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14MotivationinMultinationalCompanies14MotivationinMultinational14MotivationinMultinationalLearningObjectives(1of2)Recognizehowpeoplefromdifferentnationsperceivethebasicfunctionsofworking.Explainhowpeoplefromdifferentnationsviewtheimportanceofworking.Understandhowthenationalcontextaffectsthebasicprocessesofworkmotivation.LearningObjectives(1of2)LearningObjectives(1of2)LeLearningObjectives(2of2)Applycommontheoriesofworkmotivationindifferentnationalcontexts.Designjobsforhighmotivationalpotentialindifferentnationalcultures.LearningObjectives(2of2)LearningObjectives(2of2)LeWorkValuesand
theMeaningofWorkBeforewecanunderstandhowtomotivateorleadpeoplefromdifferentnationalcultures,wemusthavesomeknowledgeaboutwhatworkmeanstopeoplefromdifferentsocieties.Twobasicquestionsmustbeanswered:Howimportantisworkinpeople’slives?Whatdopeoplevalueinwork?WorkValuesand
theMeaningoWorkValuesand
theMeaningoHowImportantisWork
inPeople’sLives?(1of2)WorkCentralityisthedegreeofimportancethatworkhasinthelifeofanindividualatagiventime,ascomparedtootheractivitiessuchasleisureandfamily.Higherlevelsofworkcentralityarecloselycorrelatedwiththeaveragenumberofhoursworkedperweek.Highlevelsofworkcentralitymayleadtodedicatedworkersandeffectiveorganizations.HowImportantisWork
inPeopHowImportantisWork
inPeopHowImportantisWork
inPeople’sLives?(2of2)WorkObligationNormsarethedegreetowhichworkisseenasanobligationordutyinasociety.Thesesocietiesaremorelikelytohaveindividualsadheringtothisnormbyworkinglonger.Manyoftheemergingeconomiesshowveryhighlevelsofworkobligationnorms.HowImportantisWork
inPeopHowImportantisWork
inPeopExhibit14.1:
LevelsofWorkObligationNormsinVariousSocietiesExhibit14.1:
LevelsofWorkExhibit14.1:
LevelsofWorkWhatDoPeopleValue
inWork?(1of3)Twoimportantworkvaluesare:PeoplewithExtrinsicWorkValuesexpressapreferenceforthesecurityaspectofjobssuchasincome,jobsecurity,andlessdemandingwork.ThosewithIntrinsicWorkValuesexpresspreferencesforopennesstochange,thepursuitofautonomy,growth,creativity,andtheuseofinitiativeatwork.WhatDoPeopleValue
inWork?WhatDoPeopleValue
inWork?Exhibit14.2:
Preference:ExtrinsicWorkValuesExhibit14.2:
Preference:ExtExhibit14.2:
Preference:ExtExhibit14.3:
Preference:IntrinsicWorkValuesExhibit14.3:
Preference:IntExhibit14.3:
Preference:IntExhibit14.4:
ImportanceRankingsofWorkCharacteristicsinNineCountriesExhibit14.4:
ImportanceRankExhibit14.4:
ImportanceRankWhatDoPeopleValue
inWork?(2of3)Insomesocieties,workisverycentralandabsorbsmuchofaperson’slife.Allpeoplehopetoreceivecertainbenefitsfromwork.Societiesdifferinthedegreetowhichtheyregardworkasanobligationtosociety.Manyoftheemergingeconomiesthatvalueextrinsicworkvaluessuchasincomeandjobsecurityalsoplacehighvalueonintrinsicworkvalues.WhatDoPeopleValue
inWork?WhatDoPeopleValue
inWork?WhatDoPeopleValue
inWork?(3of3)Thefirstkeytosuccessfulmotivationalstrategiesinmultinationalcompaniesisunderstandingthedifferencesregardinghowpeopleviewthefunctionsofwork,workcentrality,andtheprioritiesgiventodifferentjobcharacteristics.WhatDoPeopleValue
inWork?WhatDoPeopleValue
inWork?TheBasic
Work-MotivationProcess(1of2)Motivationisapsychologicalprocessresultingingoal-directedbehaviorthatsatisfieshumanneedsANeedisafeelingofdeficitorlackingthatallpeopleexperienceatsometime.AGoal-directedBehaviorisonethatpeopleusewiththeintentionofsatisfyinganeed.TheBasic
