組織行為學(xué)-羅賓斯-12版本-第7章課件

Motivation:FromConceptstoApplicationsChapterSEVEN

曾郭偶撕劇計(jì)米舜狽鄖繁磅偉杯許轍柳嬸利互紡壕蘊(yùn)薊般墩資棗月睹乖略組織行為學(xué)羅賓斯12版本第7章Chapter4Motivation:FromConceptstoAJobDesignTheoryCharacteristicsSkillvarietyTaskidentityTasksignificanceAutonomyFeedbackJobCharacteristicsModelIdentifiesfivejobcharacteristicsandtheirrelationshiptopersonalandworkoutcomes僻汛毛糖惟欲哄劣理冠豪撐戰(zhàn)貴后翠囚乍濾債載狐邏眠燥銻卜擁茲翰宇掉組織行為學(xué)羅賓斯12版本第7章Chapter4JobDesignTheoryCharacteristiJobDesignTheory(cont’d)JobCharacteristicsModelJobswithskillvariety,taskidentity,tasksignificance,autonomy,andforwhichfeedbackofresultsisgiven,directlyaffectthreepsychologicalstatesofemployees:KnowledgeofresultsMeaningfulnessofworkPersonalfeelingsofresponsibilityforresultsIncreasesinthesepsychologicalstatesresultinincreasedmotivation,performance,andjobsatisfaction.直顆新闡要肅勃曰閻茲妒柿走玻瘋邯屢敖嘩以捂宣頻鄂獰究硯桃膜開互濰組織行為學(xué)羅賓斯12版本第7章Chapter4JobDesignTheory(cont’d)JobCharacteristics

Examples SkillVariety

Highvariety

Theowner-operatorofagaragewhodoeselectricalrepair,rebuildsengines, doesbodywork,andinteractswithcustomers

Lowvariety

Abodyshopworkerwhosprayspainteighthoursaday TaskIdentity

Highidentity

Acabinetmakerwhodesignsapieceoffurniture,selectsthewood,buildsthe object,andfinishesittoperfection

Lowidentity

Aworkerinafurniturefactorywhooperatesalathetomaketablelegs TaskSignificance

Highsignificance

Nursingthesickinahospitalintensivecareunit

Lowsignificance

Sweepinghospitalfloors Autonomy

Highautonomy

Atelephoneinstallerwhoscheduleshisorherownworkfortheday,and decidesonthebesttechniquesforaparticularinstallation

Lowautonomy

Atelephoneoperatorwhomusthandlecallsastheycomeaccordingtoa routine,highlyspecifiedprocedure Feedback

Highfeedback

Anelectronicsfactoryworkerwhoassemblesaradioandthentestsitto determineifitoperatesproperly

Lowfeedback

Anelectronicsfactoryworkerwhoassemblesaradioandthenroutesittoa qualitycontrolinspectorwhotestsandadjustsit

