管理学原理ChMotivatingEmployeesPPT课件

1 STEPHENP ROBBINS MARYCOULTER 9thed 2007PrenticeHall Inc Allrightsreserved ChapterTen MotivatingEmployees 1 2 OverviewoftheChapter 1 UnderstandingMotivationTheMotivationProcess2 EarlyTheoriesofMotivationMaslow sHierarchyofNeedsMcGregor sTheoriesXandYHerzberg sTwo FactorTheory3 ContemporaryTheoriesofMotivationTheoryofLearnedNeedsEquityTheoryExpectancyTheoryGoal SettingTheoryReinforcementTheoryDesigningMotivatingJobs4 ContemporaryIssuesofMotivation 3 1 UnderstandingMotivation MotivationIstheresultofaninteractionbetweenthepersonandasituation notapersonaltrait Istheprocessbywhichaperson seffortsareenergized directed andsustainedtowardsattainingagoal Energy ameasureofintensityordrive Direction towardorganizationalgoalsPersistence exertingefforttoachievegoals Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals Ex 4 TheMotivationEquation EffortTimeEducationExperienceSkillsKnowledgeJobBehaviors Inputs Performance Outcomes QuantityofWorkQualityofWork PayJobSecurityBenefitsVacationJobSatisfaction 5 2 EarlyTheoriesofMotivation Maslow sHierarchyofNeedsMcGregor sTheoriesXandYHerzberg sTwo FactorTheory 6 2 1Maslow sHierarchyofNeeds AbrahamH Maslow1908 1970马斯洛AmericanNeedswerecategorizedasfivelevelsoflower tohigher orderneeds Individualsmustsatisfylower orderneedsbeforetheycansatisfyhigherorderneeds Satisfiedneedswillnolongermotivate Innategrowthforcesconstantlycreateupwardmovementinthehierarchyunlessbasicneedsremainunmetindefinitely Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy 7 Maslow sHierarchyofNeeds return 8 2 2McGregorandTheoryX TheoryY DouglasMcGregor1906 1964麦克雷戈AmericanTheydescribetwoverydifferentattitudestowardworkforcemotivationMcGregor sworkwasbasedonMaslow shierarchyofneeds lowerorder needs TheoryX higherorder needs TheoryY Hesuggestedthatmanagementcoulduseeithersetofneedstomotivateemployees 9 Assumesthatworkersdislikeworkavoidresponsibilityhavelittleambitionrequireclosesupervision Assumesthatworkersliketoworkdesireresponsibilitymaybeambitiousexerciseself directiondesiretobecreative TheoryXandTheoryY return 10 2 3Herzberg sMotivation HygieneTheory FrederickI Herzberg1923 2000赫茨伯格American Theoppositeofsatisfactionisnotdissatisfaction butrathernosatisfaction 11 HygienefactorsExtrinsic environmental factorsthatrelatestojobdissatisfaction Status jobsecurity salaryandfringebenefitsNeededtoensureanemployeeisnotdissatisfiedMotivatorsIntrinsic psychological factorsthatrelatestojobsatisfaction Challengingwork recognition responsibilityNeededinordertomotivateanemployeetohigherperformance 12 Herzberg sMotivation HygieneTheory 12 13 3 ContemporaryTheoriesofMotivation TheoryofLearnedNeedsEquityTheoryExpectancyTheoryGoal SettingTheoryReinforcementTheoryDesigningMotivatingJobs 14 NeedAninternalstatethatmakescertainoutcomesappearattractive Anunsatisfiedneedcreatestensionwhichisreducedbyanindividual seffortstosatisfytheneed TheMotivationProcess UnsatisfiedNeed Tension Effort SatisfiedNeed TensionReduction IntensityDirectionPersistence 15 3 1MotivationandNeedsTheoryofLearnedNeedsMcClelland Therearethreeacquired notinnate needsthataremajormotivesinwork Needforachievement nAch ThedrivetoexcelandsucceedPreferPersonalresponsibility interdependence workingalonebutnotinteamModeratelydifficulttaskSelf generatedfeedbackMatchNotnecessarilygoodmanagersSuccessfulentrepreneurs 16 Needforaffiliation nAff Thedesireforpositiveinterpersonalrelationships avoidconflictandconfrontationSupportothersandsmoothoutconflictsMatchBestmanagerslowinitEffectiveincoordinatingroles andsalespositionwithlong termrelationIndecisiveinallocatingscareresources ordecisionspotentiallygeneratingconflicts 17 Needforpower nPow TheneedtoinfluencethebehaviorofothersWanttoexercisecontrol maintainleadershippositionTypesPersonalpower fulfillpersonalneedSocializedpower servestakeholdersMatchBestmanagershighinitCorporateandpoliticalleaders 18 Implications Thethreeneedsarelearned notinstinctive thuscouldbetrainedviamotivatingprogramnAchstrengthenedBalancethedriveofcompetitionandcooperationRewardsforbothindividualandteamworkDifferentiateDifferentpeoplehavedifferentneedsPeoplehavedifferentneedsatdifferenttimesOfferchoicesofrewardsNotreplytooheavilyonfinancialrewardsonlyBothfinancialandsymbolicrewards return 19 3 2MotivationandPerceptionEquityTheoryJ StaceyAdams Anemployeecomparesownjob