Work-MotivationProTheBasic
Work-MotivationProTheBasic
Work-MotivationProcess(2of2)Reinforcementmeansthattheconsequencesthatfollowaperson’sbehaviorencouragethepersontocontinuethebehavior.Example:bonuspaytoencouragebehaviorPunishmentmeansthattheconsequencesthatfollowaperson’sbehaviordiscouragethebehavior.Example:dockingpaytodiscouragebehaviorTheBasic
Work-MotivationProTheBasic
Work-MotivationProExhibit14.5:
TheBasicWorkMotivationProcessandtheNationalContextExhibit14.5:
TheBasicWorkExhibit14.5:
TheBasicWorkNationalContext
andWorkMotivationCulturalvalues,norms&supportingsocialinstitutionsinfluencetheprioritythatpeopleattachtowork.Example:Earlyeducationincollectivistsocietiesencouragepeopletodevelopaneedtobelongtogroups.Thenationalcontextinfluencesreactionstogoal-directedbehaviorsatwork.Example:AJapaneseworkerwhobragsabouthisperformancewillbesanctionedbyhisworkgroup.NationalContext
andWorkMotNationalContext
andWorkMotTheoriesofWorkMotivation
intheMultinationalContext
(1of2)Managerscanusework-motivationtheoriestodevelopsystematicapproachestomotivatingemployees.Therearetwobasictypesofmotivationaltheories:TheNeedTheoryassumesthatpeoplearemotivatedtoworkbecausetheirjobssatisfybasicneedsandhigher-levelneeds.TheProcessTheoryassumesthatmotivationarisesfromneedsandvaluescombinedwithanindividual’sbeliefsregardingtheworkenvironment.TheoriesofWorkMotivation
inTheoriesofWorkMotivation
inTheoriesofWorkMotivation
intheMultinationalContext
(2of2)TheNeedTheoriesofmotivationhavethemostinternationalapplication.Therearefourneedtheoriesofmotivation:Maslow’sHierarchyofNeedsERGtheoryMotivator-hygienetheoryAchievementmotivationtheoryTheoriesofWorkMotivation
inTheoriesofWorkMotivation
inExhibit14.6:
NeedTheoriesofMotivationExhibit14.6:
NeedTheoriesoExhibit14.6:
NeedTheoriesoMaslow’sHierarchyofNeeds(1of2)Maslowofferedthemostfamousneedtheory,rankingfivebasictypesofneeds(lowesttohighest):Physiological(food,water,basicsurvival)Security(safety,avoidanceofthreats)Affiliation(beingloved,havingfriends,groups)Esteem(respect,recognitionbyothers,self-worth)Self-actualization(maximizepersonalachievement)Maslow’sHierarchyofNeedsMaslow’sHierarchyofNeedsMaslow’sHierarchyofNeeds(2of2)Peoplefirstseektosatisfylowerneeds,thenhigherones.Oncealowerneedissatisfied,itnolongermotivates.Example:Ifyourbasepayisadequateforsurvival,itnolongerhasmotivationalvalue.Thenothercharacteristicsoftheworksituationbecomemotivational,suchasworkinginteamstomeetaffiliationneeds.Maslow’sHierarchyofNeedsMaslow’sHierarchyofNeedsAlderfer’sERGTheoryAlderfer’ssimplifiedhierarchyofthreeneedsincludesexistenceneeds,relatednessneeds,&growthneeds.InERGtheory,frustrationofaneedmotivatesbehaviortosatisfytheneed.Apersonwhocannotsatisfyahigherneedwillseektosatisfylower-levelneeds.Example:Ifthesatisfactionofgrowthneedsisimpossibleonthejob,relationalneedsbecometheprimemotivator.Alderfer’sERGTheoryAlderfer’Alderfer’sERGTheoryAlderfer’Motivator-HygieneTheoryTheMotivator-HygieneTheoryassumesthatajobhastwocharacteristics:motivatorsandhygienefactors.MotivatingFactorsarethecharacteristicsofjobsthatallowpeopletofulfillhigher-levelneeds.Example:achallengingjobforachievementHygieneFactorsarecharacteristicsofjobsthatallowpeopletofulfilllower-levelneeds.Example:goodbenefitsandworkingconditionsthatsatisfysecurityneeds.Motivator-HygieneTheoryTheMoMotivator-HygieneTheoryTheMoAchievement-MotivationTheoryAchievement-MotivationTheorysuggeststhatonlysomepeople(10%inU.S.)havetheneedtowinincompetitivesituationsortoexceedastandardofexcellence.Highachievement-motivatedpeoplesettheirowngoalsandseekchallengingsituations,butavoidthosethataretoodifficult.Highachieversdesireimmediatefeedbacksothattheyknowhowtheyareperformingateachstep.Achievement-MotivationTheoryAAchievement-MotivationTheoryANeedsandtheNationalContextWorkrelatedneedsmaybe“grouped”inwaysthatmatchbroadgroupsproposedbyNeedtheories.Peoplefromdifferentnationsdonotgivethesameprioritiestotheneedsthatmightbesatisfiedatwork.Evenwithsimilarneeds,theymaynotgivethesamelevelofimportanceofsatisfyingtheseneeds.Multinationalmanagerscanuseneedsatisfactionasamotivationaltooliftheytakeintoaccounttheparticularneedsthatpeopleinthatnationseek.NeedsandtheNationalContextNeedsandtheNationalContextExhibit14.7:RankingsoftheImportanceofJob-RelatedSourcesofNeedSatisfactionforSevenCountriesExhibit14.7:RankingsoftheExhibit14.7:RankingsoftheExhibit14.8:
Hofstede’sDimensionsofNationalCultureandMotivatorsatWorkExhibit14.8:
Hofstede’sDimeExhibit14.8:
Hofstede’sDimeApplyingNeedTheoriesinMultinationalSettingsIdentifythebasicfunctionsofworkinthenationalorlocalculture.Identifytheneedsconsideredmostimportantbyworkersinthenationalorlocalculture.Notethatsourcesofneedfulfillmentmaydifferforthesameneeds.Understandthelimitationsofavailablejobstosatisfyneeds.ApplyingNeedTheoriesinMultApplyingNeedTheoriesinMultProcessandReinforcementTheoriesofMotivation:ExpectancyTheoryExpectancyTheoryisaviewofmotivationthatismorecomplexthansimpleneedsatisfaction:Workmotivationisafunctionnotonlyofaperson’sneedsorvalues,butalsooftheperson’sbeliefsregardingwhathappensifyouworkhard.Motivationincludesaperson’sdesiretosatisfyneeds,butthelevelofmotivationalsodependsontheperson’sbeliefregardinghowmuch-orif-hiseffortswilleventuallysatisfyhisneeds.ProcessandReinforcementTheoProcessandReinforcementTheoExpectancyTheoryEquationThreefactorsmakeupExpectancyTheory:Expectancy:anindividual’sbeliefthathisorhereffortwillleadtosomeresultValence:thevalueattachedtotheoutcomeofeffortsInstrumentality:thelinksbetweenearlyandlaterresultsoftheworkeffortMotivation=ExpectancyxValencexInstrumentalityExpectancyTheoryEquationThreExpectancyTheoryEquationThreApplyingExpectancyTheoryinMultinationalSettingsTherearetwokeyissues:Identifywhichoutcomespeoplevalueinaparticularnationalorculturalsetting;themultinationalmanagermustfindanduserewardswithpositivevalanceforemployees.Findculturallyappropriatewaystoconvinceemployeesthattheireffortswillleadtodesirableends.ApplyingExpectancyTheoryinApplyingExpectancyTheoryinEquityTheoryEquityTheoryfocusesonthefairnessthatpeopleperceiveintherewardsthattheyreceivefortheireffortsatwork.Peoplehavenoabsolutestandardsforfairnessregardingtheirefforts,butalsocomparethemselvestoothers.Example:Iftwopeoplehavethesamejobandexperience,butnotthesamepay,oneisinoverpaymentequity,andtheotherinunderpayment.EquityTheoryEquityTheoryfocEquityTheoryEquityTheoryfocApplyingEquityTheoryinMultinationalSettingsThreeprinciplesofallocatingrewards,dependingonculturalsettings:EquitynormsprevailinindividualisticculturesEqualitynormsprevailoverequitynormsincollectivistcultures.Theprincipleofneedmayprevailoverequityincertainconditions.ApplyingEquityTheoryinMultApplyingEquityTheoryinMultExhibit14.9:
