工作態(tài)度與工作價(jià)值課件

1、chapter3WORK VALUES AND ATTITUDES工作價(jià)值與工作態(tài)度1. Concepts:（概念）Work values（工作價(jià)值）Work attitudes（工作態(tài)度）Work moods（工作心境）2. The factors affecting job satisfaction （影響工作滿(mǎn)意度的因素） 3. The theories of job satisfaction（有關(guān)工作滿(mǎn)意度的理論）The Facet Model（要素模型）Herzbergs Motivator-Hygiene Theory （Herzberg的激勵(lì)-保健理論）The Discrepan

2、cy Model（差異模型）The Steady-State Theory（穩(wěn)態(tài)理論）4. The potential consequences of job satisfaction （工作滿(mǎn)意的潛在影響）5. Organizational commitment（組織承諾）Work Values（工作價(jià)值）A workers personal convictions about what outcomes one should expect from work and how one should behave at work.工作人員對(duì)工作可能帶來(lái)的結(jié)果（可以獲得什么）以及怎樣工作所持的個(gè)

3、人信念。The most general and long-lasting feelings and beliefs people have that contribute to how they experience work.影響工作體驗(yàn)的最廣泛持久的觀念。Values can be intrinsic (i.e., related to the nature of work itself) or extrinsic (i.e., related to the consequences of work).可以是內(nèi)在的（與工作本質(zhì)有關(guān)）也可以是外在的（與工作帶來(lái)的結(jié)果有關(guān)）。Intrinsi

4、c vs. Extrinsic Work Values內(nèi)在工作價(jià)值與外在工作價(jià)值Intrinsic ValuesInteresting workChallenging workLearning new thingsMaking important contributionsResponsibility and autonomyBeing creative內(nèi)在工作價(jià)值有趣的工作有挑戰(zhàn)性的工作學(xué)習(xí)新東西做出重要貢獻(xiàn)責(zé)任和自主創(chuàng)造力Extrinsic ValuesHigh payJob securityJob benefitsStatus in wider communitySocial conta

5、ctsTime with familyTime for hobbies外在工作價(jià)值高薪工作安全性工作福利更大群體中的地位社會(huì)接觸與家人在一起的時(shí)間可用于業(yè)余愛(ài)好的時(shí)間Work Attitudes（工作態(tài)度）Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations.針對(duì)其工作和組織，工作人員目前所持的關(guān)于如何行動(dòng)的感受、觀念和想法。Compared to values, attitudes areM

6、ore specificNot as long lasting與工作價(jià)值相比，態(tài)度更具特異性沒(méi)有那么持久Specific work attitudes:（兩種工作態(tài)度：）Job satisfaction is the collection of feelings and beliefs that people have about their current jobs.工作滿(mǎn)意度：工作人員針對(duì)目前工作所持的感受和觀念。Organizational commitment is the collection of feelings and beliefs that people have abou

7、t their organizations as a whole.組織承諾：工作人員針對(duì)所在組織所持的感受和觀念。工作態(tài)度情感要素：對(duì)于自己工作或組織的感受（情緒、情感）認(rèn)知要素：對(duì)自己工作或組織狀態(tài)的觀念行為要素：對(duì)自己工作或組織如何行動(dòng)的想法Work Moods（工作心境）How people feel at the time they actually perform their jobs.工作中工作人員眼下的感受。More transitory than values and attitudes.較價(jià)值和態(tài)度更短暫。Can generally be categorized as pos

8、itive or negative.可以大體上分為積極的和消極的兩大類(lèi)。Determining factors:（決定因素：）Personality（人格）Work situation（工作狀況）Circumstances outside of work（工作外的環(huán)境因素）Advice to Managers（管理者建議）Do not assume that most workers have strong intrinsic work values just because you do.不要因?yàn)槟阕约河懈叩膬?nèi)在工作價(jià)值，就認(rèn)為大多數(shù)工作人員也這樣。Realize that any atte

