管理學(xué)英文版課件 15

Chapter15MotivatingEmployeesContentsDefineMotivationCompareandcontrastearlytheoriesofmotivationCompareandcontrastcontemporarytheoriesofmotivationWhatIsMotivation?MotivationItisnotapersonaltraitIstheresultofaninteractionbetweenthepersonandasituationTheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardsattainingagoal.Energy:ameasureofintensityordrive.Direction:towardorganizationalgoalsPersistence:exertingefforttoachievegoals.ContentsDefineMotivationCompareandcontrastearlytheoriesofmotivationCompareandcontrastcontemporarytheoriesofmotivationEarlyTheoriesofMotivationMaslow’sHierarchyofNeedsTheoryMacGregor’sTheoryXandTheoryYHerzberg’sTwo-FactorTheoryThree-NeedsTheoryMaslow’sHierarchyofNeedsTheoryHierarchyofneedstheory:Maslow’stheorythatthereisahierarchyoffivehumanneeds:physiological,safety,social,esteem,andself-actualization.Physiologicalneeds:Aperson’sneedsforfood,drink,shelter,sexualsatisfaction,andotherphysicalneeds.Safetyneeds:Aperson’sneedsforsecurityandprotectionfromphysicalandemotionalharm.Maslow’sHierarchyofNeedsTheorySocialneeds:Aperson’sneedsforaffection,belongingness,acceptance,andfriendship.Esteemneeds:Aperson’sneedsforinternalfactors,suchasself-respect,autonomy,andachievement,andexternalfactors,suchasstatus,recognition,andattention.Self-actualizationneeds:Aperson’sneedtobecomewhatheorsheiscapableofbecoming.Maslow’sHierarchyofNeedsTheoryNeedswerecategorizedasfivelevelsoflower-tohigher-orderneeds.Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.Satisfiedneedswillnolongermotivate.Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.HierarchyofneedsLower-order(external):physiological,safetyHigher-order(internal):social,esteem,self-actualization Maslow’sHierarchyofNeedsEarlyTheoriesofMotivation(cont’d)McGregor’sTheoryXandTheoryYTheoryXTheassumptionthatemployeesdislikework,arelazy,avoidresponsibility,andmustbecoercedtoperform.TheoryYTheassumptionthatemployeesarecreative,enjoywork,seekresponsibility,andcanexerciseself-direction.EarlyTheoriesofMotivation(cont’d)Herzberg’sTwo-factorTheory:Herzberg’smotivationtheory,whichproposesthatintrinsicfactorsarerelatedtojobsatisfactionandmotivation,whereasextrinsicfactorsareassociatedwithjobdissatisfaction.Hygienefactors:Factorsthateliminatejobdissatisfactionbutdon’tmotivate.Motivators:Factorsthatincreasejobsatisfactionandmotivation.Herzberg’sMotivation-HygieneTheoryContrastingViewsofSatisfaction-DissatisfactionMcClelland’sThree-NeedsTheoryThree-needstheory:McClelland’smotivationtheory,whichsaysthatthreeacquired(notinnate)needs——achievement,power,andaffiliation——aremajormotivesinwork.Needforachievement(nAch)Thedrivetosucceedandexcelinrelationtoasetofstandards.Needforpower(nPow)Theneedtomakeothersbehaveinawaythattheywouldnothavebehaveotherwise.Needofaffiliation(nAff)Thedesireforfriendlyandcloseinterpersonalrelationships.ContentsDefineMotivationCompareandcontrastearlytheoriesofmotivationCompareandcontrastcontemporarytheoriesofmotivationContemporaryTheoriesofMotivationGoal-SettingTheoryReinforcementTheoryDesigningMotivatingJobsEquityTheoryExpectancyTheoryGoal-SettingTheoryGoal-settingtheoryThepropositionthatspecificgoalsincreaseperformanceandthatdifficultgoals,whenaccepted,resultinhigherperformancethandoeasygoals.IscultureboundtotheU.S.andCanada.ReinforcementTheoryReinforcementTheoryThetheorythatbehaviorisafunctionofitsconsequences.Reinforces:Consequencesimmediatelyfollowingabehaviorthatincreasetheprobabilitythatthebehaviorwillberepeated.JobDesignTheoryJobDesignThewaytasksarecombinedtoformcompletejobs.Jobenlargement:Thehorizontalexpansionofajobbyincreasingjobscope.(numberandfrequencyoftasks)Jobenrichment:Theverticalexpansionofajobbyaddingplanningandevaluatingresponsibility.JobCharacteristicsModel(JCM)JCM:Aframeworkforanalyzinganddesigningjobsthatidentifiesfiveprimarycorejobdimensions,theirinterrelationships,andtheirimpactonoutcomes.Fiveprimaryjobcharacteristics:Skillvariety:Thedegreetowhichajobrequiresavarietyofactivitiessothatanemployeecanuseanumberofdifferentskillsandtalents.Taskidentity:Thedegreetowhichajobrequirescompletionofawholeandidentifiablepieceofwork.JobCharacteristicsModel(JCM)Fiveprimaryjobcharacteristics:Tasksignificance:Thedegreetowhichajobhasasubstantialimpactonthelivesorworkofotherpeople.Autonomy:Thedegreetowhichajobprovidessubstantialfreedom,independence,anddiscretiontoanindividualinschedulingworkanddeterminingtheprocedurestobeusedincarryingitout.Feedback:Thedegreetowhichcarryingoutworkactivitiesrequiredbyajobresultsinanindividual’sobtainingdirectandclearinformationabouthisorherperformanceeffectiveness.Characteristics

