组织行为学 罗宾斯 12版本 第6章

1、MotivationConceptsChapter SIX 2007 Prentice Hall Inc. All rights reserved.What Is Motivation?DirectionPersistenceIntensityKey Elements1. Intensity: How hard a person tries2. Direction: Toward beneficial goal3. Persistence: How long a person triesMotivationThe processes that account for an individual

2、s intensity, direction, and persistence of effort toward attaining a goalWhat Is Motivation? 2007 Prentice Hall Inc. All rights reserved.Hierarchy of Needs Theory (Maslow)Hierarchy of Needs TheoryThere is a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization; as ea

3、ch need is substantially satisfied, the next need becomes dominant.Self-ActualizationThe drive to become what one is capable of becoming 2007 Prentice Hall Inc. All rights reserved.Maslows Hierarchy of NeedsE X H I B I T 61Lower-Order NeedsNeeds that are satisfied externally; physiological and safet

4、y needsHigher-Order NeedsNeeds that are satisfied internally; social, esteem, and self-actualization needsSelfEsteemSocialSafetyPhysiological 2007 Prentice Hall Inc. All rights reserved.Assumptions of Maslows HierarchyMovement Up the PyramidIndividuals cannot move to the next higher level until all

5、needs at the current (lower) level are satisfied. Maslow ApplicationA homeless person will not be motivated tomeditate!Individuals therefore must move up the hierarchy in order. 2007 Prentice Hall Inc. All rights reserved.Theory XManagers See Workers asDisliking WorkAvoiding ResponsibilityHaving Lit

6、tle AmbitionTheory Y Managers See Workers asEnjoying WorkAccepting ResponsibilitySelf-DirectedHerzbergs Two-Factor TheoryBottom Line: Satisfaction and dissatisfaction are not opposites of the same thing! Separate Constructs Hygiene FactorsExtrinsic and Related to Dissatisfaction Motivation FactorsIn

7、trinsic and Related to SatisfactionHygiene FactorsSalaryWork ConditionsCompany PoliciesMotivators AchievementResponsibilityGrowth 2007 Prentice Hall Inc. All rights reserved.Comparison of Satisfiers and DissatisfiersFactors characterizing events on the job that led to extreme job dissatisfactionFact

8、ors characterizing events on the job that led to extreme job satisfactionE X H I B I T 62Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, SeptemberOctober 1987. Copyright 1987 by the President and Fellows

9、 of Harvard College: All rights reserved. 2007 Prentice Hall Inc. All rights reserved.Contrasting Views of Satisfaction and DissatisfactionE X H I B I T 63 2007 Prentice Hall Inc. All rights reserved.David McClellands Theory of NeedsNeed for AchievementThe drive to excel, to achieve in relation to a

10、 set of standards, to strive to succeedNeed for AffiliationThe desire for friendly and close personal relationshipsNeed for PowerThe need to make others behave in a way that they would not have behaved otherwiseBottom Line Individuals have different levels of needs in each of these areas, and those

11、levels will drive their behavior. 2007 Prentice Hall Inc. All rights reserved.Matching High Achievers and JobsE X H I B I T 64 2007 Prentice Hall Inc. All rights reserved.Cognitive Evaluation TheoryCognitive Evaluation TheoryProviding an extrinsic reward for behavior that had been previously only in

12、trinsically rewarding tends to decrease the overall level of motivationThe theory may be relevant only to jobs that are neither extremely dull nor extremely interesting.Hint: For this theory, think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you dont w

13、ant to do it! 2007 Prentice Hall Inc. All rights reserved.E X H I B I T 65What Would Herzberg Say? What Would Maslow Say? 2007 Prentice Hall Inc. All rights reserved.Goal-Setting Theory (Edwin Locke)Basic Premise: That specific and difficult goals, with self-generated feedback, lead to higher perfor