ExamplesofHighandLowJobCharacteristics覺么重渤膜呢惹注饑事另脹號(hào)漳鐳墮洞專桃究淌越屎腫對(duì)頗檬陶幀種殊哮組織行為學(xué)羅賓斯12版本第7章Chapter4Characteristics ExamplesExamTheJobCharacteristicsModelEXHIBIT7–1Source:J.R.HackmanandG.R.Oldham,WorkDesign(excerptedfrompp.78–80).?1980byAddison-WesleyPublishingCo.,Inc.ReprintedbypermissionofAddison-WesleyLongman,Inc.邑膏弛租躺松舍祥瘧玫勵(lì)虹飾細(xì)綏恒軸貸滋婿棕惹盎語觀偏旁眺教擺宴柄組織行為學(xué)羅賓斯12版本第7章Chapter4TheJobCharacteristicsModelEJobDesignTheory(cont’d)SkillVarietyThedegreetowhichajobrequiresavarietyofdifferentactivities(howmaydifferentskillsareusedinagivenday,week,month?)TaskIdentityThedegreetowhichthejobrequirescompletionofawholeandidentifiablepieceofwork(frombeginningtoend)TaskSignificanceThedegreetowhichthejobhasasubstantialimpactonthelivesorworkofotherpeople伏滿騎夕矩龜鹼團(tuán)曲哀樊度妝紉貿(mào)扯妻工續(xù)呵研望檻刃騰綁忘韋嘯峙父票組織行為學(xué)羅賓斯12版本第7章Chapter4JobDesignTheory(cont’d)SkilJobDesignTheory(cont’d)AutonomyThedegreetowhichthejobprovidessubstantialfreedomanddiscretiontotheindividualinschedulingtheworkandindeterminingtheprocedurestobeusedincarryingitoutFeedbackThedegreetowhichcarryingouttheworkactivitiesrequiredbyajobresultsintheindividualobtainingdirectandclearinformationabouttheeffectivenessofhisorherperformance蘑皋傾七速羔看處乾畜洞覓喲歸煮綱罩錄鐵寓甭樊唯哨睜些菱凹炮聞螞添組織行為學(xué)羅賓斯12版本第7章Chapter4JobDesignTheory(cont’d)AutoComputingaMotivatingPotentialScorePeoplewhoworkonjobswithhighcoredimensionsaregenerallymoremotivated,satisfied,andproductive.Jobdimensionsoperatethroughthepsychologicalstatesininfluencingpersonalandworkoutcomevariablesratherthaninfluencingthemdirectly.扣惋晚聚戈秧襖秧欺靴搏斗漂為費(fèi)哦拭葦屆噎撇輿頁撼矽旭洲突灤回憊菱組織行為學(xué)羅賓斯12版本第7章Chapter4ComputingaMotivatingPotentiJobDesignandSchedulingJobRotationTheperiodicshiftingofaworkerfromonetasktoanotherJobEnlargementThehorizontalexpansionofjobsJobEnrichmentTheverticalexpansionofjobs劃呈俠廣川創(chuàng)頂埠內(nèi)蕩彬磅并蒂恨措碩廠崇執(zhí)避車露厭稿倪侗亞黨塊奮了組織行為學(xué)羅賓斯12版本第7章Chapter4JobDesignandSchedulingJobRGuidelinesforEnrichingaJobEXHIBIT7–2Source:J.R.HackmanandJ.L.Suttle,eds.,ImprovingLifeatWork(Glenview,IL:ScottForesman,1977),p.138.志鎳幀墮樹放詳令誹坑鄧梢酷掙頸捌奮寒迢偷歧胺茲嚷沃卿忽窖她藕不勞組織行為學(xué)羅賓斯12版本第7章Chapter4GuidelinesforEnrichingaJobAlternativeWorkArrangementsFlextimeEmployeesworkduringacommoncoretimeperiodeachdaybuthavediscretioninformingtheirtotalworkdayfromaflexiblesetofhoursoutsidethecore.JobSharingThepracticeofhavingtwoormorepeoplesplita40-hour-a-weekjob躁礬幕椿童茁療霹倉惦墻禱肩洛咎逗接醬和鹽戮磚怔不侖趕鈍淤腎議忻曰組織行為學(xué)羅賓斯12版本第7章Chapter4AlternativeWorkArrangementsFExampleofaFlextimeScheduleEXHIBIT7–3般賓部素洼膠漸韭吮宏哼點(diǎn)涉搶顴施棱車園腑于渦悔鶴葡齒超崩橇嚎吐謅組織行為學(xué)羅賓斯12版本第7章Chapter4ExampleofaFlextimeScheduleAlternativeWorkArrangements,cont.CategoriesofTelecommutingJobsRoutineinformation-handlingtasksMobileactivitiesProfessionalandotherknowledge-relatedtasksTelecommutingEmployeesdotheirworkathomeonacomputerthatislinkedtotheiroffice.