Contemprory现代激励理论
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• Underrewarded states cause anger • Overrewarded states cause guilt
– Tension motivates people to act to bring their situation into equity
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
– – – – Focus and direct attention Energize the person to work harder Difficulty increases persistence Force people to be more effective and efficient
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7-11
Cognitive Evaluation Theory
Proposes that the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation Verbal（口头的） rewards increase intrinsic motivation, while tangible（有形的） rewards undermine（破坏） it
– The degree to which organizational rewards satisfy an individual’s goals or needs and the attractiveness of potential rewards for the individual.
Overview of Expectancy Theory
7-5
Equity Theory
Equity Theory’s “Relevant Others”
Can be four different situations:
– Self-Inside
• The person’s experience in a different job in the same organization
Employee behaviors to create equity:
– – – – – – Change inputs (slack off懈怠) Change outcomes (increase output) Distort/change perceptions of self Distort/change perceptions of others Choose a different referent person Leave the field (quit the job)
Propositions relating to inequitable pay:
– Paid by time:
• Overrewarded employees produce more • Underrewarded employees produce less with low quality
Effort
Performance
Reward
Expectancy
X
Approaches
X
VaΒιβλιοθήκη Baiduue of reward
MOTIVATION
Abilities and traits Role perceptions and opportunities
JOB PERFORMANCE
Adams’ Equity Theory
Bill’s outcomes ($25,000/year) Bill’s inputs (40 hours/week)
Bill feels angry
Andy feels guilty
EQUITABLE RELATIONSHIP
Andy is equitably paid compared to Bill Andy’s outcomes ($30,000/year) Andy’s inputs Andy feels (40 hour/week) satisfied
Expectancy of performance success Approaches of success in getting reward Valuation of the reward in employee’s eyes
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
– Paid by quality:
• Overrewarded employees give higher quality • Underrewarded employees make more of low quality
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7-8
Robbins & Judge
Organizational Behavior
13th Edition
Contemporary Motivation Theories
Copyright © 2015 Pearson Education, Inc. publishing as Prentice Hall
7-2
Expectancy Theory Relationships
Effort–Performance Relationship
– The probability that exerting a given amount of effort will lead to performance.
The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual.
Organizatio nal Justice
Overall perception of what is fair in the workplace.
7-9
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Equity Theory: A Summary and Example
5-12
Locke’s Goal-Setting Theory
Basic Premise（前提）:
– That specific and difficult goals, with self-generated feedback, lead to higher performance
Difficult Goals:
– Self-Outside
• The person’s experience in a different job in a different organization
– Other-Inside
• Another individual or group within the organization
Reinforcement Theory Equity Theory Expectancy Theory
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7-1
Vroom’s Expectancy Theory
Performance–Reward Relationship
– The belief that performing at a particular level will lead to the attainment of a desired outcome.
Rewards–Personal Goals Relationship
Bill is equitably paid compared to Andy Bill’s outcomes ($30,000/year) Bill’s inputs (40 hours/week)
Bill feels satisfied
Reinforcement Theory
Similar to Goal-Setting Theory, but focused on a behavioral approach rather than a cognitive one – Behavior is environmentally caused – Thought (internal cognitive event) is not important • Feelings, attitudes, and expectations are ignored – Behavior is controlled by its consequences – reinforcers – Is not a motivational theory but a means of analysis of behavior – Reinforcement strongly influences behavior but is not likely to be the sole cause
INEQUITABLE RELATIONSHIP
Andy is overpaid compared to Bill Andy’s outcomes ($30,000/year) Andy’s inputs (40 hour/week) Bill is underpaid compared to Andy
Justice and Equity Theory
Procedural （程序） Justice
Distributive （分配） Justice
• Fairness of outcome • Fairness of outcome process
Interactional Justice
• Being treated with dignity and respect
Employees compare their ratios of outcomes-to-inputs of relevant others.