RewardsfromPeersforContributionstoaStudentGroupProjectExhibit14.9:
RewardsfromPeExhibit14.9:
RewardsfromPeGoalSettingTheoryGoal-SettingTheoryassumesthatpeoplewanttoachievegoals;theexistenceofagoalismotivating.Tomotivate,followtheprinciplesofgoalsetting:Setclearandspecificgoals.Assigndifficultbutachievablegoals.Increaseemployeeacceptanceofgoals.Provideincentivestoachievegoals.Givefeedbackongoalattainment.GoalSettingTheoryGoal-SettinGoalSettingTheoryGoal-SettinApplyingGoal-SettingTheoryinMultinationalSettingsGoal-Settingworkstosomedegree,anywhere.Culturalexpectationsvaryrewhosetsgoals,anditisbettertosetgoalsforgroupsorindividuals.Inindividualisticcultures,settingindividualgoalsmaybemoreeffectivethangroupgoals.Incollectivistcultures,workerswillwanttoparticipateingoal-setting;participationmayhaveagreaterchanceofenhancingworkers’commitmenttothegoal.ApplyingGoal-SettingTheoryiApplyingGoal-SettingTheoryiExhibit14.10:
CulturalEffectsonPerformancebytheDegreeofParticipationinGoalSettingExhibit14.10:
CulturalEffecExhibit14.10:
CulturalEffecReinforcementTheoryReinforcementTheoryfocusesonoperantconditioning,amodelwhichproposesthatbehaviorisafunctionofitsconsequences.Ifapleasurableconsequencefollowscertainbehavior,thebehaviorcontinues.(positivereinforcement)Ifanegativeconsequencefollowscertainbehavior,thebehaviorstops.(negativereinforcement)ReinforcementTheoryReinforcemReinforcementTheoryReinforcemExhibit14.11:
ExamplesofOperant-ConditioningProcessandTypesofConsequencesExhibit14.11:
ExamplesofOpExhibit14.11:
ExamplesofOpApplyingReinforcementTheory
inMultinationalSettingsForobservablebehaviors,mostU.S.studiessuggestthatpositivereinforcementworks.Thedifficultyisinidentifyingappropriaterewardsasreinforcerstoadiversegroup.Thenationalcontextdefinesacceptableandlegitimaterewards.Germany:payandbenefitsnotavailableasrewardsJapan:Publicpraisemaybeembarrassing.ApplyingReinforcementTheoryApplyingReinforcementTheoryKeyPoints
inMultinationalApplicationsofProcess/ReinforcementTheoriesExpectancyTheory:Thekeyistoidentifynationallyappropriaterewardsthathavepositivevalence.EquityTheory:Assessthemeaningandprincipleofequityinthenationalcontext.Goal-settingTheory:Shouldgoalsbegroup/individual?Shouldworkers/leadersparticipateingoalsetting?ReinforcementTheory:Theinstitutionalenvironmentandwhatpeoplevaluewillaffectthetypesofavailablerewardsinasociety.KeyPoints
inMultinationalAKeyPoints
inMultinationalAMotivationandJobDesign:
AU.S.PerspectiveAU.S.approach:TheJob-CharacteristicsModelThemostpopularU.S.approachistheJobCharacteristicsModel:Workismoremotivatingwhenmanagersenrichcorejobcharacteristics,asbyincreasingnumberofskillsajobrequires.MotivationandJobDesign:
AMotivationandJobDesign:
ATheJob-CharacteristicsModelThreecriticalpsychologicalstatesaremotivating:Apersonmustbelievethathisorherjobismeaningful.Apersonmustbelievethatheorsheisresponsibleoraccountablefortheoutcomeofwork.Apersonmustunderstandhowwellheorshehasperformed.TheJob-CharacteristicsModelTTheJob-CharacteristicsModelTCoreCharacteristicsofJob