錐臆汁卵之榆咱坤漫犀鄭綴淑燒怎吭嫂鈕蛙扇弊他蠱聾斬溢豈塌賀殖敏圈組織行為學(xué)羅賓斯12版本第7章Chapter4AlternativeWorkArrangements,TelecommutingAdvantagesLargerlaborpoolHigherproductivityLessturnoverImprovedmoraleReducedoffice-spacecostsDisadvantages(Employer)LessdirectsupervisionofemployeesDifficulttocoordinateteamworkDifficulttoevaluatenon-quantitativeperformance屠組陳伙久才餞焙堅(jiān)揉避株孔攜噬寨棕鉻累幼閘看暇鵲賠禹壺矮敬佬騙而組織行為學(xué)羅賓斯12版本第7章Chapter4TelecommutingAdvantagesDisadvPerformance=f(AxMxO)EXHIBIT6–9Source:AdaptedfromM.BlumbergandC.D.Pringle,“TheMissingOpportunityinOrganizationalResearch:SomeImplicationsforaTheoryofWorkPerformance,”AcademyofManagementReview,October1982,p.565.歧佃斟往綱番檻?zhàn)H二撬泣吸弗階鄲夠色主劈迷整玖妝涂躁扇獎(jiǎng)易莊契刊攜組織行為學(xué)羅賓斯12版本第7章Chapter4Performance=f(AxMxO)EXWhatIsEmployeeInvolvement?EmployeeInvolvementProgramAparticipativeprocessthatusestheentirecapacityofemployeesandisdesignedtoencourageincreasedcommitmenttotheorganization’ssuccess箭癬錦踩灣爆辯馮終評(píng)兄野授誕搓汐濰記碰扒坊說瓊拽咯忿恿涉脆懼西踐組織行為學(xué)羅賓斯12版本第7章Chapter4WhatIsEmployeeInvolvement?EExamplesofEmployeeInvolvementProgramsParticipativeManagementAprocessinwhichsubordinatesshareasignificantdegreeofdecision-makingpowerwiththeirimmediatesuperiors征訣凌亥虐笛愚起圈微乾骨彌揀偶苫皺哼璃紹挾翠斧煙匆粹督絹塌硫氯墓組織行為學(xué)羅賓斯12版本第7章Chapter4ExamplesofEmployeeInvolvemeExamplesofEmployeeInvolvementPrograms(cont’d)RepresentativeParticipationWorkersparticipateinorganizationaldecisionmakingthroughasmallgroupofrepresentativeemployees.WorksCouncilsGroupsofnominatedorelectedemployeeswhomustbeconsultedwhenmanage-mentmakesdecisionsinvolvingpersonnelBoardRepresentativeAformofrepresentativeparticipation;employeessitonacompany’sboardofdirectorsandrepresenttheinterestsofthefirm’semployees.尿虐曠空垃飛把改田停氟脆臼淄砷鍍紳噶凄吵翟護(hù)帶媳艇帝飾倉萬軒掙暫組織行為學(xué)羅賓斯12版本第7章Chapter4ExamplesofEmployeeInvolvemeExamplesofEmployeeInvolvementPrograms(cont’d)QualityCircleAworkgroupofemployeeswhomeetregularlytodiscusstheirqualityproblems,investigatecauses,recommendsolutions,andtakecorrectiveactions蛛媳簡(jiǎn)肖臥虞獅粕呻沃稍桶陷氫贏悍容塵帝芋邯椰僑臟濟(jì)畫德扒槽窟韓鈍組織行為學(xué)羅賓斯12版本第7章Chapter4ExamplesofEmployeeInvolvemeLinkingEIProgramsandMotivationTheoriesEmployeeInvolvementProgramsTheoryY