– When ratios are equal: state of equity exists – there is no tension as the situation is considered fair – When ratios are unequal: tension exists due to unfairness
Contemporary Theories of Motivation
Cognitive Evaluation Theory Goal-Setting Theory
– Management by Objectives (MBO)
Self-Efficacy Theory
– Also known as Social Cognitive Theory or Social Learning Theory
– Other-Outside
• Another individual or group outside of the organization
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7-7
Reactions to Inequity
– Tension motivates people to act to bring their situation into equity
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
– – – – Focus and direct attention Energize the person to work harder Difficulty increases persistence Force people to be more effective and efficient
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7-11
Cognitive Evaluation Theory
Proposes that the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation Verbal（口头的） rewards increase intrinsic motivation, while tangible（有形的） rewards undermine（破坏） it
– The degree to which organizational rewards satisfy an individual’s goals or needs and the attractiveness of potential rewards for the individual.
Overview of Expectancy Theory
7-5
Equity Theory
Equity Theory’s “Relevant Others”
Can be four different situations:
– Self-Inside
• The person’s experience in a different job in the same organization
Employee behaviors to create equity:
– – – – – – Change inputs (slack off懈怠) Change outcomes (increase output) Distort/change perceptions of self Distort/change perceptions of others Choose a different referent person Leave the field (quit the job)
Propositions relating to inequitable pay:
– Paid by time:
• Overrewarded employees produce more • Underrewarded employees produce less with low quality
Effort
Performance
Reward
Expectancy
X
Approaches
X
VaΒιβλιοθήκη Baiduue of reward
MOTIVATION
Abilities and traits Role perceptions and opportunities
JOB PERFORMANCE
Adams’ Equity Theory
Bill’s outcomes ($25,000/year) Bill’s inputs (40 hours/week)
Bill feels angry
Andy feels guilty
EQUITABLE RELATIONSHIP
Andy is equitably paid compared to Bill Andy’s outcomes ($30,000/year) Andy’s inputs Andy feels (40 hour/week) satisfied
Expectancy of performance success Approaches of success in getting reward Valuation of the reward in employee’s eyes
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
– Paid by quality:
• Overrewarded employees give higher quality • Underrewarded employees make more of low quality
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7-8
Robbins & Judge
Organizational Behavior
13th Edition
Contemporary Motivation Theories
Copyright © 2015 Pearson Education, Inc. publishing as Prentice Hall
7-2
Expectancy Theory Relationships
Effort–Performance Relationship
– The probability that exerting a given amount of effort will lead to performance.
The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual.
Organizatio nal Justice
Overall perception of what is fair in the workplace.
7-9
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Equity Theory: A Summary and Example
5-12
Locke’s Goal-Setting Theory
Basic Premise（前提）:
– That specific and difficult goals, with self-generated feedback, lead to higher performance
Difficult Goals:
– Self-Outside
• The person’s experience in a different job in a different organization
– Other-Inside
• Another individual or group within the organization
Reinforcement Theory Equity Theory Expectancy Theory
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7-1
Vroom’s Expectancy Theory
Performance–Reward Relationship
– The belief that performing at a particular level will lead to the attainment of a desired outcome.
Rewards–Personal Goals Relationship
Bill is equitably paid compared to Andy Bill’s outcomes ($30,000/year) Bill’s inputs (40 hours/week)
Bill feels satisfied
Reinforcement Theory
Similar to Goal-Setting Theory, but focused on a behavioral approach rather than a cognitive one – Behavior is environmentally caused – Thought (internal cognitive event) is not important • Feelings, attitudes, and expectations are ignored – Behavior is controlled by its consequences – reinforcers – Is not a motivational theory but a means of analysis of behavior – Reinforcement strongly influences behavior but is not likely to be the sole cause
INEQUITABLE RELATIONSHIP
Andy is overpaid compared to Bill Andy’s outcomes ($30,000/year) Andy’s inputs (40 hour/week) Bill is underpaid compared to Andy
Justice and Equity Theory
Procedural （程序） Justice
Distributive （分配） Justice
• Fairness of outcome • Fairness of outcome process
Interactional Justice
• Being treated with dignity and respect
Employees compare their ratios of outcomes-to-inputs of relevant others.
– When ratios are equal: state of equity exists – there is no tension as the situation is considered fair – When ratios are unequal: tension exists due to unfairness
Contemporary Theories of Motivation
Cognitive Evaluation Theory Goal-Setting Theory
– Management by Objectives (MBO)
Self-Efficacy Theory
– Also known as Social Cognitive Theory or Social Learning Theory
– Other-Outside
• Another individual or group outside of the organization
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7-7
Reactions to Inequity