Motivating-Employees-Chapter16-激励雇员-课件

Chapter16MotivatingEmployeesLEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsMotivation?Definemotivation.Explainmotivationasaneed-satisfyingprocess.2LEARNINGOUTLINEEarlyTheoriesMaslowhierarchyofneedsDescribethefivelevelsMcGregor’sX&YHerzberg’sTwo-FactorsviewsofsatisfactionanddissatisfactionLEARNINGOUTLINE

CurrentIssuesinMotivationDescribethecross-culturalchallengesofmotivation.Discussthechallengesmanagersfaceinmotivatinguniquegroupsofemployees.Describeopen-bookmanagementandemployeerecognition,pay-for-performance,andstockoptionprograms.FromTheoryToPractice:Suggestions5WhatIsMotivation?MotivationGettingemployeesenergized,directed,andsustainedtowardsreachingthegoalEffortoreffort:ameasureofintensityordriveDirection:towardorganizationalgoalsNeed:personalizedreasontoexerteffortMotivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals6TheMotivationProcess7UnsatisfiedNeedTensionEffortSatisfiedNeedTensionReduction•Intensity•Direction•PersistenceMaslow’sHierarchyofNeeds

自我实现9Self-ActualizationEsteem尊敬Social社会的Safety安全Physiological生理EarlyTheoriesofMotivation(cont’d)McGregor’sTheoryXandTheoryYTheoryXEmployeeshavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervisionTheoryYEmployeescanexerciseself-direction,desireresponsibility,andliketoworkMotivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations10EarlyTheoriesofMotivationHerzberg’sMotivation-hygieneTheoryHygienefactors:extrinsic(environmental)factorsthatcreatejobdissatisfactionMotivators:intrinsic固有(psychological)factorsthatcreatejobsatisfactionAttemptedtoexplainwhyjobsatisfaction满意doesnotresultinincreasedperformanceTheoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction11ContrastingViewsof

Satisfaction–Dissatisfaction13SatisfiedDissatisfiedTraditionalViewMotivatorsSatisfactionNoSatisfactionHygieneFactorsNoDissatisfactionDissatisfactionHerzberg’sViewContemporaryTheories:

3NeedsContemporaryTheories:

ReinforcementTheoryPositivelyreinforcegoodbehaviourIgnorebadbehaviourDesigningMotivatingJobsJobCharacteristicsModel(JCM)AframeworkfordesigningmotivatingjobsFiveprimaryjobcharacteristics:Skillvariety:howmanyskillsandtalentsareneeded?Taskidentity:doesthejobproduceacompletework?Tasksignificance:howimportantisthejob?Autonomy:howmuchindependencedoesthejobholderhave?Feedback:doworkersknowhowwelltheyaredoing?17JobCharacteristicsModel18SkillVarietyTaskIdentityTaskSignificanceAutonomyFeedbackCoreJobDimensionsCriticalPsychologicalStatesExperiencedmeaningfulnessoftheworkExperiencedresponsibilityforoutcomesoftheworkKnowledgeoftheactualresultsoftheworkactivitiesHighInternalWorkMotivationHigh-QualityWorkPerformanceHighSatisfactionwiththeWorkLowAbsenteeismandTurnoverPersonalandWorkOutcomesGuidelinesforJobRedesign19EquityTheory

21Person1Inequity,under-rewardedEquityInequity,over-rewardedRatioofOutputtoInputPerson1’sPerceptionPerson2Person1Person2Person1Person2Employeeresponses:Distortownorothers’ratiosInduceotherstochangetheirowninputsoroutcomesChangeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards)Chooseadifferentcomparison(referent)other(person,systems,orself)Quittheirjob22EquityTheoryDistributiveJusticefairnessoftheamountofrewardsamongindividuals(i.e.,whoreceivedwhat)ProceduralJusticefairnessoftheprocess(i.e.,howwhoreceivedwhat)23SimplifiedExpectancyModel25CBIndividualEffortIndividualPerformanceOrganizationalRewardsIndividualGoalsAABC=Effort-performancelink=Performance-rewardlink=AttractivenessofrewardIncreasingMotivation26ImprovingExpectancyImprovetheabilityoftheindividualtoperform•Makesureemployeeshaveskillsforthetask.•Providetraining.•Assignreasonabletasksandgoals.ImprovingInstrumentalityIncreasetheindividual’sbeliefthatperformancewillleadtoreward•Observeandrecognizeperformance.•Deliverrewardsaspromised.•Indicatetoemployeeshowpreviousgoodperformanceledtogreaterrewards.ImprovingValenceMakesurethattherewardismeaningfultotheindividual•Askemployeeswhatrewardstheyvalue.•Giverewardsthatarevalued.CulturalDifferencesinMotivation29MotivatingUniqueGroupsMendesiremoreautonomythandowomenWomendesirelearningopportunities,flexibleworkschedules,andgoodinterpersonalrelations30FlexibleWork/JobSchedulesCompressedworkweekLongerdailyhours,butfewerdaysFlexibleworkhours(flextime)YouchoosewhenyouworkJobSharingTwoormorepeoplesplitafull-timejobTelecommutingEmployeesworkfromhomeusingcomputerlinks31MotivatingProfessionalsCharacteristicsofprofessionalsStrongandlong-termcommitmentLoyaltyistotheirprofession,nottotheemployerHavetheneedtoregularlyupdatetheirknowledgeDon’tdefinetheirworkweekas8:00amto5:00pmMotivatorsforprofessionalsJobchallengeOrganizationalsupportoftheirwork32CurrentIssuesinMotivationMotivatingContingentWorkersOpportunitytobecomeapermanentemployeeOpportunityfortrainingEquityincompensationan