Thecorejobcharacteristicsthatleadtomotivatingpsychologicalstatesare:SkillvarietyTaskidentityTasksignificanceAutonomyFeedbackCoreCharacteristicsofJob
TCoreCharacteristicsofJob
TExhibit14.12:
AMotivatingJobin
theJob-CharacteristicsModelExhibit14.12:
AMotivatingJExhibit14.12:
AMotivatingJMotivationandJobDesign:
AEuropeanPerspectiveTheSociotechnicalSystems(STS)approachattemptstomeshbothmoderntechnologyandthesocialneedsofworkers,butdoesnotconsiderthemasindividuals.UsesanAutonomousWorkGroup:Ateamorunitthathasnearlycompleteresponsibilityforaparticulartask.TheSTSapproachbuildsintoajobmanyofthesamemotivationaljobcharacteristics,buttheteam’stask,notindividualtasks,becomethefocusofenrichment.MotivationandJobDesign:
AMotivationandJobDesign:
AChoosingJob-EnrichmentTechniques
inMultinationalSettings(1of2)Expertsrecommend:ateamfocusonjobenrichmentincollectivistcultures(Japan)anindividualfocusinindividualisticcultures(US)Inindividualisticcultures,performancedropswiththeuseofteams.SocialLoafing:Peopleexpendlesseffortwhentheyworkingroups.ChoosingJob-EnrichmentTechniChoosingJob-EnrichmentTechniChoosingJob-EnrichmentTechniques
inMultinationalSettings(2of2)WhySocialLoafinginindividualisticcultures?Peopledonotfeelresponsibleforgroupoutcomes.Theybelievethegroupwilltakeuptheslack.Theygivetheirownworkandinterestspriorityoverthoseofthegroup.ChoosingJob-EnrichmentTechniChoosingJob-EnrichmentTechniExhibit14.13:
ComparingthePerformanceofChinese,U.S.,andIsraeliManagersWorkingAloneandinGroupsExhibit14.13:
ComparingtheExhibit14.13:
ComparingtheSummaryMotivatingworkersindiverseculturalsettingsisaconstantchallengeformultinationalmanagers.Chapter14addressesseveralmotivationalissuesandexaminesthedifferencesinhowpeopleviewworkaspects.Chapter14reviewsbasicprocessesandclassictheoriesofmotivation.Eachmultinationalmustfindwaystomotivatetheirworkers,appreciatingsubtletiesinapplyingtheoriestodifferentnations.SummaryMotivatingworkersindSummaryMotivatingworkersind14MotivationinMultinationalCompanies14MotivationinMultinational14MotivationinMultinationalLearningObjectives(1of2)Recognizehowpeoplefromdifferentnationsperceivethebasicfunctionsofworking.Explainhowpeoplefromdifferentnationsviewtheimportanceofworking.Understandhowthenationalcontextaffectsthebasicprocessesofworkmotivation.LearningObjectives(1of2)LearningObjectives(1of2)LeLearningObjectives(2of2)Applycommontheoriesofworkmotivationindifferentnationalcontexts.Designjobsforhighmotivationalpotentialindifferentnationalcultures.LearningObjectives(2of2)LearningObjectives(2of2)LeWorkValuesand
theMeaningofWorkBeforewecanunderstandhowtomotivateorleadpeoplefromdifferentnationalcultures,wemusthavesomeknowledgeaboutwhatworkmeanstopeoplefromdifferentsocieties.Twobasicquestionsmustbeanswered:Howimportantisworkinpeople’slives?Whatdopeoplevalueinwork?WorkValuesand
theMeaningoWorkValuesand
theMeaningoHowImportantisWork
inPeople’sLives?(1of2)WorkCentralityisthedegreeofimportancethatworkhasinthelifeofanindividualatagiventime,ascomparedtootheractivitiessuchasleisureandfamily.Higherlevelsofworkcentralityarecloselycorrelatedwiththeaveragenumberofhoursworkedperweek.Highlevelsofworkcentralitymayleadtodedicatedworkersandeffectiveorganizations.HowImportantisWork
inPeopHowImportantisWork
inPeopHowImportantisWork