ExamplesSkillVariety

Highvariety Theowner-operatorofagaragewhodoeselectricalrepair,rebuildsengines, andinteractswithcustomers

Lowvariety AworkerwhosprayspainteighthoursadayTaskIdentity

Highidentity Acabinetmakerwhodesignsapieceoffurniture,selectsthewood,buildsthe object,andfinishesittoperfection

Lowidentity AworkerinafurniturefactorywhooperatesalathetomaketablelegsTaskSignificance

Highsignificance Nursingthesickinahospitalintensive-careunit

Lowsignificance SweepinghospitalfloorsAutonomy

Highautonomy Atelephoneinstallerwhoscheduleshisorherownworkfortheday,and decidesonthebesttechniquesforaparticularinstallation

Lowautonomy Atelephoneoperatorwhomusthandlecallsastheycomeaccordingtoa routine,highlyspecifiedprocedureFeedback

Highfeedback Anelectronicsfactoryworkerwhoassemblesaradioandthentestsitto determineifitoperatesproperly

Lowfeedback Anelectronicsfactoryworkerwhoassemblesaradioandthenroutesittoa qualitycontrolinspectorwhotestsandadjustsitExamplesofHighandLowJobCharacteristicsEquityTheoryEquityTheory:Thetheorythatanemployeecompareshisorherjob’sinput:outcomesratiowiththatofrelevantothersandthencorrectsanyinequity.Iftheratiosareperceivedasequalthenastateofequity(fairness)exists.Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-orover-rewarded.Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios(seekjustice).EquityTheory(cont’d)Employeeresponsestoperceivedinequities:Distortownorothers’ratios.Induceotherstochangetheirowninputsoroutcomes.Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).Chooseadifferentcomparison(referent)other(person,systems,orself).Quittheirjob.Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards.EquityTheoryEquityTheory(cont’d)DistributivejusticePerceivedfairnessoftheamountandallocationofrewardsamongindividuals(i.e.,whoreceivedwhat).Influencesanemployee’ssatisfaction.ProceduraljusticePerceivedfairnessoftheprocessusedtodeterminethedistributionofrewards(i.e.,howwhoreceivedwhat).Affectsanemployee’sorganizationalcommitment.ExpectancyTheory(Vroom)ExpectancyTheory:Thetheorythatanindividualtendstoactinacertainway,basedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort,performanceandrewards.SimplifiedExpectancyModelExpectancyTheory(Vroom)ExpectancyRelationshipsExpectancy(effort-performancelinkage)Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelofperformance.Instrumentality(performance-rewardlinkage)Theperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome(reward).Valence(attractivenessofreward)Theattractiveness/importance