(BelievingEmployeesWanttoBeInvolved)Two-FactorTheory

(IntrinsicMotivation)ERGTheory

(Employee

Needs)受進(jìn)個(gè)叼跟煞豹早塢泌拭配部鐮虱綸碰陌夸郴薪秤堅(jiān)泵習(xí)哈篡都篡吁謾法組織行為學(xué)羅賓斯12版本第7章Chapter4LinkingEIProgramsandMotivaRewardingEmployees:FourAspectsWhattoPay(Internalvs.externalequity)HowtoPay(e.g.,Piecerate,meritbased,bonuses,profitsharing,gainsharing,ESOPs,skill-basedpay)WhatBenefitstoOffer(e.g.,Flexiblebenefits)HowtoRecognizeEmployees隅療瘤檢煽升暫旋纜格瓣諱萌粹祈盛牲麗閻倒歸桶湘煽符督螟元裸寓羨癸組織行為學(xué)羅賓斯12版本第7章Chapter4RewardingEmployees:FourAspeRewardingEmployees:VariablePayProgramsVariablePayProgramsAportionofanemployee’spayisbasedonsomeindividualand/ororganizationmeasureofperformance.PieceratepayplansProfitsharingplansGainsharingplans

瘤冷循意嘯停歸拽漬賽奴鷹醛懦該半姨誤賊殼巡暗俘屹噶披挪靠奧村青蒙組織行為學(xué)羅賓斯12版本第7章Chapter4RewardingEmployees:VariableVariablePayPrograms(cont’d)ProfitSharingPlansOrganization-wideprogramsthatdistributecompensationbasedonsomeestablishedformuladesignedaroundacompany’sprofitabilityGainSharingAnincentiveplaninwhichimprovementsingroupproductivitydeterminethetotalamountofmoneythatisallocated.PieceRatePayPlansWorkersarepaidafixedsumforeachunitofproductioncompleted.苞逢艾訂煩堵催臆根醉薛哼呈以限攜酥付些遷渡慰保嘎夢(mèng)霓塑軀搜陶很加組織行為學(xué)羅賓斯12版本第7章Chapter4VariablePayPrograms(cont’d)RewardingEmployeesEmployeeStockOwnershipPlans(ESOPs)Company-establishedbenefitplansinwhichemployeesacquirestockaspartoftheirbenefits.晦埃追唬則家速鍬枉墾旬澈揉貉勾犬輾養(yǎng)荔甩埠負(fù)蔽趟堡樟剔葦歧讕族箱組織行為學(xué)羅賓斯12版本第7章Chapter4RewardingEmployeesEmployeeSSkill-basedPayPlansBenefitsofSkill-basedPayPlans:ProvidesstaffingflexibilityFacilitatescommunicationacrosstheorganizationLessens“protectionofterritory”behaviorsMeetstheneedsofemployeesforadvancement(withoutpromotion)LeadstoperformanceimprovementsPaylevelsarebasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando.傀視螺協(xié)錦飼基喪瓜布動(dòng)婁錐漚郡性炊柵距羽拭緘植舒愚介脾糠呢貧騁謂組織行為學(xué)羅賓斯12版本第7章Chapter4Skill-basedPayPlansBenefitsSkill-basedPayPlans(cont’d)DrawbacksofSkill-basedPayPlans:LackofadditionallearningopportunitiesthatwillincreaseemployeepayContinuingtopayemployeesforskillsthathavebecomeobsoletePayingforskillsthatareofnoimmediateusetotheorganizationPayingforaskill,notforthelevelofemployeeperformancefortheparticularskill鈔滬柏蘇卻申硯措祈厘踏知硯拈催彤取隧于碳珠睹口款瞄駛矗釬恫婦饞蠻組織行為學(xué)羅賓斯12版本第7章Chapter4Skill-basedPayPlans(cont’d)LinkingSkill-basedPlansandMotivationTheoriesSkill-basedPayPlansReinforcementTheoryEquityTheory

ERGTheory(Growth)McClelland’sNeedforAchievement喊撬屋振沽磷枕腑朱貿(mào)還良落巨妹步孟棒怨似廠茨賦風(fēng)毆講蛔窿徒抓患框組織行為學(xué)羅賓斯12版本第7章Chapter4LinkingSkill-basedPlansandFlexibleBenefitsFlexibleSpendingPlansAllowemployeestousetheirtax-freebenefitdollarstopurchasebenefitsandpayservicepremiumsModularPlans

PredesignedbenefitspackagesforspecificgroupsofemployeesCore-PlusPlans

Acoreofessentialbenefitsandamenu-likeselectionofotherbenefitoptionsEmployeestailortheirbenefitprogramtomeettheirpersonalneedbypickingandchoosingfromamenuofbenefitoptions.孿訛凹愈超矽屹潭堅(jiān)煥資弊壘攝科恭嫉賊琳諧魚服恨分漫芭痊幀倫撩剎漆組織行為學(xué)羅賓斯12版本第7章Chapter4FlexibleBenefitsFlexibleSpenEmployeeRecognitionProgramsIntrinsicrewards:StimulateIntrinsicMotivationPersonalattentiongiventoemployeeApprovalandappreciationforajobwelldoneGrowinginpopularityandusageBenefitsofProgramsFulfillemployees’desireforrecognitionInexpensivetoimplementEncouragesrepetitionofdesiredbehaviorsDrawbacksofProgramsSusceptibletomanipulationbymanagement官掇卿瞄吳敏刮棵誘礁蒜骸商曙暮辰偽涼壁趣樓澈惡猖傣滔圓壩蔣鮑廁瓜組織行為學(xué)羅賓斯12版本第7章Chapter4EmployeeRecognitionProgramsIEXHIBIT7–2FromtheWallStreetJournal,October21,1997.ReprintedbypermissionofCartoonFeaturesSyndicate.瘸鄲鉑膠占陷三議肋騰曝恐遏澤切阻胸生烴正剖跑棵章幾唐哲柵兄盈桿松組織行為學(xué)羅賓斯12版本第7章Chapter4EXHIBIT7–2FromtheWalImplicationsforManagersInOrdertoMotivateEmployeesRecognizeindividualdifferencesUsegoalsandfeedbackAllowemployeestoparticipateindecisionsthataffectthemLinkrewardstoperformanceCheckthesystemforequity俞賒田鄉(xiāng)要粱氦艱簍古筐斂乎禮此賠敵匙耙逸負(fù)囊蔬腿亨災(zāi)氈譏故快勵(lì)汕組織行為學(xué)羅賓斯12版本第7章Chapter4ImplicationsforManagersInOr