inPeople’sLives?(2of2)WorkObligationNormsarethedegreetowhichworkisseenasanobligationordutyinasociety.Thesesocietiesaremorelikelytohaveindividualsadheringtothisnormbyworkinglonger.Manyoftheemergingeconomiesshowveryhighlevelsofworkobligationnorms.HowImportantisWork
inPeopHowImportantisWork
inPeopExhibit14.1:
LevelsofWorkObligationNormsinVariousSocietiesExhibit14.1:
LevelsofWorkExhibit14.1:
LevelsofWorkWhatDoPeopleValue
inWork?(1of3)Twoimportantworkvaluesare:PeoplewithExtrinsicWorkValuesexpressapreferenceforthesecurityaspectofjobssuchasincome,jobsecurity,andlessdemandingwork.ThosewithIntrinsicWorkValuesexpresspreferencesforopennesstochange,thepursuitofautonomy,growth,creativity,andtheuseofinitiativeatwork.WhatDoPeopleValue
inWork?WhatDoPeopleValue
inWork?Exhibit14.2:
Preference:ExtrinsicWorkValuesExhibit14.2:
Preference:ExtExhibit14.2:
Preference:ExtExhibit14.3:
Preference:IntrinsicWorkValuesExhibit14.3:
Preference:IntExhibit14.3:
Preference:IntExhibit14.4:
ImportanceRankingsofWorkCharacteristicsinNineCountriesExhibit14.4:
ImportanceRankExhibit14.4:
ImportanceRankWhatDoPeopleValue
inWork?(2of3)Insomesocieties,workisverycentralandabsorbsmuchofaperson’slife.Allpeoplehopetoreceivecertainbenefitsfromwork.Societiesdifferinthedegreetowhichtheyregardworkasanobligationtosociety.Manyoftheemergingeconomiesthatvalueextrinsicworkvaluessuchasincomeandjobsecurityalsoplacehighvalueonintrinsicworkvalues.WhatDoPeopleValue
inWork?WhatDoPeopleValue
inWork?WhatDoPeopleValue
inWork?(3of3)Thefirstkeytosuccessfulmotivationalstrategiesinmultinationalcompaniesisunderstandingthedifferencesregardinghowpeopleviewthefunctionsofwork,workcentrality,andtheprioritiesgiventodifferentjobcharacteristics.WhatDoPeopleValue
inWork?WhatDoPeopleValue
inWork?TheBasic
Work-MotivationProcess(1of2)Motivationisapsychologicalprocessresultingingoal-directedbehaviorthatsatisfieshumanneedsANeedisafeelingofdeficitorlackingthatallpeopleexperienceatsometime.AGoal-directedBehaviorisonethatpeopleusewiththeintentionofsatisfyinganeed.TheBasic
Work-MotivationProTheBasic
Work-MotivationProTheBasic
Work-MotivationProcess(2of2)Reinforcementmeansthattheconsequencesthatfollowaperson’sbehaviorencouragethepersontocontinuethebehavior.Example:bonuspaytoencouragebehaviorPunishmentmeansthattheconsequencesthatfollowaperson’sbehaviordiscouragethebehavior.Example:dockingpaytodiscouragebehaviorTheBasic
Work-MotivationProTheBasic
Work-MotivationProExhibit14.5:
TheBasicWorkMotivationProcessandtheNationalContextExhibit14.5:
TheBasicWorkExhibit14.5:
TheBasicWorkNationalContext
andWorkMotivationCulturalvalues,norms&supportingsocialinstitutionsinfluencetheprioritythatpeopleattachtowork.Example:Earlyeducationincollectivistsocietiesencouragepeopletodevelopaneedtobelongtogroups.Thenationalcontextinfluencesreactionstogoal-directedbehaviorsatwork.Example:AJapaneseworkerwhobragsabouthisperformancewillbesanctionedbyhisworkgroup.NationalContext
andWorkMotNationalContext
andWorkMotTheoriesofWorkMotivation
intheMultinationalContext
(1of2)Managerscanusework-motivationtheoriestodevelopsystematicapproachestomotivatingemployees.Therearetwobasictypesofmotivationaltheories:TheNeedTheoryassumesthatpeoplearemotivatedtoworkbecausetheirjobssatisfybasicneedsandhigher-levelneeds.TheProcessTheoryassumesthatmotivationarisesfromneedsandvaluescombinedwithanindividual’sbeliefsregardingtheworkenvironment.TheoriesofWorkMotivation
