人力资源管理与组织行为 -报告

SchoolofASSIGNMENTFRONTSHEETTobecompletedbystudentNameZhouDedong………….(print)Certification:Icertifythatthewholeofthisworkistheresultofmyindividualeffortandthatallquotationsfrombooks,periodicalsetc.havebeenacknowledged.DateSubmitted:9/11/2010StudentSignature:ZhouDedongProgramme:FoundationDegreeinBusinessLevel:AcademicYear:2021/9Semester:Moduletitle:PeopleManagement&OrganisationalBehaviourAssignmentno.:one(part1)Modulecode:Wordguide:PercentageWeightingofthisassignmentforthemodule:25%Issuedate:1Returndate:11/08/2010Lecturer:WangHongSecondmarker:Notesforstudents:StudentsshouldensurethattheycomplywiththeprogrammePlagiarismpolicy.10%ofmarksareawardedforsatisfactoryuseoflanguageand/orgoodpresentation.5%ofmarksareawardedforsatisfactoryreferencingand/orpresentationofabibliographywhereeitherisrequired.StudentsshouldmakecorrectuseoftheHarvardreferencingmethod.GuidelinesfortheHarvardmethodareincludedinProgrammehandbooksandarealsoavailablefromtheprogrammeoffice.Specialinstructions(ifany):Assignmentshouldbestapledinthetopleftcorner.Noplasticcoverunlessmoduletutorindicatesotherwise.Assessor’sComments:GradeLearningOutcomesTestedinthisAssignment:Howtheapplicationoforganizationalbehaviormodels,theoriesandconceptscanbeusedtoincreasetheeffectivenessofindividuals,groupsandorganizations.Grading&MarkingCriteriaA+Outstandingworkofexceptionalmeritwhichisoriginalincontentorapproachallowinganovelperspective,goingbeyondwhatisavailableintheliterature.AWorkwhichisclearlyarticulatedandwellsubstantiated,basedonextensivereading,anddemonstratesanauthoritativegraspoftheconcepts,methodologyandcontentappropriatetothesubjectandtotheassessedtask.Thereisclearevidenceoforiginalityandinsightandanabilitytosustainanargument,tothinkanalyticallyand/orcriticallyandtosynthesisematerialeffectively.BWorkwhichdemonstratesaverygoodlevelofunderstandingoftheconcepts,methodologyandcontentappropriatetothesubjectandwhichdrawsonawiderangeofproperlyreferencedsources.Thereisclearevidenceofcriticaljudgementinselecting,orderingandanalysingcontent.Theworkdemonstratessomeabilitytosynthesisematerialandtoconstructresponseswhichrevealinsightandmayoffersomeoccasionaloriginality.CWorkderivedfromasolidbasisofreadingandwhichdemonstratesagraspofrelevantmaterialandkeyconceptsandanabilitytostructureandorganisearguments.Theperformancemayberatherroutinebuttheworkwillbeaccurate,clearlywrittenandincludesomecriticalanalysisandamodestdegreeoforiginalinsight.Therewillbenoseriousomissionsorirrelevancies.DCompetentandsuitablyorganisedworkwhichdemonstratesareasonablelevelofunderstandingwithminimalanalysisandinterpretation.Itcoversthebasicsubjectmatteradequatelybutistoodescriptiveandinsufficientlyanalytical.Theremaybesomemisunderstandingofkeyconceptsandlimitationsintheabilitytoselectrelevantmaterialsothattheworkmaybeflawedbysomeomissionsandirrelevancies.Therewillbesomeevidenceofappropriatereadingbutitmaybetoonarrowlyfocussed.FWorklacksevidenceofknowledgerelevanttothetopicand/orsignificantlymisusesterminology.Thereiseithernoevidenceofliteraturebeingconsultedorirrelevanttotheassignmentset.Inaccurateorinappropriatechoiceoftheory.Unsubstantiated/invalidconclusionsbasedonanecdoteandgeneralisationonly,ornoconclusionsatall.Lackscriticalthought,analysisandreferencetotheory.F-Insufficientlevelofunderstandingandknowledgebaseunacceptablyweak.Noevidenceoflogicalstructureandpoorlypresented.Referencingisunsystematicorabsent.AssignmentTasks:Supposeyouareamanagerofafunctionaldepartmentofacompany,Recentlyyoufoundthatthestaffinyourdepartmentlackofmorale,andineachmorningtherearesomelatepeople.Youhavepunishedsomeofthem,buttheperformanceseemsnotimproved.Itistimeforyoutoanalyzethereasonsandsolvetheproblem.Pleaseprepareareportfortheanalysis,whichshouldincludethefollows:Thefactorsaffectingbehavior:relativetheory,andhowwouldtheybecomethereasonsfortheprobleminyourdepartment.Motivationtheoryintroduction.Aplantosolvetheproblembasedontheformertheory.FORMOFANSWER:Youranswershouldbeinformofaprofessionalreport.Thereportmustconsistofaminimumof800words(maximum1,200words)Thestandardassignmentfrontsheetshouldbeused.Youranswermustbeword-processed,numberedandstapled.ItshoutNOTbeboundorcontainedinandformofcover.Youranswermustincludeareferencesectionattheend.ReportstructureAssessmentfrontSheetTitlepageContentspageIntroductionMainbodyConclusionsReferences/BibliographyTheanalysisandconclusionsmustbestronglysupportedbyreferencetoacknowledgedmaterial/researchMarkingGridRelativecontentsmarksOutof(a)factorsaffectingbehavior30(b)Motivationtheory30(c)Plantosolveproblems25(d)Presentation:structure,appendices,writtenEnglish10(e)Appropriatereferences,usingpropermethod5Overall:100

1Introduction 12Mainbody12.1individual 12.2motivationtheory 1-32.3plan 42.4Example……………….43Conclusions44References4-5Introduction:Amongmanagersinbusinessmanagementwillencountermoreorlessnotenthusiasticstaffisalwayslatefortheproblem,theproblemisfirstandforemostasamanagerofasolution。Tosolvetheproblemfirst,Iaskedoneofthefirsttoknowthesourceoftheproblem,mostofthestaffmostlybecauseofnegativeemotionscausedbyinsufficientmotivationMainbodyWhatisthemotivation？Motivation,inpsychologyisgenerallyconsideredtheoriginatorofactsinvolved,direction,intensityandpersistence.Motivationasanoun,astheverbismoreknownas"incentive."Inorganizationalbehavior,incentivesmainlyreferstoinspiretheheartsoftheprocessofhumanmotivation.Bystimulatingandencouraging,isthatpeoplehaveaninnerdrivetomakeprogresstowardsthedesiredgoaloftheprocessInternalemployeemotivationofmanyfactors,butalsoverycomplex,butthesystempointofviewofitseffectonthefactorsthataffectnomorethantwoaspects:theexternalenvironmentandinternalenvironment.Factorswithintheenvironmentisitsownstaff,self-initiativeandthemobilizationofthesefactorsincludetheemployee'sownachievementmotivation,self-efficacy,self-motivation,etc.;theexternalenvironmentistheworkatmosphere,includingsupervisors,colleagues,workincentives,theworkitself.Hereareseveralofthesefactorswewerefurtherelaborated1.Achievementmotivation.Theso-calledachievementmotivation,referstoapersondrivingaparticularareaofsocialactivitiesandstrivetoachievesuccessorinternalforces.Strongpeoplewithhighachievementmotivationenthusiasmforwork,eagertodothingsmoreperfect,improveefficiency,achievegreatersuccess.Achievementmotivationistheenthusiasmofstaffworkingwithinabasicfactorinthemacro-levelemployeesinwhichitissubjecttoeconomic,culturalandsocialdevelopmentdegreeofcontrol;atthemicrolevel,sothateveryemployeehasaccesstoavarietyofsuccessfulexperienceofdevelopingandenhancingthelevelofachievementmotivationandotherself-desire,willhelpchangetheirnegativeattitudetoworktoimprovetheworkofself-motivation.2.Self-efficacy.Self-efficacyisdefinedaspeoplehavetheirownspecificstandards,lifeeventscanaffecttheirabilitytoconductconviction.Self-efficacybeliefsdeterminehowpeoplefeel,think,toself-motivationandhowtoact.Self-efficacydeterminestheabilityofemployeestodeterminetheirownwork,positive,appropriateself-efficacysothatemployeesthinktheyarecompetenttoperformtheworkundertaken,whichwillholdapositive,aggressiveattitude;andwhentheemployeeself-efficacyrelativelylow,thatcannotbecompetent,hewillavoidtheworkwillhavenegativethoughts,enthusiasmforworkwillbegreatlyreduced3.Self-motivation.Workwillinevitablyencounterallkindsofsetbacksandfailures,andreducetheachievementmotivationofemployeestodoubttheirabilities,soitmustconstantlyengageinself-motivationtomaintainastrongachievementmotivationandhighlevelsofself-efficacy4．