14、mance.But, the relationship between goals and performance will depend on: Goal commitment“I want to do it & I can do it”Task characteristics (simple, well-learned)National culture 2007 Prentice Hall Inc. All rights reserved.Goal Setting in Action: MBO ProgramsManagement By Objectives Programs Co

15、mpany wide goals and objectives Goals aligned at all levels Based on Goal Setting Theory 2007 Prentice Hall Inc. All rights reserved.What Is MBO?Key Elements1.Goal specificity2.Participative decision making3.An explicit time period4.Performance feedbackManagement by Objectives (MBO)A program that en

16、compasses specific goals, participatively set, for an explicit time period, with feedback on goal progress 2007 Prentice Hall Inc. All rights reserved.Cascading of ObjectivesE X H I B I T 61 2007 Prentice Hall Inc. All rights reserved.Linking MBO and Goal-Setting TheoryMBO Goal-Setting TheoryGoal Sp

17、ecificityYesYesGoal DifficultyYesYesFeedbackYesYesParticipationYesNo(qualified) 2007 Prentice Hall Inc. All rights reserved.Why MBOs Fail Unrealistic expectations about MBO results Lack of commitment by top management Failure to allocate reward properly Cultural incompatibilities 2007 Prentice Hall

18、Inc. All rights reserved.Self-EfficacySelf-esteem, which is: Individuals degree of liking or disliking themselves An individuals feeling that s/he can complete a task (e.g. “I know I can!”)Enhances probability that goals will be achievedNot to be confused with: 2007 Prentice Hall Inc. All rights res

19、erved. Self-Efficacy and Goal Setting 2007 Prentice Hall Inc. All rights reserved.Four Ways of Increasing Self-efficacy (Bandura)1. Enactive Mastery 2. Vicarious Modeling3. Verbal Persuasion4. ArousalNote: Basic Premise/Mechanism of Pygmalion and Galatea Effects 2007 Prentice Hall Inc. All rights re

20、served.Reinforcement TheoryAssumptions: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.Argues that behavior is a function of its consequences 2007 Prentice Hall Inc. All rights reserved.Equit

21、y TheoryReferent Comparisons:Self-insideSelf-outsideOther-insideOther-outsideEquity TheoryIndividuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities 2007 Prentice Hall Inc. All rights reserved.Equity Theory (contd)E X H I B I T 68 2007 Prentic

22、e Hall Inc. All rights reserved.Equity Theory (contd)Choices for dealing with inequity:1.Change inputs (slack off)2.Change outcomes (increase output)3.Distort/change perceptions of self4.Distort/change perceptions of others5.Choose a different referent person6.Leave the field (quit the job) 2007 Pre

23、ntice Hall Inc. All rights reserved.Equity Theory (contd)Propositions relating to inequitable pay:1.Overrewarded hourly employees produce more than equitably rewarded employees.2.Overrewarded piece-work employees produce less, but do higher quality piece work.3.Underrewarded hourly employees produce

24、 lower quality work.4.Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees. 2007 Prentice Hall Inc. All rights reserved.Justice and Equity Theory 2007 Prentice Hall Inc. All rights reserved.Distributive JusticePerceived fairness of the outco

25、me (the final distribution) “Who got what?”Procedural JusticePerceived fairness of the process used to determine the outcome (the final distribution) “How was who gets what decided?”Interactional JusticeThe degree to which one is treated with dignity and respect.“Was I treated well?” Three Types of

26、Justice 2007 Prentice Hall Inc. All rights reserved.Bottom LineAll three links between the boxes must be intact or motivation will not occur. Thus, Individuals must feel that if they try, they can perform andIf they perform, they will be rewarded andWhen they are rewarded, the reward will be something they care about. Expectancy Theory 2007 Prentice Hall Inc. All rights reserved.Elizabeths boss starts out the day each morning saying, “Bet you wish you didnt have to be here, huh?” Knowing this, which theory gives us insight as to why Elizabeth may not be motivated