Flexiblebenefitsarerecommendedmoststronglyby__________Theory.ChapterCheck-up:MotivationApplicationsExpectancytheorysuggeststhatindividualsshouldberewardedwithsomethingtheyvalue.修衷偵些竹鬼糟準(zhǔn)驗(yàn)但誓墅棒抓削憲鑿母瞄匠應(yīng)痊躬汛抉奈懶由座紐需跡組織行為學(xué)羅賓斯12版本第7章Chapter4 Flexiblebenefitsarerecomme

AccordingtoExpectancyTheory,astudentwillnotbemotivatedtoattendclassifshe/hedoesn’tcareaboutgrades.Whatotherkindofapplicationmightbeplausibleforaprofessortoimplementasarewardtheoryinclass?Usemodelsfromthischaptertodiscusswithaclassmateandarriveatasuggestion.ChapterCheck-up:MotivationApplications糙映風(fēng)楔柳肛顯亡查鎖讕鋼學(xué)盒購慨沃槽篙擺筆蔽導(dǎo)適痕哎裁社坷粳鎂野組織行為學(xué)羅賓斯12版本第7章Chapter4AccordingtoExpectancyMotivation:FromConceptstoApplicationsChapterSEVEN

曾郭偶撕劇計(jì)米舜狽鄖繁磅偉杯許轍柳嬸利互紡壕蘊(yùn)薊般墩資棗月睹乖略組織行為學(xué)羅賓斯12版本第7章Chapter4Motivation:FromConceptstoAJobDesignTheoryCharacteristicsSkillvarietyTaskidentityTasksignificanceAutonomyFeedbackJobCharacteristicsModelIdentifiesfivejobcharacteristicsandtheirrelationshiptopersonalandworkoutcomes僻汛毛糖惟欲哄劣理冠豪撐戰(zhàn)貴后翠囚乍濾債載狐邏眠燥銻卜擁茲翰宇掉組織行為學(xué)羅賓斯12版本第7章Chapter4JobDesignTheoryCharacteristiJobDesignTheory(cont’d)JobCharacteristicsModelJobswithskillvariety,taskidentity,tasksignificance,autonomy,andforwhichfeedbackofresultsisgiven,directlyaffectthreepsychologicalstatesofemployees:KnowledgeofresultsMeaningfulnessofworkPersonalfeelingsofresponsibilityforresultsIncreasesinthesepsychologicalstatesresultinincreasedmotivation,performance,andjobsatisfaction.直顆新闡要肅勃曰閻茲妒柿走玻瘋邯屢敖嘩以捂宣頻鄂獰究硯桃膜開互濰組織行為學(xué)羅賓斯12版本第7章Chapter4JobDesignTheory(cont’d)JobCharacteristics

Examples SkillVariety

Highvariety

Theowner-operatorofagaragewhodoeselectricalrepair,rebuildsengines, doesbodywork,andinteractswithcustomers

Lowvariety

Abodyshopworkerwhosprayspainteighthoursaday TaskIdentity

Highidentity

Acabinetmakerwhodesignsapieceoffurniture,selectsthewood,buildsthe object,andfinishesittoperfection

Lowidentity

Aworkerinafurniturefactorywhooperatesalathetomaketablelegs TaskSignificance

Highsignificance

Nursingthesickinahospitalintensivecareunit

Lowsignificance

Sweepinghospitalfloors Autonomy

Highautonomy

Atelephoneinstallerwhoscheduleshisorherownworkfortheday,and decidesonthebesttechniquesforaparticularinstallation

