管理学原理robbins_PPT16.ppt

PowerPointPresentationbyCharlieCookCopyright 2005PrenticeHall Inc Allrightsreserved Copyright 2005PrenticeHall Inc Allrightsreserved 16 2 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter WhatIsMotivation Definemotivation Explainmotivationasaneed satisfyingprocess EarlyTheoriesofMotivationDescribethefivelevelsinMaslow shierarchyandhowMaslow shierarchycanbeusedinmotivationalefforts DiscusshowTheoryXandTheoryYmanagersapproachmotivation DescribeHerzberg smotivation hygienetheory ExplainHerzberg sviewsofsatisfactionanddissatisfaction Copyright 2005PrenticeHall Inc Allrightsreserved 16 3 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter ContemporaryTheoriesofMotivationDescribethethreeneedsMcClellandproposedasbeingpresentinworksettings Explainhowgoal settingandreinforcementtheoriesexplainemployeemotivation Describethejobcharacteristicsmodelasawaytodesignmotivatingjobs Discussthemotivationimplicationsofequitytheory Contrastdistributivejusticeandproceduraljustice Explainthethreekeylinkagesinexpectancytheoryandtheirroleinmotivation Copyright 2005PrenticeHall Inc Allrightsreserved 16 4 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter CurrentIssuesinMotivationDescribethecross culturalchallengesofmotivation Discussthechallengesmanagersfaceinmotivatinguniquegroupsofworkers Describeopen bookmanagementandemployeerecognition pay for performance andstockoptionprograms Copyright 2005PrenticeHall Inc Allrightsreserved 16 5 WhatIsMotivation MotivationTheprocessesthataccountforanindividual swillingnesstoexerthighlevelsofefforttoreachorganizationalgoals conditionedbytheeffort sabilitytosatisfysomeindividualneed Effort ameasureofintensityordrive Direction towardorganizationalgoalsNeed personalizedreasontoexerteffortMotivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals Copyright 2005PrenticeHall Inc Allrightsreserved 16 6 Exhibit16 1 TheMotivationProcess Copyright 2005PrenticeHall Inc Allrightsreserved 16 7 WhatIsMotivation NeedAninternalstatethatmakescertainoutcomesappearattractive Anunsatisfiedneedcreatestensionwhichisreducedbyanindividual seffortstosatisfytheneed EarlyTheoriesofMotivationMaslow sHierarchyofNeedsMacGregor sTheoriesXandYHerzberg sMotivation HygieneTheory Copyright 2005PrenticeHall Inc Allrightsreserved 16 8 EarlyTheoriesofMotivation Maslow sHierarchyofNeedsTheoryNeedswerecategorizedasfivelevelsoflower tohigher orderneeds Individualsmustsatisfylower orderneedsbeforetheycansatisfyhigherorderneeds Satisfiedneedswillnolongermotivate Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy HierarchyofneedsLower order external physiological safetyHigher order internal social esteem self actualization Copyright 2005PrenticeHall Inc Allrightsreserved 16 9 Exhibit16 2 Maslow sHierarchyofNeeds Copyright 2005PrenticeHall Inc Allrightsreserved 16 10 EarlyTheoriesofMotivation cont d McGregor sTheoryXandTheoryYTheoryXAssumesthatworkershavelittleambition dislikework avoidresponsibility andrequireclosesupervision TheoryYAssumesthatworkerscanexerciseself direction desireresponsibility andliketowork Motivationismaximizedbyparticipativedecisionmaking interestingjobs andgoodgrouprelations Copyright 2005PrenticeHall Inc Allrightsreserved 16 11 EarlyTheoriesofMotivation cont d Herzberg sMotivation HygieneTheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors Hygienefactors extrinsic environmental factorsthatcreatejobdissatisfaction Motivators intrinsic psychological factorsthatcreatejobsatisfaction Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance Theoppositeofsatisfactionisnotdissatisfaction butrathernosatisfaction Copyright 2005PrenticeHall Inc Allrightsreserved 16 12 Exhibit16 3 Herzberg sMotivation HygieneTheory Copyright 2005PrenticeHall Inc Allrightsreserved 16 13 Exhibit16 4 ContrastingViewsofSatisfaction Dissatisfaction Copyright 2005PrenticeHall Inc Allrightsreserved 