组织行为学 罗宾斯 12版本 第6章ppt课件

1、MotivationConceptsChapter SIX What Is Motivation?DirectionPersistenceIntensityKey ElementsIntensity: How hard a person triesDirection: Toward beneficial goalPersistence: How long a person triesMotivationThe processes that account for an individuals intensity, direction, and persistence of effort tow

2、ard attaining a goalWhat Is Motivation? Hierarchy of Needs Theory (Maslow)Hierarchy of Needs TheoryThere is a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.Self-ActualizationThe drive to

3、 become what one is capable of becomingMaslows Hierarchy of NeedsE X H I B I T 61Lower-Order NeedsNeeds that are satisfied externally; physiological and safety needsHigher-Order NeedsNeeds that are satisfied internally; social, esteem, and self-actualization needsSelfEsteemSocialSafetyPhysiologicalA

4、ssumptions of Maslows HierarchyMovement Up the PyramidIndividuals cannot move to the next higher level until all needs at the current (lower) level are satisfied. Maslow ApplicationA homeless person will not be motivated tomeditate!Individuals therefore must move up the hierarchy in order.Theory XMa

5、nagers See Workers asDisliking WorkAvoiding ResponsibilityHaving Little AmbitionTheory Y Managers See Workers asEnjoying WorkAccepting ResponsibilitySelf-DirectedHerzbergs Two-Factor TheoryBottom Line: Satisfaction and dissatisfaction are not opposites of the same thing! Separate ConstructsHygiene F

6、actorsExtrinsic and Related to DissatisfactionMotivation FactorsIntrinsic and Related to SatisfactionHygiene FactorsSalaryWork ConditionsCompany PoliciesMotivators AchievementResponsibilityGrowthComparison of Satisfiers and DissatisfiersFactors characterizing events on the job that led to extreme jo

7、b dissatisfactionFactors characterizing events on the job that led to extreme job satisfactionE X H I B I T 62Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, SeptemberOctober 1987. Copyright 1987 by the

8、President and Fellows of Harvard College: All rights reserved.Contrasting Views of Satisfaction and DissatisfactionE X H I B I T 63David McClellands Theory of NeedsNeed for AchievementThe drive to excel, to achieve in relation to a set of standards, to strive to succeedNeed for AffiliationThe desire

9、 for friendly and close personal relationshipsNeed for PowerThe need to make others behave in a way that they would not have behaved otherwiseBottom Line Individuals have different levels of needs in each of these areas, and those levels will drive their behavior. Matching High Achievers and JobsE X

10、 H I B I T 64Cognitive Evaluation TheoryCognitive Evaluation TheoryProviding an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivationThe theory may be relevant only to jobs that are neither extremely dull nor extremely i

11、nteresting.Hint: For this theory, think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you dont want to do it!E X H I B I T 65What Would Herzberg Say? What Would Maslow Say? Goal-Setting Theory (Edwin Locke)Basic Premise: That specific and difficult goals

12、, with self-generated feedback, lead to higher performance.But, the relationship between goals and performance will depend on: Goal commitment“I want to do it & I can do itTask characteristics (simple, well-learned)National cultureGoal Setting in Action: MBO ProgramsManagement By Objectives Programs

13、Company wide goals and objectivesGoals aligned at all levelsBased on Goal Setting TheoryWhat Is MBO?Key ElementsGoal specificityParticipative decision makingAn explicit time periodPerformance feedbackManagement by Objectives (MBO)A program that encompasses specific goals, participatively set, for an

14、 explicit time period, with feedback on goal progressCascading of ObjectivesE X H I B I T 61Linking MBO and Goal-Setting TheoryMBO Goal-Setting TheoryGoal SpecificityYesYesGoal DifficultyYesYesFeedbackYesYesParticipationYesNo(qualified)Why MBOs FailUnrealistic expectations about MBO resultsLack of c

15、ommitment by top managementFailure to allocate reward properlyCultural incompatibilitiesSelf-EfficacySelf-esteem, which is: Individuals degree of liking or disliking themselves An individuals feeling that s/he can complete a task (e.g. “I know I can!)Enhances probability that goals will be achievedN

16、ot to be confused with: Self-Efficacy and Goal Setting Four Ways of Increasing Self-efficacy (Bandura)Enactive Mastery Vicarious ModelingVerbal PersuasionArousalNote: Basic Premise/Mechanism of Pygmalion and Galatea EffectsReinforcement TheoryAssumptions: Behavior is environmentally caused. Behavior

17、 can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.Argues that behavior is a function of its consequencesEquity TheoryReferent Comparisons:Self-insideSelf-outsideOther-insideOther-outsideEquity TheoryIndividuals compare their job inputs an

18、d outcomes with those of others and then respond to eliminate any inequitiesEquity Theory (contd)E X H I B I T 68Equity Theory (contd)Choices for dealing with inequity:Change inputs (slack off)Change outcomes (increase output)Distort/change perceptions of selfDistort/change perceptions of othersChoo

19、se a different referent personLeave the field (quit the job)Equity Theory (contd)Propositions relating to inequitable pay:Overrewarded hourly employees produce more than equitably rewarded employees.Overrewarded piece-work employees produce less, but do higher quality piece work.Underrewarded hourly

20、 employees produce lower quality work.Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees.Justice and Equity TheoryDistributive JusticePerceived fairness of the outcome (the final distribution) “Who got what?Procedural JusticePerceived fair

21、ness of the process used to determine the outcome (the final distribution) “How was who gets what decided?Interactional JusticeThe degree to which one is treated with dignity and respect.“Was I treated well? Three Types of Justice Ethical Values and Behaviors of LeadersBottom LineAll three links bet

22、ween the boxes must be intact or motivation will not occur. Thus, Individuals must feel that if they try, they can perform andIf they perform, they will be rewarded andWhen they are rewarded, the reward will be something they care about. Expectancy TheoryElizabeths boss starts out the day each morning saying, “Bet you wish you didnt have to be here, huh? Knowing this, which theory gives us insight as to why Elizabeth may not be motivated at work? Ch