9、mpt you make to improve attitudes, motivation, or performance will be most effective when the change you implement is consistent with workers values.當(dāng)你試圖提高工作人員的工作態(tài)度、工作動(dòng)機(jī)或者工作業(yè)績(jī)時(shí)，最有效的做法是你所作出的改變與工作人員的工作價(jià)值適配。Make the work environment pleasant and attractive to help promote positive moods.使工作環(huán)境更加愉悅、有吸引力，

10、從而使工作人員心境更積極。工作狀態(tài)工作本身共事者、上司、下屬工作物理環(huán)境工作時(shí)間、薪酬和工作安全工作價(jià)值工作滿(mǎn)意度人格社會(huì)環(huán)境共事者群體文化Theories of Job Satisfaction（有關(guān)工作滿(mǎn)意度的理論）Each theory of job satisfaction takes into account one or more of the four main determinants of job satisfaction and specifies, in more detail, what causes one worker to be satisfied with a

11、job and another to be dissatisfied.就工作滿(mǎn)意度的以上四類(lèi)決定因素，每個(gè)理論針對(duì)其中的一類(lèi)或幾類(lèi)因素進(jìn)行探討，具體來(lái)說(shuō)，就是什么原因?qū)е履骋还ぷ魅藛T對(duì)工作滿(mǎn)意另一個(gè)則不滿(mǎn)意。Influential theories of job satisfaction include關(guān)于工作滿(mǎn)意度，有影響的理論包括：The Facet Model要素模型Herzbergs Motivator-Hygiene TheoryHerzberg的激勵(lì)-保健理論The Discrepancy Model差異模型The Steady-State Theory穩(wěn)態(tài)理論These diff

12、erent theoretical approaches should be viewed as complementary.這些理論存在差異，相互補(bǔ)充。The Facet Model（要素模型）Focuses primarily on work situation factors by breaking a job into its component elements, or job facets, and looking at how satisfied workers are with each.首先將工作解構(gòu)為組成成分，即要素，然后分析工作人員在各要素上的滿(mǎn)意程度。A workers

13、 overall job satisfaction is determined by summing his or her satisfaction with each facet of the job.工作人員的總體滿(mǎn)意度是其在各要素上的滿(mǎn)意度的總和。11Sample job facets（要素示例）Ability utilization: the extent to which the job allows one to use ones abilities.能力利用度：工作人員利用自己多少能力去完成工作。Activity: being able to keep busy on the j

14、ob.工作活動(dòng)度：工作忙碌程度。Human relations supervision: the interpersonal skills of ones boss.監(jiān)督關(guān)系：上司的人際技能。11Herzbergs Motivator-Hygiene Theory（Herzberg 激勵(lì)-保健理論）Every worker has two sets of needs or requirements: motivator needs and hygiene needs.工作人員具有兩類(lèi)需要：激勵(lì)需要和保健需要。Motivator needs are associated with the act

15、ual work itself and how challenging it is.激勵(lì)需要：與工作本身特點(diǎn)及其挑戰(zhàn)性有關(guān)。Facets: interesting work, autonomy, responsibility相當(dāng)于工作要素中的工作興趣、工作自主度、工作責(zé)任12Hygiene needs are associated with the physical and psychological context in which the work is performed.保健需要：與完成工作的生理和心理情境有關(guān)。Facets: physical working conditions,

16、pay, security相當(dāng)于工作要素中的工作物質(zhì)條件、薪酬、工作安全Hypothesized relationships between motivator needs, hygiene needs, and job satisfaction:激勵(lì)需要、保健需要與工作滿(mǎn)意度之間的理論關(guān)系12When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied.當(dāng)激勵(lì)需要得到滿(mǎn)足時(shí)，工作人員對(duì)工作滿(mǎn)意；當(dāng)激勵(lì)需要不能得到滿(mǎn)足時(shí)，工

17、作人員不能獲得對(duì)工作的滿(mǎn)意（沒(méi)有滿(mǎn)意）。When hygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied.當(dāng)保健需要得到滿(mǎn)足時(shí)，工作人員不會(huì)對(duì)工作不滿(mǎn)意；當(dāng)保健需要不能得到滿(mǎn)足時(shí)，工作人員對(duì)工作不滿(mǎn)意。13met)met)The Discrepancy Model（差異模型）To determine how satisfied they are with their jobs, workers compare their