16 14 ContemporaryTheoriesofMotivation Three NeedsTheoryGoal SettingTheoryReinforcementTheoryDesigningMotivatingJobsEquityTheoryExpectancyTheory Copyright 2005PrenticeHall Inc Allrightsreserved 16 15 MotivationandNeeds Three NeedsTheoryTherearethreemajoracquiredneedsthataremajormotivesinwork Needforachievement nAch ThedrivetoexcelandsucceedNeedforpower nPow TheneedtoinfluencethebehaviorofothersNeedofaffiliation nAff Thedesireforinterpersonalrelationships Copyright 2005PrenticeHall Inc Allrightsreserved 16 16 Exhibit16 5 ExamplesofPicturesUsedforAssessingLevelsofnAch nAff andnPow Copyright 2005PrenticeHall Inc Allrightsreserved 16 17 MotivationandGoals Goal SettingTheoryProposesthatsettinggoalsthatareaccepted specific andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals BenefitsofParticipationinGoal SettingIncreasestheacceptanceofgoals Fosterscommitmenttodifficult publicgoals Providesforself feedback internallocusofcontrol thatguidesbehaviorandmotivatesperformance self efficacy Copyright 2005PrenticeHall Inc Allrightsreserved 16 18 Exhibit16 6 Goal SettingTheory Copyright 2005PrenticeHall Inc Allrightsreserved 16 19 MotivationandBehavior ReinforcementTheoryAssumesthatadesiredbehaviorisafunctionofitsconsequences isexternallycaused andifreinforced islikelytoberepeated Positivereinforcementispreferredforitslong termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors Copyright 2005PrenticeHall Inc Allrightsreserved 16 20 DesigningMotivatingJobs JobDesignThewayintowhichtaskscanbecombinedtoformcompletejobs Factorsinfluencingjobdesign Changingorganizationalenvironment structureTheorganization stechnologyEmployees skill abilities andpreferencesJobenlargementIncreasingthescope numberoftasks inajob JobenrichmentIncreasingresponsibilityandautonomy depth inajob Copyright 2005PrenticeHall Inc Allrightsreserved 16 21 DesigningMotivatingJobs cont d JobCharacteristicsModel JCM Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees growthneeds Fiveprimaryjobcharacteristics Skillvariety howmanyskillsandtalentsareneeded Taskidentity doesthejobproduceacompletework Tasksignificance howimportantisthejob Autonomy howmuchindependencedoesthejobholderhave Feedback doworkersknowhowwelltheyaredoing Copyright 2005PrenticeHall Inc Allrightsreserved 16 22 Exhibit16 7 JobCharacteristicsModel Source J R HackmanandJ L Suttle eds ImprovingLifeatWork Glenview IL Scott Foresman 1977 Withpermissionoftheauthors Copyright 2005PrenticeHall Inc Allrightsreserved 16 23 Exhibit16 8 GuidelinesforJobRedesign Source J R HackmanandJ L Suttle eds ImprovingLifeatWork Glenview IL Scott Foresman 1977 Withpermissionoftheauthors Copyright 2005PrenticeHall Inc Allrightsreserved 16 24 DesigningMotivatingJobs cont d SuggestionsforUsingtheJCMCombinetasks jobenlargement tocreatemoremeaningfulwork Createnaturalworkunitstomakeemployees workimportantandwhole Establishexternalandinternalclientrelationshipstoprovidefeedback Expandjobsvertically jobenrichment bygivingemployeesmoreautonomy Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing Copyright 2005PrenticeHall Inc Allrightsreserved 16 25 MotivationandPerception EquityTheoryProposesthatemployeesperceivewhattheygetfromajobsituation outcomes inrelationtowhattheyputin inputs andthencomparetheirinputs outcomesratiowiththeinputs outcomesratiosofrelevantothers Iftheratiosareperceivedasequalthenastateofequity fairness exists Iftheratiosareperceivedasunequal inequityexistsandthepersonfeelsunder orover rewarded Wheninequitiesoccur employeeswillattempttodosomethingtorebalancetheratios seekjustice Copyright 2005PrenticeHall Inc Allrightsreserved 16 26 MotivationandPerception cont d EquityTheory cont d Employeeresponsestoperceivedinequities Distortownorothers ratios Induceotherstochangetheirowninputsoroutcomes Changeowninputs increaseordecreaseefforts oroutcomes seekgreaterrewards Chooseadifferentcomparison