sinputs outcomesratiowiththatofrelevantothers andthencorrectsanyinequity Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizationalrewards ReferentPersonsSystemSelf 20 Iftheratiosareperceivedasequalthenastateofequity fairness exists Iftheratiosareperceivedasunequal inequityexistsandthepersonfeelsunder orover rewarded 21 DistributivejusticeTheperceivedfairnessoftheamountandallocationofrewardsamongindividualsWhoreceivedwhatInfluencesanemployee ssatisfaction ProceduraljusticeTheperceivedfairnessoftheprocessusedtodeterminethedistributionofrewardsHowwhoreceivedwhatAffectsanemployee sorganizationalcommitmentandtrust Fightorflight 22 DistributionprincipalsEqualityEquityNeed StructuralrulesVoiceheardBiasfreeConsistentListenstoallAppealable SocialrulesRespectedAccountability Proceduraljusticeperceptions Distributivejusticeperceptions EmotionsAngerStressAttitudesOrganizationalcommitmentJobsatisfactionBehaviorsTaskperformanceOrganizationalcitizenshipCounterproductivebehavior ComponentsofOrganizationalJustice 23 Ifinequitiesoccur employeeswillattempttodosomethingtorebalancetheratios seekjustice Distortownorothers ratios Induceotherstochangetheirowninputsoroutcomes Changeowninputsoroutcomes Chooseadifferentcomparisonperson Leavetheunfairfield quittheirjob 24 3 3MotivationandBehaviorExpectancyTheoryVictorVroom Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcome andontheattractivenessofthatoutcometotheindividual 25 SimplifiedExpectancyModel Effort performancelinkage Performance rewardlinkage Attractivenessofreward IndividualEffort IndividualPerformance OrganizationalRewards IndividualGoals A B A B C C 26 ThreeRelationshipsEffort performancelinkage expectancy Theperceivedprobabilitythatanindividual seffortwillresultinacertainlevelofperformance Performance rewardlinkage instrumentality 手段Theperceivedprobabilitythataparticularlevelofperformancewillresultintheattainingofadesiredreward Theprobabilityisdevelopedfrompreviouslearning Attractivenessofthereward valence 效价Theattractivenessoftheperformancerewardtotheindividual 27 PracticalApplicationsofExpectancyTheory 28 3 4MotivationandGoalsGoal SettingTheory Settinggoalsthatareaccepted specific andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals StretchingtheintensityandpersistenceofeffortsClearerroleperceptionsParticipationingoal settingincreasestheacceptanceofgoals 29 Factorsinfluencinggoal performancelinkDifficultSpecificSelf generatedfeedbackGoalcommitmentPublic internallocusofcontrol self setSelf efficacyLimitationsSelecteasygoalsShort termperformanceindicatorsDifficultgoalsmayleadtoethicalhadards 30 Goal SettingTheory return 31 3 5MotivationandBehaviorReinforcementTheory Assumesthatadesiredbehaviorisafunctionofitsconsequences isexternallycaused andifreinforced islikelytoberepeated Positivereinforcementispreferredforitslong termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors return 32 3 6DesigningMotivatingJobs JobDesignThewayintowhichtaskscanbecombinedtoformcompletejobs Factorsinfluencingjobdesign Changingorganizationalenvironment structureTheorganization stechnologyEmployees skill abilities andpreferencesJobenlargementIncreasingthejob sscope horizontallyexpanding JobenrichmentIncreasingresponsibilityandautonomy depth inajob Planschedule howtowork checkwork 33 JobCharacteristicsModel JCM Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiencesthatsatisfyemployees growthneeds Fiveprimaryjobcharacteristics Skillvariety howmanyskillsandtalentsareneeded Taskidentity doesthejobproduceacompletework Tasksignificance howimportantisthejob Autonomy howmuchindependencedoesthejobholderhave Feedback doworkersknowhowwelltheyaredoing 34 JobCharacteristicsModel Source J R HackmanandJ L Suttle eds ImprovingLifeatWork Glenview IL Scott Foresman 1977 Withpermissionoftheauthors 35 GuidelinesforJobRedesign Source J R HackmanandJ L Suttle eds ImprovingLifeatWork Glenview IL Scott Foresman 1977 Withpermissionoftheauthors 36 IntegratingContemporaryTheoriesofMotivation 37 4 ContemporaryIssuesofMotivation MotivatingadiverseworkforcethroughflexibilityCompressedworkweekLongerdailyhours butfewerdaysFlexibleworkhours flextime Specificweeklyhourswithvaryingarrival departure andbreaktimesaroundcertaincorehoursduringwhichallemployeesmustbepresent JobSharingHavingtwoormorepeoplesplitafull timejob TelecommutingHavingemployeeswo