组织行为学(双语)课程CH05-Motivation-I-Basic-theory课件

1、Essentials of Organizational Behavior, 10/eStephen P. Robbins & Timothy A. JudgeChapter 5 Motivation I: Basic ConceptsEssentials of Chapter 5 After studying this chapter, you should be able to:Describe the three key elements of motivation.Identify four early theories of motivation and evaluate their

2、 applicability today.Compare and contrast goal-setting theory and self-efficacy theory.Demonstrate how organizational justice is a refinement of equity theory.Apply the key tenets of expectancy theory to motivating employees.Explain to what degree motivation theories are culture bound.After studying

3、 this chapter, yWhat Is Motivation? The processes that accounts for an individuals intensity, direction, and persistence of effort toward attaining a organizational goalIntensity the amount of effort put forth to meet the goalDirection efforts are channeled toward organizational goalsPersistence how

4、 long the effort is maintained What Is Motivation? The procesEarly Theories of MotivationMaslows Hierarchy of Needs TheoryMcGregors Theory X and Theory YHerzbergs Two-Factor (Motivation-Hygiene) TheoryMcClellans Theory of Needs (Three Needs Theory)Early Theories of MotivationMaMaslows Hierarchy of N

5、eeds TheorySelf-ActualizationEsteemSocialSafetyPsychologicalUpperLowerMaslows Hierarchy of Needs ThDouglas McGregors X & YInherent dislike for work and will attempt to avoid itMust be coerced, controlled or threatened with punishmentView work as being as natural as rest or playWill exercise self-dir

6、ection and self-control if committed to objectivesTheory XTheory YDouglas McGregors X & YInhereHerzbergs Two-Factor TheoryQuality of supervisionPayCompany policiesPhysical working conditionsRelationshipsJob securityHygiene FactorsDissatisfiedNot DissatisfiedPromotional opportunitiesOpportunities for

7、 personal growthRecognitionResponsibilityAchievementMotivation FactorsSatisfiedNot SatisfiedHerzbergs Two-Factor TheoryQuMcClellands Theory of Needs Need for Achievement (nAch) The drive to excel Need for Power (nPow) The need to make others behave in a way they would not have behaved otherwiseNeed

8、for Affiliation (nAff) The desire for friendly and close interpersonal relationships McClellands Theory of Needs NMcClellands High AchieversHigh achievers prefer jobs with:Personal responsibilityFeedback Intermediate degree of risk (50/50)High achievers are not necessarily good managersHigh nPow and

9、 low nAff is related to managerial successMcClellands High AchieversHigContemporary Theories of MotivationCognitive Evaluation TheoryGoal-Setting TheoryManagement by ObjectivesSelf-Efficacy TheoryEquity TheoryExpectancy TheoryContemporary Theories of MotivCognitive Evaluation TheoryProposes that the

10、 introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivationVerbal rewards increase intrinsic motivation, while tangible rewards undermine itCognitive Evaluation TheoryProGoal-Setting TheoryGoals increase performance when the goal

11、s are:SpecificDifficult, but accepted by employeesAccompanied by feedback (especially self-generated feedback)Contingencies in goal-setting theory:Goal Commitment public goals better!Task Characteristics simple & familiar better!National Culture Western culture suits best!Goal-Setting TheoryGoals in

12、creManagement by Objectives (MBO)Converts overall organizational objectives into specific objectives for work units and individualsCommon ingredients:Goal specificityExplicit time periodPerformance feedbackParticipation in decision makingManagement by Objectives (MBO)Self-Efficacy or Social Learning

13、 TheoryIndividuals belief that he or she is capable of performing a taskSelf-efficacy increased by:Enactive mastery gain experienceVicarious modeling see someone else do the taskVerbal persuasion someone convinces you that you have the skillsArousal get energizedSelf-Efficacy or Social LearniEquity

14、TheoryEmployees weigh what they put into a job situation (input) against what they get from it (outcome).They compare their input-outcome ratio with the input-outcome ratio of relevant others.Your OutputYour InputMy OutputMy InputEquity TheoryEmployees weigh wEquity Theory and Reactions to Inequitab

15、le PayEmployees are:Paid by:PieceTimeOver-RewardedWill produce fewer, but higher-quality unitsWill produce moreUnder-RewardedProduce large number of low quality unitsProduce less output or output of poorer qualityEmployee reactions in comparison to equitably-paid employeesEquity Theory and Reactions

16、 toEquity Theory: Forms of JusticeEquity Theory: Forms of JustiExpectancy TheoryThree key relationships:Effort-Performance: perceived probability that exerting effort leads to successful performancePerformance-Reward: the belief that successful performance leads to desired outcomeRewards-Personal Go

17、als: the attractiveness of organizational outcome (reward) to the individualExpectancy TheoryThree key relGlobal ImplicationsAre motivation theories culture-bound?Most were developed for and by the United StatesGoal-setting and expectancy theories emphasize goal accomplishment and rational individua

18、l thought Maslows Hierarchy may change orderMcClellands nAch presupposes acceptance of a moderate degree of risk concern for performanceEquity theory closely tied to American pay practicesHertzbergs two-factor theory does seem to work across culturesGlobal ImplicationsAre motivatImplications for Man

19、agers Look beyond need theoriesGoal setting leads to higher productivityOrganizational justice has supportExpectancy theory is a powerful tool, but may not very realistic in some casesGoal-setting, organizational justice, and expectancy theories all provide practical suggestions for motivationImplic

20、ations for Managers LookKeep in MindMake goals specific and difficultMotivation can be increased by raising employee confidence in their own abilities (self-efficacy)Openly share information on allocation decisions, especially when the outcome is likely to be viewed negativelyKeep in MindMake goals specifSummaryDescribed the three key elements of motivation.Identified four early theories of motivati