组织行为学罗宾斯12版本第7章.ppt

Motivation FromConceptstoApplications ChapterSEVEN JobDesignTheory CharacteristicsSkillvarietyTaskidentityTasksignificanceAutonomyFeedback JobCharacteristicsModelIdentifiesfivejobcharacteristicsandtheirrelationshiptopersonalandworkoutcomes JobDesignTheory cont d JobCharacteristicsModelJobswithskillvariety taskidentity tasksignificance autonomy andforwhichfeedbackofresultsisgiven directlyaffectthreepsychologicalstatesofemployees KnowledgeofresultsMeaningfulnessofworkPersonalfeelingsofresponsibilityforresultsIncreasesinthesepsychologicalstatesresultinincreasedmotivation performance andjobsatisfaction CharacteristicsExamplesSkillVarietyHighvarietyTheowner operatorofagaragewhodoeselectricalrepair rebuildsengines doesbodywork andinteractswithcustomersLowvarietyAbodyshopworkerwhosprayspainteighthoursadayTaskIdentityHighidentityAcabinetmakerwhodesignsapieceoffurniture selectsthewood buildstheobject andfinishesittoperfectionLowidentityAworkerinafurniturefactorywhooperatesalathetomaketablelegsTaskSignificanceHighsignificanceNursingthesickinahospitalintensivecareunitLowsignificanceSweepinghospitalfloorsAutonomyHighautonomyAtelephoneinstallerwhoscheduleshisorherownworkfortheday anddecidesonthebesttechniquesforaparticularinstallationLowautonomyAtelephoneoperatorwhomusthandlecallsastheycomeaccordingtoaroutine highlyspecifiedprocedureFeedbackHighfeedbackAnelectronicsfactoryworkerwhoassemblesaradioandthentestsittodetermineifitoperatesproperlyLowfeedbackAnelectronicsfactoryworkerwhoassemblesaradioandthenroutesittoaqualitycontrolinspectorwhotestsandadjustsit ExamplesofHighandLowJobCharacteristics TheJobCharacteristicsModel EXHIBIT7 1 Source J R HackmanandG R Oldham WorkDesign excerptedfrompp 78 80 1980byAddison WesleyPublishingCo Inc ReprintedbypermissionofAddison WesleyLongman Inc JobDesignTheory cont d SkillVarietyThedegreetowhichajobrequiresavarietyofdifferentactivities howmaydifferentskillsareusedinagivenday week month TaskIdentityThedegreetowhichthejobrequirescompletionofawholeandidentifiablepieceofwork frombeginningtoend TaskSignificanceThedegreetowhichthejobhasasubstantialimpactonthelivesorworkofotherpeople JobDesignTheory cont d AutonomyThedegreetowhichthejobprovidessubstantialfreedomanddiscretiontotheindividualinschedulingtheworkandindeterminingtheprocedurestobeusedincarryingitout FeedbackThedegreetowhichcarryingouttheworkactivitiesrequiredbyajobresultsintheindividualobtainingdirectandclearinformationabouttheeffectivenessofhisorherperformance ComputingaMotivatingPotentialScore Peoplewhoworkonjobswithhighcoredimensionsaregenerallymoremotivated satisfied andproductive Jobdimensionsoperatethroughthepsychologicalstatesininfluencingpersonalandworkoutcomevariablesratherthaninfluencingthemdirectly JobDesignandScheduling JobRotationTheperiodicshiftingofaworkerfromonetasktoanother JobEnlargementThehorizontalexpansionofjobs JobEnrichmentTheverticalexpansionofjobs GuidelinesforEnrichingaJob EXHIBIT7 2 Source J R HackmanandJ L Suttle eds ImprovingLifeatWork Glenview IL ScottForesman 1977 p 138 AlternativeWorkArrangements FlextimeEmployeesworkduringacommoncoretimeperiodeachdaybuthavediscretioninformingtheirtotalworkdayfromaflexiblesetofhoursoutsidethecore JobSharingThepracticeofhavingtwoormorepeoplesplita40 hour a weekjob ExampleofaFlextimeSchedule EXHIBIT7 3 AlternativeWorkArrangements cont CategoriesofTelecommutingJobsRoutineinformation handlingtasksMobileactivitiesProfessionalandotherknowledge relatedtasks TelecommutingEmployeesdotheirworkathomeonacomputerthatislinkedtotheiroffice Telecommuting AdvantagesLargerlaborpoolHigherproductivityLessturnoverImprovedmoraleReducedoffice spacecosts Disadvantages Employer