inTheoriesofWorkMotivation
inTheoriesofWorkMotivation
intheMultinationalContext
(2of2)TheNeedTheoriesofmotivationhavethemostinternationalapplication.Therearefourneedtheoriesofmotivation:Maslow’sHierarchyofNeedsERGtheoryMotivator-hygienetheoryAchievementmotivationtheoryTheoriesofWorkMotivation
inTheoriesofWorkMotivation
inExhibit14.6:
NeedTheoriesofMotivationExhibit14.6:
NeedTheoriesoExhibit14.6:
NeedTheoriesoMaslow’sHierarchyofNeeds(1of2)Maslowofferedthemostfamousneedtheory,rankingfivebasictypesofneeds(lowesttohighest):Physiological(food,water,basicsurvival)Security(safety,avoidanceofthreats)Affiliation(beingloved,havingfriends,groups)Esteem(respect,recognitionbyothers,self-worth)Self-actualization(maximizepersonalachievement)Maslow’sHierarchyofNeedsMaslow’sHierarchyofNeedsMaslow’sHierarchyofNeeds(2of2)Peoplefirstseektosatisfylowerneeds,thenhigherones.Oncealowerneedissatisfied,itnolongermotivates.Example:Ifyourbasepayisadequateforsurvival,itnolongerhasmotivationalvalue.Thenothercharacteristicsoftheworksituationbecomemotivational,suchasworkinginteamstomeetaffiliationneeds.Maslow’sHierarchyofNeedsMaslow’sHierarchyofNeedsAlderfer’sERGTheoryAlderfer’ssimplifiedhierarchyofthreeneedsincludesexistenceneeds,relatednessneeds,&growthneeds.InERGtheory,frustrationofaneedmotivatesbehaviortosatisfytheneed.Apersonwhocannotsatisfyahigherneedwillseektosatisfylower-levelneeds.Example:Ifthesatisfactionofgrowthneedsisimpossibleonthejob,relationalneedsbecometheprimemotivator.Alderfer’sERGTheoryAlderfer’Alderfer’sERGTheoryAlderfer’Motivator-HygieneTheoryTheMotivator-HygieneTheoryassumesthatajobhastwocharacteristics:motivatorsandhygienefactors.MotivatingFactorsarethecharacteristicsofjobsthatallowpeopletofulfillhigher-levelneeds.Example:achallengingjobforachievementHygieneFactorsarecharacteristicsofjobsthatallowpeopletofulfilllower-levelneeds.Example:goodbenefitsandworkingconditionsthatsatisfysecurityneeds.Motivator-HygieneTheoryTheMoMotivator-HygieneTheoryTheMoAchievement-MotivationTheoryAchievement-MotivationTheorysuggeststhatonlysomepeople(10%inU.S.)havetheneedtowinincompetitivesituationsortoexceedastandardofexcellence.Highachievement-motivatedpeoplesettheirowngoalsandseekchallengingsituations,butavoidthosethataretoodifficult.Highachieversdesireimmediatefeedbacksothattheyknowhowtheyareperformingateachstep.Achievement-MotivationTheoryAAchievement-MotivationTheoryANeedsandtheNationalContextWorkrelatedneedsmaybe“grouped”inwaysthatmatchbroadgroupsproposedbyNeedtheories.Peoplefromdifferentnationsdonotgivethesameprioritiestotheneedsthatmightbesatisfiedatwork.Evenwithsimilarneeds,theymaynotgivethesamelevelofimportanceofsatisfyingtheseneeds.Multinationalmanagerscanuseneedsatisfactionasamotivationaltooliftheytakeintoaccounttheparticularneedsthatpeopleinthatnationseek.NeedsandtheNationalContextNeedsandtheNationalContextExhibit14.7:RankingsoftheImportanceofJob-RelatedSourcesofNeedSatisfactionforSevenCountriesExhibit14.7:RankingsoftheExhibit14.7:RankingsoftheExhibit14.8:
Hofstede’sDimensionsofNationalCultureandMotivatorsatWorkExhibit14.8:
Hofstede’sDimeExhibit14.8:
Hofstede’sDimeApplyi
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