement theoryModerator: goal commitment, adequate self-efficacy,national cultureself-efficacy:the individuals belief that he or she is capable of performing a task; Culture bound: low power distance & uncertainty avoidance,high in qua

18、lity of life;not in Portugal, Chilereinforcement theory:behavior is a function of its consequences. Strictly speaking,its not a theory of motivation 6.Equity theoryIndividuals compare their job inputs & outcomes with those of others & then respond so as to eliminate any inequities4 referent comparis

19、ons: Self-inside-ones experience in a different position inside his current organization; Self-outside; Other-inside; Self-outsideMinor qualifications:1.people have a great deal more tolerance of overpayment inequities than of underpayment inequities. 2.not all people are equity sensitive,such as be

20、nevolent types6.Equity theory4 propositions relating to inequitable pay: Given payment by time,the overrewarded produce more than equitably paid employees; the underrewarded produce less or poorer quality of output Given payment by quantity of production,the overrewarded produce fewer,but higher qua

21、lity,units than equitably paid employees; the underrewarded produce a large number of low-quality units. Distributive justice:perceived fairness of the amount & allocation of rewards among individuals. satisfaction Procedural justice:perceived fairness of the process used to determine the distribution of rewards. commitment7.Expectancy theory