referent other person systems orself Quittheirjob Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards Copyright 2005PrenticeHall Inc Allrightsreserved 16 27 Exhibit16 9 EquityTheory Copyright 2005PrenticeHall Inc Allrightsreserved 16 28 MotivationandPerception cont d EquityTheory cont d DistributivejusticeTheperceivedfairnessoftheamountandallocationofrewardsamongindividuals i e whoreceivedwhat Influencesanemployee ssatisfaction DistributiveTheperceivedfairnessoftheprocessusetodeterminethedistributionofrewards i e howwhoreceivedwhat Affectsanemployee sorganizationalcommitment Copyright 2005PrenticeHall Inc Allrightsreserved 16 29 Motivation Perception andBehavior ExpectancyTheoryStatesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort performanceandrewards Effort employeeabilitiesandtraining developmentPerformance validappraisalsystemsRewards goals understandingemployeeneeds Copyright 2005PrenticeHall Inc Allrightsreserved 16 30 Exhibit16 10 SimplifiedExpectancyModel Copyright 2005PrenticeHall Inc Allrightsreserved 16 31 Motivation Perception andBehavior cont d ExpectancyRelationshipsExpectancy effort performancelinkage Theperceivedprobabilitythatanindividual seffortwillresultinacertainlevelofperformance InstrumentalityTheperceptionthataparticularlevelofperformancewillresultintheattainingadesiredoutcome reward ValenceTheattractiveness importanceoftheperformancereward outcome totheindividual Copyright 2005PrenticeHall Inc Allrightsreserved 16 32 Exhibit16 11 IntegratingContemporaryTheoriesofMotivation Copyright 2005PrenticeHall Inc Allrightsreserved 16 33 CurrentIssuesinMotivation Cross CulturalChallengesMotivationalprogramsaremostapplicableincultureswhereindividualismandqualityoflifeareculturalcharacteristicsUncertaintyavoidanceofsomeculturesinvertsMaslow sneedshierarchy Theneedforachievement nAch islackinginothercultures Collectivistculturesviewrewardsas entitlements tobedistributedbasedonindividualneeds notindividualperformance Copyright 2005PrenticeHall Inc Allrightsreserved 16 34 CurrentIssuesinMotivation cont d Cross CulturalConsistenciesInterestingworkiswidelydesired asisgrowth achievement andresponsibility MotivatingUniqueGroupsofWorkersMotivatingadiverseworkforcethroughflexibility Mendesiremoreautonomythandowomen Womendesirelearningopportunities flexibleworkschedules andgoodinterpersonalrelations Copyright 2005PrenticeHall Inc Allrightsreserved 16 35 CurrentIssuesinMotivation cont d FlexibleWork JobschedulesCompressedworkweekLongerdailyhours butfewerdaysFlexibleworkhours flextime Specificweeklyhourswithvaryingarrival departure lunchandbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent JobSharingTwoormorepeoplesplitafull timejob TelecommutingEmployeesworkfromhomeusingcomputerlinks Copyright 2005PrenticeHall Inc Allrightsreserved 16 36 CurrentIssuesinMotivation cont d MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong termcommitmenttotheirfieldofexpertise Loyaltyistotheirprofession nottotheemployer Havetheneedtoregularlyupdatetheirknowledge Don tdefinetheirworkweekas8 00amto5 00pm MotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork Copyright 2005PrenticeHall Inc Allrightsreserved 16 37 CurrentIssuesinMotivation cont d MotivatingContingentWorkersOpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationandbenefitsMotivatingLow Skilled Minimum WageEmployeesEmployeerecognitionprogramsProvisionofsincerepraise Copyright 2005PrenticeHall Inc Allrightsreserved 16 38 CurrentIssuesinMotivation cont d DesigningAppropriateRewardsProgramsOpen bookmanagementInvolvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer EmployeerecognitionprogramsGivingpersonalattentionandexpressinginterest approval andappreciationforajobwelldone Pay for performanceVariablecompensationplansthatrewardemployeesonthebasisoftheirperformance Piecerates wageincentives profit sharing andlump sumbonuses Cop