18、 job to some “ideal job.” 工作人員將自己的工作與“理想的工作”比較，從而表現(xiàn)出相應(yīng)的滿(mǎn)意水平。 This “ideal job” could be 所謂“理想的工作”，可以是What one thinks the job should be like.一個(gè)人認(rèn)為工作應(yīng)該是怎樣的。15What one expected the job to be like一個(gè)人期望的工作狀況What one wants from a job一個(gè)人想從工作得到什么What ones former job was like一個(gè)人以前的工作狀況Can be used in combinati

19、on with the Facet Model.在實(shí)際應(yīng)用中可與要素模型結(jié)合The Steady-State Theory（穩(wěn)態(tài)理論）Each worker has a typical or characteristic level of job satisfaction, called the steady state or equilibrium level.每個(gè)工作人員都有一個(gè)特征性的工作滿(mǎn)意水平，稱(chēng)為滿(mǎn)意度穩(wěn)態(tài)或滿(mǎn)意度均衡水平。Different situational factors or events at work may move a worker temporarily fr

20、om this steady state, but the worker will eventually return to his or her equilibrium level.不同的環(huán)境因素或工作事件可能讓工作人員的滿(mǎn)意度暫時(shí)偏離該穩(wěn)態(tài)水平，但工作人員最終會(huì)回到自己的均衡水平。Advice to Managers（管理者建議）Realize that some workers are going to be more satisfied than others with the same job simply because they have different personalit

21、ies and work values. Also realize that you can take steps to increase levels of job satisfaction because it is determined not only by personality but also by the work situation.對(duì)于同樣的工作，一些工作人員較另一些工作人員更滿(mǎn)意，原因可能是他們有不同的人格特點(diǎn)和工作價(jià)值。但工作滿(mǎn)意度還取決于工作狀況，因此管理者仍可以提高工作人員的滿(mǎn)意水平。Try to place newcomers in work groups who

22、se members are satisfied with their jobs.將新來(lái)的工作人員安置到滿(mǎn)意度高的工作群體中去工作。Ask workers what facets of their jobs are important to them, and do what you can to ensure that they are satisfied with these facets.詢(xún)問(wèn)工作人員哪些工作要素對(duì)他們來(lái)說(shuō)更重要，盡可能保證工作人員對(duì)這些（重要的）工作要素滿(mǎn)意。Because job satisfaction has the potential to impact wor

23、kers behaviors in organizations and their well-being, use existing measurement scales to periodically survey your subordinates levels of job satisfaction. When levels of job satisfaction are low, follow the advice in the preceding step.由于工作滿(mǎn)意度對(duì)工作人員行為和身心健康具有潛在影響，利用測(cè)量工具定期評(píng)估下屬的工作滿(mǎn)意度水平，如果工作滿(mǎn)意度太低，按下一條建議予

24、以改善。Recognize that workers evaluations of job facets, not what you think about them, determine how satisfied workers are and that changing some facets may have longer-lasting effects on job satisfaction than changing others.對(duì)于工作人員對(duì)工作要素的評(píng)價(jià)，要有清楚的認(rèn)識(shí)，不要想當(dāng)然。弄清針對(duì)各要素，工作人員的滿(mǎn)意度水平如何，以及調(diào)整哪些要素會(huì)對(duì)工作滿(mǎn)意度有更持久的影響。Pot

25、ential Consequences of Job Satisfaction（工作滿(mǎn)意度的潛在影響）Performance: （工作業(yè)績(jī)）Absenteeism: （缺席）Organizational citizenship behavior (OCB): （組織公民行為 ）Turnover:（跳槽）Performance: Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers.工作業(yè)績(jī)：滿(mǎn)意的工作人員比不滿(mǎn)意的工作人員僅表現(xiàn)出輕微較高的工作

26、業(yè)績(jī)。Satisfaction is most likely to affect work behaviors when workers are free to vary their behaviors and when a workers attitude is relevant to the behavior in question. 當(dāng)工作人員可以自主行動(dòng)，當(dāng)他的態(tài)度與正在進(jìn)行的工作活動(dòng)有關(guān)時(shí)，滿(mǎn)意度更可能對(duì)其工作行為造成影響。Absenteeism: Satisfied workers are only slightly less likely to be absent than di