LessdirectsupervisionofemployeesDifficulttocoordinateteamworkDifficulttoevaluatenon quantitativeperformance Performance f AxMxO EXHIBIT6 9 Source AdaptedfromM BlumbergandC D Pringle TheMissingOpportunityinOrganizationalResearch SomeImplicationsforaTheoryofWorkPerformance AcademyofManagementReview October1982 p 565 WhatIsEmployeeInvolvement EmployeeInvolvementProgramAparticipativeprocessthatusestheentirecapacityofemployeesandisdesignedtoencourageincreasedcommitmenttotheorganization ssuccess ExamplesofEmployeeInvolvementPrograms ParticipativeManagementAprocessinwhichsubordinatesshareasignificantdegreeofdecision makingpowerwiththeirimmediatesuperiors ExamplesofEmployeeInvolvementPrograms cont d RepresentativeParticipationWorkersparticipateinorganizationaldecisionmakingthroughasmallgroupofrepresentativeemployees WorksCouncilsGroupsofnominatedorelectedemployeeswhomustbeconsultedwhenmanage mentmakesdecisionsinvolvingpersonnel BoardRepresentativeAformofrepresentativeparticipation employeessitonacompany sboardofdirectorsandrepresenttheinterestsofthefirm semployees ExamplesofEmployeeInvolvementPrograms cont d QualityCircleAworkgroupofemployeeswhomeetregularlytodiscusstheirqualityproblems investigatecauses recommendsolutions andtakecorrectiveactions LinkingEIProgramsandMotivationTheories EmployeeInvolvementPrograms TheoryY BelievingEmployeesWanttoBeInvolved Two FactorTheory IntrinsicMotivation ERGTheory EmployeeNeeds RewardingEmployees FourAspects WhattoPay Internalvs externalequity HowtoPay e g Piecerate meritbased bonuses profitsharing gainsharing ESOPs skill basedpay WhatBenefitstoOffer e g Flexiblebenefits HowtoRecognizeEmployees RewardingEmployees VariablePayPrograms VariablePayProgramsAportionofanemployee spayisbasedonsomeindividualand ororganizationmeasureofperformance PieceratepayplansProfitsharingplansGainsharingplans VariablePayPrograms cont d ProfitSharingPlansOrganization wideprogramsthatdistributecompensationbasedonsomeestablishedformuladesignedaroundacompany sprofitability GainSharingAnincentiveplaninwhichimprovementsingroupproductivitydeterminethetotalamountofmoneythatisallocated PieceRatePayPlansWorkersarepaidafixedsumforeachunitofproductioncompleted RewardingEmployees EmployeeStockOwnershipPlans ESOPs Company establishedbenefitplansinwhichemployeesacquirestockaspartoftheirbenefits Skill basedPayPlans BenefitsofSkill basedPayPlans ProvidesstaffingflexibilityFacilitatescommunicationacrosstheorganizationLessens protectionofterritory behaviorsMeetstheneedsofemployeesforadvancement withoutpromotion Leadstoperformanceimprovements Paylevelsarebasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando Skill basedPayPlans cont d DrawbacksofSkill basedPayPlans LackofadditionallearningopportunitiesthatwillincreaseemployeepayContinuingtopayemployeesforskillsthathavebecomeobsoletePayingforskillsthatareofnoimmediateusetotheorganizationPayingforaskill notforthelevelofemployeeperformancefortheparticularskill LinkingSkill basedPlansandMotivationTheories Skill basedPayPlans ReinforcementTheory EquityTheory ERGTheory Growth McClelland sNeedforAchievement FlexibleBenefits FlexibleSpendingPlansAllowemployeestousetheirtax freebenefitdollarstopurchasebenefitsandpayservicepremiums ModularPlansPredesignedbenefitspackagesforspecificgroupsofemployees Core PlusPlansAcoreofessentialbenefitsandamenu likeselectionofotherbenefitoptions Employeestailortheirbenefitprogramtomeettheirpersonalneedbypickingandchoosingfromamenuofbenefitoptions EmployeeRecognitionPrograms Intrinsicrewards StimulateIntrinsicMotivationPersonalattentiongiventoemployeeApprovalandappreciationforajobwelldoneGrowinginpopularityandusageBenefitsofProgramsFulfillemployees desireforrecognitionInexpensivetoimplementEncouragesrepetitionofdesiredbehav