Atotalofsupervisorstoemployeestomakepositiveimpact.Bossisthesourceofemployeeinstruction,employeeperformanceisthemainevaluators,theinteractionbetweensupervisorsandemployeesworkingattitudeofthestaffplaysaveryimportantinfluence.Whatkindofleadershipcaneffectivelyimprovestaffmotivationit?SociologyoforganizationsandscholarsinTaiwanofChineseenterprisesinthestudyshowedthatmanycompanieswillthefamilyasabusinessmetaphor,throughtheprocessofthePanfamily,thetraditionalroleoffamilyrelationshipwillethicsorclassofthegrouporoutsidethefamilyorganizations,leadersintheenterpriseplaytheroleofparents,askedbothleadersshouldMathias,fairandequitabletreatmentofsubordinates.Atthesametimepsychologyresearchsuggeststhatfollowersofleaderskeenlyawareoftheemotionalstate,tounderstandandappropriatetomeettheneedsoffollowers,istoeffectivelyimproveanimportantfactorintheenthusiasmofhisfollowers.5.Membersofthestaffweretomakeapositiveimpact.Peopledothings,alwayspayattentionto"days","location","and"where"and"isthemostimportantfactor.Culturaltraditionanddecadesof"unitsystem"ofthestaffisseriousaboutworkrelationships,hopingtobeacceptedandcanbeintegratedintoone.Goodinteractionbetweencolleaguesandworkingenvironment,willgreatlyimprovetheirsenseofbelonging,therebymobilizingtheenthusiasmofstaff.6.Workincentives.Thereisnodoubtthattherightincentivesforimprovingtheworkingenthusiasmofthestaffhaveanegligibleeffect.Incentivescanbedividedintodifferentdimensionsfromtherewardsandpunishments,materialincentivesandspiritualmotivation.Itshouldbenotedthattheincentiveassumesthatthestaffas"economicman"isassumedtobe"social",duetothedifferentassumptions,itwillhaveincentivesandmeansdifferences.Thestaffas"economicman"willfocusonthephysicalaspectsofincentive;iftheemployeeisassumedtobe"social",whileinthematerialincentives,butalsothespiritofthestaffappropriateincentives.7.Theworkitself.Samejobfordifferentachievementmotivation,self-efficacyofemployees,meaningisdifferent,andemployeeenthusiasmforthisworkarealsodifferences,eveniftheyareactuallyabletocompletethejobverywell.Thisrequiresthatmanagershavetheabilitytodistinguishtheworkofthestafforientation,theappropriatedistributionofwork,socanimprovestaffmotivationMaslowthinkthissevenneedsarethebasicneeds.Theseneedsareborn,brooding,theyconstitutethedifferentgradeorlevel,andbecometheincentiveandguidethebehavioroftheindividualisstrength.Andthelevelofneedslower,anditsstrength,thebetterpotentialisbigger.Withrisingneedshierarchy,needstrengthcorrespondingweakens.Onlylow-levelneedssatisfied,canproduceahigherlevelofneed.Andonlywhenlow-levelneedtofullysatisfytheneedofafter,senioronlyshowincentiveeffect.Havebeenmetneedsnolongerstimulation.SelfrealizationneedsSelfrespectneedSocialneedsSecurityneedsPhysiologicalneedsForexample:Textilefactoryplantintheregionprovidednosmoking,andoffendersdirectlylaidoff.Thisistoensuresafetyinproduction,itisnecessarytoretainthe"negativeincentives";"Volumeislowerthan98%passrate,each1%lower,wagedeductionsX￥"negativeincentivescanbechangedto"passrateat98.5%volume,thecorrespondingproductiongroup(lineorstaff)togiveX￥reward.Maslow'sneedtheoryMaslowsuggestedthathumanneedsformthefollowingsevenlevels:1.Physiologicalneeds.2.Securityneeds.3.Ownershipandneedforlove.4.Respectfortheneeds.5.Cognitiveneeds.6.Aestheticneeds.7.Self-actualizationneedsMaslowsuggestedthatthesesevenbasichumanneedsaretheneeds.Theseneedsareinnate,inherent,theyconstituteadifferentclassorle