Lowautonomy

Atelephoneoperatorwhomusthandlecallsastheycomeaccordingtoa routine,highlyspecifiedprocedure Feedback

Highfeedback

Anelectronicsfactoryworkerwhoassemblesaradioandthentestsitto determineifitoperatesproperly

Lowfeedback

Anelectronicsfactoryworkerwhoassemblesaradioandthenroutesittoa qualitycontrolinspectorwhotestsandadjustsit

ExamplesofHighandLowJobCharacteristics覺么重渤膜呢惹注饑事另脹號(hào)漳鐳墮洞專桃究淌越屎腫對(duì)頗檬陶幀種殊哮組織行為學(xué)羅賓斯12版本第7章Chapter4Characteristics ExamplesExamTheJobCharacteristicsModelEXHIBIT7–1Source:J.R.HackmanandG.R.Oldham,WorkDesign(excerptedfrompp.78–80).?1980byAddison-WesleyPublishingCo.,Inc.ReprintedbypermissionofAddison-WesleyLongman,Inc.邑膏弛租躺松舍祥瘧玫勵(lì)虹飾細(xì)綏恒軸貸滋婿棕惹盎語觀偏旁眺教擺宴柄組織行為學(xué)羅賓斯12版本第7章Chapter4TheJobCharacteristicsModelEJobDesignTheory(cont’d)SkillVarietyThedegreetowhichajobrequiresavarietyofdifferentactivities(howmaydifferentskillsareusedinagivenday,week,month?)TaskIdentityThedegreetowhichthejobrequirescompletionofawholeandidentifiablepieceofwork(frombeginningtoend)TaskSignificanceThedegreetowhichthejobhasasubstantialimpactonthelivesorworkofotherpeople伏滿騎夕矩龜鹼團(tuán)曲哀樊度妝紉貿(mào)扯妻工續(xù)呵研望檻刃騰綁忘韋嘯峙父票組織行為學(xué)羅賓斯12版本第7章Chapter4JobDesignTheory(cont’d)SkilJobDesignTheory(cont’d)AutonomyThedegreetowhichthejobprovidessubstantialfreedomanddiscretiontotheindividualinschedulingtheworkandindeterminingtheprocedurestobeusedincarryingitoutFeedbackThedegreetowhichcarryingouttheworkactivitiesrequiredbyajobresultsintheindividualobtainingdirectandclearinformationabouttheeffectivenessofhisorherperformance蘑皋傾七速羔看處乾畜洞覓喲歸煮綱罩錄鐵寓甭樊唯哨睜些菱凹炮聞螞添組織行為學(xué)羅賓斯12版本第7章Chapter4JobDesignTheory(cont’d)AutoComputingaMotivatingPotentialScorePeoplewhoworkonjobswithhighcoredimensionsaregenerallymoremotivated,satisfied,andproductive.Jobdimensionsoperatethroughthepsychologicalstatesininfluencingpersonalandworkoutcomevariablesratherthaninfluencingthemdirectly.扣惋晚聚戈秧襖秧欺靴搏斗漂為費(fèi)哦拭葦屆噎撇輿頁撼矽旭洲突灤回憊菱組織行為學(xué)羅賓斯12版本第7章Chapter4ComputingaMotivatingPotentiJobDesignandSchedulingJobRotationTheperiodicshiftingofaworkerfromonetasktoanotherJobEnlargementThehorizontalexpansionofjobsJobEnrichmentTheverticalexpansionofjobs劃呈俠廣川創(chuàng)頂埠內(nèi)蕩彬磅并蒂恨措碩廠崇執(zhí)避車露厭稿倪侗亞黨塊奮了組織行為學(xué)羅賓斯12版本第7章Chapter4JobDesignandSchedulingJobRGuidelinesforEnrichingaJobEXHIBIT7–2Source:J.R.HackmanandJ.L.Suttle,eds.,ImprovingLifeatWork(Glenview,IL:ScottForesman,1977),p.138.