组织行为学罗宾斯12版本第6章

•Cognitive Evaluation Theory
•Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation
needs
Social
Safety
PPT文档演模板
Physiological
•E X H I B I T 6–1
组织行为学罗宾斯12版本第6章
Assumptions of Maslow’s Hierarchy
•Movement Up the Pyramid
•Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied.
•Factors characterizing events on the job that led to extreme job satisfaction
•Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright © 1987 by the President and Fellows of Harvard College: All rights reserved.
•Salary
•Work Conditions
•Company Policies
Separate Constructs
– Hygiene Factors— Extrinsic and Related to
Dissatisfaction
– Motivation Factors— Intrinsic and Related to
but once reading is
assigned to you for a
grade, you don’t want
to do it!
PPT文档演模板
组织行为学罗宾斯12版本第6章
•What Would Herzberg Say? What Would Maslow Say?
PPT文档演模板
PPT文档演模板
组织行为学罗宾斯12版本第6章
Herzberg’s Two-Factor Theory
Bottom Line: Satisfaction and dissatisfaction are not opposites of the same thing!
•Hygiene Factors
•Need for Power
•The need to make others behave in a way that they would not have behaved otherwise
•Bottom Line
•Individuals have different levels of needs in each of these areas,
•Needs that are satisfied
•Needs that are satisfied
externally; physiological
internally; social, esteem,
and safety needs
Self
and self-actualization
Esteem
PPT文档演模板
组织行为学罗宾斯12版本第6章
Self-Efficacy
•An individual’s feeling that s/he can complete a task (e.g. “I know I can!”)
•Theory X
•Managers See Workers as…
•Having Little Ambition •Disliking Work
•Avoiding Responsibility
•Theory Y • Managers See Workers as…
•Self-Directed •Enjoying Work •Accepting Responsibility
•Individuals therefore must move up the hierarchy in order.
• Maslow Application • A homeless person • will not be motivated to • meditate!
PPT文档演模板
组织行为学罗宾斯12版本第6章
PPT文档演模板
组织行为学罗宾斯12版本第6章
What Is MBO?
•Management by Objectives (MBO)
•A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
• Key Elements
1. Goal specificity 2. Participative decision making 3. An explicit time period 4. Performance feedback
PPT文档演模板
组织行为学罗宾斯12版本第6章
Cascading of Objectives
•Need for Achievement
•The drive to excel, to achieve in relation to a set of standards, to strive to succeed
•Need for Affiliation
•The desire for friendly and close personal relationships
Satisfaction
•Motivators
•Achievement •Responsibility •Growth
PPT文档演模板
组织行为学罗宾斯12版本第6章
Comparison of Satisfiers and Dissatisfiers
•Factors characterizing events on the job that led to extreme job dissatisfaction
组织行为学罗宾斯12版 本第6章
PPT文档演模板
2020/11/30
组织行为学罗宾斯12版本第6章
•What Is Motivation? •Direction
•Intensity •Persistence
PPT文档演模板
组织行为学罗宾斯12版本第6章
What Is Motivation?
•Motivation
•But, the relationship between goals and performance will depend on: •Goal commitment
–“I want to do it & I can do it” •Task characteristics (simple, well-learned) •National culture
and those levels will drive their behavior.
PPT文档演模板
组织行为学罗宾斯12版本第6章
Matching High Achievers and Jobs
PPT文档演模板
•E X H I B I T 6–4
组织行为学罗宾斯12版本第6章
Cognitive Evaluation Theory
•E X H I B I T 6–5
组织行为学罗宾斯12版本第6章
Goal-Setting Theory (Edwin Locke)
•Basic Premise: That specific and difficult goals, with
self-generated feedback, lead to higher performance.
PPT文档演模板
•E X H I B I T 6–1
组织行为学罗宾斯12版本第6章
Linking MBO and Goal-Setting Theory
• •Goal Specificity •Goal Difficulty •Feedback •Participation
MBO Yes Yes Yes Yes
PPT文档演模板
•E X H I B I T 6–2
组织行为学罗宾斯12版本第6章
Contrasting Views of Satisfaction and Dissatisfaction
PPT文档演模板
•E X H I B I T 6–3
组织行为学罗宾斯12版本第6章
David McClelland’s Theory of Needs
PPT文档演模板
组织行为学罗宾斯12版本第6章
Hierarchy of Needs Theory (Maslow)
•Hierarchy of Needs Theory
•There is a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.
Goal-Setting Theory Yes Yes Yes No
(qualified)
PPT文档演模板
组织行为学罗宾斯12版本第6章
Why MBOs Fail
Ø Unrealistic expectations about MBO results Ø Lack of commitment by top management Ø Failure to allocate reward properly Ø Cultural incompatibilities
•The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal
• Key Elements 1. Intensity: How hard a person tries 2. Direction: Toward beneficial goal 3. Persistence: How long a person tries
•The theory may be relevant only to
Βιβλιοθήκη Baidu
jobs that are neither extremely dull nor extremely interesting.
•Hint: For this theory, think about how fun it is
to read in the summer,
PPT文档演模板
组织行为学罗宾斯12版本第6章
Goal Setting in Action: MBO Programs
• Management By Objectives Programs
• Company wide goals and objectives • Goals aligned at all levels • Based on Goal Setting Theory
PPT文档演模板
•Self-Actualization •The drive to become what one is capable of becoming
组织行为学罗宾斯12版本第6章
Maslow’s Hierarchy of Needs
•Lower-Order Needs
•Higher-Order Needs