27、ssatisfied workers.缺席：滿(mǎn)意的工作人員比不滿(mǎn)意的工作人員僅表現(xiàn)出輕微的較少缺席。Determinants of Absence from Work（缺席的決定因素）Motivation（動(dòng)機(jī)）to Attend Workis Affected byJob satisfaction（工作滿(mǎn)意度）Organizations absence policy （組織的缺席政策）Other factors （其他因素）Ability（能力）to Attend Workis Affected byIllness and accidents（生病、事故）Transportation pro

28、blems（交通問(wèn)題）Family responsibilities（家庭責(zé)任）Organizational citizenship behavior (OCB): Satisfied workers are more likely to engage in this behavior than dissatisfied workers.組織公民行為（OCB）：滿(mǎn)意的工作人員較不滿(mǎn)的工作人員傾向于表現(xiàn)出更多的組織公民行為。OCB: Behavior that is above and beyond the call of duty but is nonetheless necessary fo

29、r organizational survival and effectivenessOCB：超越工作責(zé)任要求的、對(duì)組織生存和效率有利的行為。Helping coworkers, spreading goodwill對(duì)同事的幫助，表示友好Worker well-being: Satisfied workers are more likely to have strong well-being than dissatisfied workers.工作人員的身心健康：滿(mǎn)意的員工較不滿(mǎn)的員工身心更健康。Worker well-being: How happy, healthy, and prospe

30、rous workers are工作人員的身心健康：工作人員的幸福、健康、蓬勃的生命狀態(tài)。Turnover: Satisfied workers are less likely to leave the organization than dissatisfied workers.跳槽：滿(mǎn)意的工作人員較不滿(mǎn)意的工作人員較小可能離開(kāi)組織。Advice to Managers（管理者建議）Do not assume that poor performers are dissatisfied with their jobs or that good performers are satisfied

31、with their jobs.不要牽強(qiáng)地認(rèn)為工作業(yè)績(jī)差的工作人員對(duì)工作不滿(mǎn)意，或者工作業(yè)績(jī)好的工作人員對(duì)工作滿(mǎn)意。Do not assume that workers who are absent are dissatisfied or that they were not motivated to come to work. Absence is also a function of ability to attend.不要牽強(qiáng)地認(rèn)為缺席的員工對(duì)工作不滿(mǎn)意或者缺乏上班的動(dòng)機(jī)，缺席同時(shí)也受出勤能力的影響。Manage absenteeism. Dont try to eliminate it

32、, and keep in mind that a certain level of absence is often functional for workers and organizations.對(duì)缺席的管理：不要試圖消除缺席，適度的缺席對(duì)工作人員和組織都有好處。Realize that turnover has both costs and benefits for an organization and that you need to evaluate both. In particular, before becoming concerned about worker turno

33、ver, examine the performance levels of those who quit.跳槽對(duì)組織有利也有害，需要權(quán)衡利弊。特別是，應(yīng)首先評(píng)價(jià)跳槽者的工作業(yè)績(jī)。If workers do only what they are told and rarely, if ever, exhibit organizational citizenship behavior, measure their levels of job satisfaction, identify the job facets they are dissatisfied with, and make cha

34、nges where possible.如果工作人員僅僅做要求他們做的事，而很少表現(xiàn)出組織公民行為，應(yīng)評(píng)估他們的滿(mǎn)意度，弄清對(duì)哪些要素他們感到不滿(mǎn)意，可能的話(huà)，對(duì)這些工作要素作出調(diào)整。Even if job satisfaction does not seem to have an effect on important behaviors in your organization, keep in mind that it is an important factor in worker well-being.盡管工作滿(mǎn)意度對(duì)重要的工作行為似乎沒(méi)有多大影響，但它是工作人員身心健康的一個(gè)重要影響因素。Organizational Commitment（組織承諾）Affective commitment exists when workers are happy to be members of an organization, believe in and feel good about the organization and what it stands for, are attached to the organization, and intend to do what is good for the organization.情感承諾：工作人員樂(lè)意成