志鎳幀墮樹放詳令誹坑鄧梢酷掙頸捌奮寒迢偷歧胺茲嚷沃卿忽窖她藕不勞組織行為學(xué)羅賓斯12版本第7章Chapter4GuidelinesforEnrichingaJobAlternativeWorkArrangementsFlextimeEmployeesworkduringacommoncoretimeperiodeachdaybuthavediscretioninformingtheirtotalworkdayfromaflexiblesetofhoursoutsidethecore.JobSharingThepracticeofhavingtwoormorepeoplesplita40-hour-a-weekjob躁礬幕椿童茁療霹倉惦墻禱肩洛咎逗接醬和鹽戮磚怔不侖趕鈍淤腎議忻曰組織行為學(xué)羅賓斯12版本第7章Chapter4AlternativeWorkArrangementsFExampleofaFlextimeScheduleEXHIBIT7–3般賓部素洼膠漸韭吮宏哼點(diǎn)涉搶顴施棱車園腑于渦悔鶴葡齒超崩橇嚎吐謅組織行為學(xué)羅賓斯12版本第7章Chapter4ExampleofaFlextimeScheduleAlternativeWorkArrangements,cont.CategoriesofTelecommutingJobsRoutineinformation-handlingtasksMobileactivitiesProfessionalandotherknowledge-relatedtasksTelecommutingEmployeesdotheirworkathomeonacomputerthatislinkedtotheiroffice.錐臆汁卵之榆咱坤漫犀鄭綴淑燒怎吭嫂鈕蛙扇弊他蠱聾斬溢豈塌賀殖敏圈組織行為學(xué)羅賓斯12版本第7章Chapter4AlternativeWorkArrangements,TelecommutingAdvantagesLargerlaborpoolHigherproductivityLessturnoverImprovedmoraleReducedoffice-spacecostsDisadvantages(Employer)LessdirectsupervisionofemployeesDifficulttocoordinateteamworkDifficulttoevaluatenon-quantitativeperformance屠組陳伙久才餞焙堅(jiān)揉避株孔攜噬寨棕鉻累幼閘看暇鵲賠禹壺矮敬佬騙而組織行為學(xué)羅賓斯12版本第7章Chapter4TelecommutingAdvantagesDisadvPerformance=f(AxMxO)EXHIBIT6–9Source:AdaptedfromM.BlumbergandC.D.Pringle,“TheMissingOpportunityinOrganizationalResearch:SomeImplicationsforaTheoryofWorkPerformance,”AcademyofManagementReview,October1982,p.565.歧佃斟往綱番檻?zhàn)H二撬泣吸弗階鄲夠色主劈迷整玖妝涂躁扇獎(jiǎng)易莊契刊攜組織行為學(xué)羅賓斯12版本第7章Chapter4Performance=f(AxMxO)EXWhatIsEmployeeInvolvement?EmployeeInvolvementProgramAparticipativeprocessthatusestheentirecapacityofemployeesandisdesignedtoencourageincreasedcommitmenttotheorganization’ssuccess箭癬錦踩灣爆辯馮終評(píng)兄野授誕搓汐濰記碰扒坊說瓊拽咯忿恿涉脆懼西踐組織行為學(xué)羅賓斯12版本第7章Chapter4WhatIsEmployeeInvolvement?EExamplesofEmployeeInvolvementProgramsParticipativeManagementAprocessinwhichsubordinatesshareasignificantdegreeofdecision-makingpowerwiththeirimmediatesuperiors征訣凌亥虐笛愚起圈微乾骨彌揀偶苫皺哼璃紹挾翠斧煙匆粹督絹塌硫氯墓組織行為學(xué)羅賓斯12版本第7章Chapter4ExamplesofEmployeeInvolvemeExamplesofEmployeeInvolvementPrograms(cont’d)RepresentativeParticipationWorkersparticipateinorganizationaldecisionmakingthroughasmallgroupofrepresentativeemployees.WorksCouncilsGroupsofnominatedorelectedemployeeswhomustbeconsultedwhenmanage-mentmakesdecisionsinvolvingpersonnelBoardRepresentativeAformofrepresentativeparticipation;employeessitonacompany’sboardofdirectorsandrepresenttheinterestsofthefirm’semployees.尿虐曠空垃飛把改田停氟脆臼淄砷鍍紳噶凄吵翟護(hù)帶媳艇帝飾倉萬軒掙暫組織行為學(xué)羅賓斯12版本第7章Chapter4ExamplesofEmployeeInvolvemeExamplesofEmployeeInvolvementPrograms(cont’d)QualityCircleAworkgroupofemployeeswhomeetregularlytodiscusstheirqualityproblems,investigatecauses,recommendsolutions,andtakecorrectiveactions蛛媳簡(jiǎn)肖臥虞獅粕呻沃稍桶陷氫贏悍容塵帝芋邯椰僑臟濟(jì)畫德扒槽窟韓鈍組織行為學(xué)羅賓斯12版本第7章Chapter4ExamplesofEmployeeInvolvemeLinkingEIProgramsandMotivationTheoriesEmployeeInvolvementProgramsTheoryY

