Motivating_Employees_Chapter16_激励雇员_PPT

Subordinates • Status • Security
Extremely Dissatisfied
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Contrasting Views of Satisfaction–Dissatisfaction
Satisfied
Traditional View
Dissatisfied
Herzberg’s View
Job enrichment
Job depth Increasing responsibility and autonomy (depth) in a job
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Designing Motivating Jobs
Job Characteristics Model (JCM)
A framework for designing motivating jobs Five primary job characteristics:
Motivators
Hygiene Factors
Satisfaction
No Satisfaction
No Dissatisfaction
Dissatisfaction
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Contemporary Theories: 3 Needs
Contemporary Theories: Reinforcement Theory
Maslow’s Hierarchy of Needs Theory
Needs were categorized as five levels
Satisfy lower-order needs before they can satisfy higher order needs
Satisfied needs do not motivate Know what level each person is on
Extremely Satisfied
Neutral
Hygiene Factors
• Supervision • Company Policy • Relationship with
Supervisor • Working Conditions • Salary • Relationship with Peers • Personal Life • Relationship with
Suggested Action Combine tasks Form natural w ork units Establish client relationships Load vertically Open f eedback channels
Core Job Dimension Skill variety Task identity Task signif icance A utonomy Feedbac k
SelfActualization
Esteem 尊敬 Social 社会的 Safety 安全 Physiological 生理
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Early Theories of Motivation (cont’d)
McGregor’s Theory X and Theory Y
Theory X
Employees have little ambition, dislike work, avoid responsibility, and require close supervision
LEARNING OUTLINE
Contemporary Theories
Three Needs Goal-Setting Reinforcement Designing Motivating Jobs Equity Expectancy
LEARNING OUTLINE
Chapter 16
Motivating Employees
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
What Is Motivation?
Define motivation. Explain motivation as a need-satisfying process.
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LEARNING OUTLINE
Early Theories
Maslow hierarchy of needs
Describe the five levels
McGregor’s X&Y Herzberg’s Two-Factors
views of satisfaction and dissatisfaction
If the ratios are perceived as unequal, inequity exists and the person feels under- or over-rewarded
When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice)
have? 5. Feedback: do workers know how well they are doing?
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Job Characteristics Model
Core Job Dimensions Skill Variety Task Identity Task Significance
The opposite of satisfaction is not dissatisfaction, but rather no satisfaction
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Herzberg’s Two-Factors Theory
Motivators • Achievement • Recognition • Work • Responsibility • Advancement • Growth
Hierarchy of needs
Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-
actualization
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Maslow’s Hierarchy of Needs 自我实现
Autonomy
Feedback
Critical Psychological States
Experienced meaningfulness of the work
Experienced responsibility for outcomes of the work
Knowledge of the actual results of the work activities
Motivators: intrinsic 固有 (psychological) factors that create job satisfaction
Attempted to explain why job satisfaction 满意 does not result in increased performance
Current Issues in Motivation
Describe the cross-cultural challenges of motivation. Discuss the challenges managers face in motivating
unique groups of employees. Describe open-book management and employeeompare their inputs-outcomes ratio比
with others and correct the inequity 不公平
Outcomes 产出/ inputs 投入
If the ratios are perceived as equal then a state of equity公平 (fairness) exists
Changing organizational environment/structure The organization’s technology Employees’ skills, abilities, and preferences
Job enlargement
Increasing the scope (number of tasks) in a job
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The Motivation Process
Unsatisfied Need
Tension
Effort
Satisfied Need Tension Reduction
• Intensity • Direction • Persistence
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Early Theories of Motivation
Theory Y
Employees can exercise self-direction, desire responsibility, and like to work
Motivation is maximized by participative decision making, interesting jobs, and good group relations
Effort or effort: a measure of intensity or drive Direction: toward organizational goals Need: personalized reason to exert effort
Motivation works best when individual needs are compatible with organizational goals
Personal and Work Outcomes
High Internal Work Motivation
High-Quality Work Performance
High Satisfaction with the Work
Low Absenteeism and Turnover
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Guidelines for Job Redesign
1. Skill variety: how many skills and talents are needed? 2. Task identity: does the job produce a complete work? 3. Task significance: how important is the job? 4. Autonomy: how much independence does the jobholder
1. Positively reinforce good behaviour 2. Ignore bad behaviour
Contemporary Theories: Designing Motivating Jobs
Job Design
Factors influencing job design:
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Early Theories of Motivation
Herzberg’s Motivation-hygiene Theory
Hygiene factors: extrinsic (environmental) factors that create job dissatisfaction
recognition, pay-for-performance, and stock option programs.
From Theory To Practice: Suggestions
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What Is Motivation?
Motivation
Getting employees energized, directed, and sustained towards reaching the goal