(BelievingEmployeesWanttoBeInvolved)Two-FactorTheory

(IntrinsicMotivation)ERGTheory

(Employee

Needs)受進(jìn)個(gè)叼跟煞豹早塢泌拭配部鐮虱綸碰陌夸郴薪秤堅(jiān)泵習(xí)哈篡都篡吁謾法組織行為學(xué)羅賓斯12版本第7章Chapter4LinkingEIProgramsandMotivaRewardingEmployees:FourAspectsWhattoPay(Internalvs.externalequity)HowtoPay(e.g.,Piecerate,meritbased,bonuses,profitsharing,gainsharing,ESOPs,skill-basedpay)WhatBenefitstoOffer(e.g.,Flexiblebenefits)HowtoRecognizeEmployees隅療瘤檢煽升暫旋纜格瓣諱萌粹祈盛牲麗閻倒歸桶湘煽符督螟元裸寓羨癸組織行為學(xué)羅賓斯12版本第7章Chapter4RewardingEmployees:FourAspeRewardingEmployees:VariablePayProgramsVariablePayProgramsAportionofanemployee’spayisbasedonsomeindividualand/ororganizationmeasureofperformance.PieceratepayplansProfitsharingplansGainsharingplans

瘤冷循意嘯停歸拽漬賽奴鷹醛懦該半姨誤賊殼巡暗俘屹噶披挪靠奧村青蒙組織行為學(xué)羅賓斯12版本第7章Chapter4RewardingEmployees:VariableVariablePayPrograms(cont’d)ProfitSharingPlansOrganization-wideprogramsthatdistributecompensationbasedonsomeestablishedformuladesignedaroundacompany’sprofitabilityGainSharingAnincentiveplaninwhichimprovementsingroupproductivitydeterminethetotalamountofmoneythatisallocated.PieceRatePayPlansWorkersarepaidafixedsumforeachunitofproductioncompleted.苞逢艾訂煩堵催臆根醉薛哼呈以限攜酥付些遷渡慰保嘎夢(mèng)霓塑軀搜陶很加組織行為學(xué)羅賓斯12版本第7章Chapter4VariablePayPrograms(cont’d)RewardingEmployeesEmployeeStockOwnershipPlans(ESOPs)Company-establishedbenefitplansinwhichemployeesacquirestockaspartoftheirbenefits.晦埃追唬則家速鍬枉墾旬澈揉貉勾犬輾養(yǎng)荔甩埠負(fù)蔽趟堡樟剔葦歧讕族箱組織行為學(xué)羅賓斯12版本第7章Chapter4RewardingEmployeesEmployeeSSkill-basedPayPlansBenefitsofSkill-basedPayPlans:ProvidesstaffingflexibilityFacilitatescommunicationacrosstheorganizationLessens“protectionofterritory”behaviorsMeetstheneedsofemployeesforadvancement(withoutpromotion)LeadstoperformanceimprovementsPaylevelsarebasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando.傀視螺協(xié)錦飼基喪瓜布動(dòng)婁錐漚郡性炊柵距羽拭緘植舒愚介脾糠呢貧騁謂組織行為學(xué)羅賓斯12版本第7章Chapter4Skill-basedPayPlansBenefitsSkill-basedPayPlans(cont’d)DrawbacksofSkill-basedPayPlans:LackofadditionallearningopportunitiesthatwillincreaseemployeepayContinuingtopayemployeesforskillsthathavebecomeobsoletePayingforskillsthatareofnoimmediateusetotheorganizationPayingforaskill,notforthelevelofemployeeperformancefortheparticularskill鈔滬柏蘇卻申硯措祈厘踏知硯拈催彤取隧于碳珠睹口款瞄駛矗釬恫婦饞蠻組織行為學(xué)羅賓斯12版本第7章Chapter4Skill-basedPayPlans(cont’d)LinkingSkill-b