组织行为学第五讲 动机：从概念到运用课件

Motivation:FromConceptstoApplicationsChapter

FIVE

Motivation:FromConceptstoA1

1.GoalSettinginAction:MBOPrograms

ManagementByObjectivesProgramsCompanywidegoals&objectivesGoalsalignedatalllevelsBasedonGoalSettingTheory

1.GoalSettinginAction:MBO2WhatisMBO?KeyElementsGoalspecificityParticipativedecisionmakingAnexplicittimeperiodPerformancefeedbackManagementbyObjectives(MBO)Aprogramthatencompassesspecificgoals,participativelyset,foranexplicittimeperiod,withfeedbackongoalprogress.WhatisMBO?KeyElementsManage3CascadingofObjectivesCascadingofObjectives4LinkingMBOandGoal-SettingTheory

MBO

Goal-SettingTheoryGoalSpecificity Yes

YesGoalDifficulty Yes

YesFeedback Yes

YesParticipation Yes

No

(qualified)LinkingMBOandGoal-SettingT5WhyMBOsFailUnrealisticexpectationsaboutMBOresultsLackofcommitmentbytopmanagementFailuretoallocaterewardproperlyCulturalincompatibilitiesWhyMBOsFailUnrealisticexpec6Self-EfficacySelfEsteem,whichis….Individuals’degreeoflikingordislikingthemselves.Anindividual’sfeelingthats/hecancompleteatask(e.g.“IknowIcan!”)EnhancesprobabilitythatgoalswillbeachievedNottobeconfusedwith:Self-EfficacySelfEsteem,whic7Self-EfficacyandGoalSettingSelf-EfficacyandGoalSettin8FourWaysofIncreasingSelfEfficacy(Bandura)EnactiveMasteryVicariousModelingVerbalPersuasionArousalNote:BasicPremise/MechanismofPygmalionEffectsFourWaysofIncreasingSelfE92.EmployeeInvolvementProgramWhatisEmployeeInvolvement?Aparticipativeprocessthatusestheentirecapacityofemployeesandisdesignedtoencourageincreasedcommitmenttotheorganization’ssuccess.2.EmployeeInvolvementProgram10ExamplesofEmployeeInvolvementProgramsParticipativeManagementAprocessinwhichsubordinatesshareasignificantdegreeofdecision-makingpowerwiththeirimmediatesuperiors.ExamplesofEmployeeInvolveme11组织行为学第五讲动机：从概念到运用12ExamplesofEmployeeInvolvementPrograms(cont’d)QualityCircleAworkgroupofemployeeswhomeetregularlytodiscusstheirqualityproblems,investigatecauses,recommendsolutions,andtakecorrectiveactions.ExamplesofEmployeeInvolveme13ProblemselectionDecisionProblemidentificationProblemreviewSolutions

recommendedSolution

reviewProblemDecisionProblemProblemS14EmployeeStockOwnershipPlans(ESOPs)Company-establishedbenefitplansinwhichemployeesacquirestockaspartoftheirbenefits.EmployeeStockOwnershipPlans15LinkingEIProgramsandMotivationTheoriesEmployeeInvolvementProgramsTheoryY

(Believingemployeeswanttobeinvolved)Two-FactorTheory

(IntrinsicMotivation)ERGTheory

(Employee

Needs)LinkingEIProgramsandMotiva16RewardingEmployees:FourAspectsWhattoPay(Internalvs.externalequity)HowtoPay(e.gPiecerate,meritbased,bonuses,profitsharing,gainsharing,ESOPs，skill-basedpay)WhatBenefitstoOffer(e.g.,Flexiblebenefits)HowtoRecognizeEmployeesRewardingEmployees:FourAspe17RewardingEmployees:VariablePayProgramsVariablePayProgramsAportionofanemployee’spayisbasedonsomeindividualand/ororganizationmeasureofperformance.PieceratepayplansProfitsharingplansGainsharingplans RewardingEmployees:Variable18VariablePayPrograms(cont’d)Profit-SharingPlansOrganizationwideprogramsthatdistributecompensationbasedonsomeestablishedformuladesignedaroundacompany’sprofitability.GainSharingAnincentiveplaninwhichimprovementsingroupproductivitydeterminethetotalamountofmoneythatisallocated.Piece-ratePayPlansWorkersarepaidafixedsumforeachunitofproductioncompleted.VariablePayPrograms(cont’d)19Skill-BasedPayPlansBenefitsofSkill-basedPayPlans:Providesstaffingflexibility.Facilitatescommunicationacrosstheorganization.Lessens“protectionofterritory”behaviors.Meetstheneedsofemployeesforadvancement(withoutpromotion).Leadstoperformanceimprovements.Paylevelsarebasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando.Skill-BasedPayPlansBenefits20Skill-BasedPayPlans(cont’d)DrawbacksofSkill-basedPayPlans:Lackofadditionallearningopportunitiesthatwillincreaseemployeepay.Continuingtopayemployeesforskillsthathavebecomeobsolete.Payingforskillswhichareofnoimmediateusetotheorganization.Payingforaskill,notforthelevelofemployeeperformancefortheparticularskill.Skill-BasedPayPlans(cont’d)21LinkingSkill-basedPlansandMotivationTheoriesSkillBasedPayPlansReinforcementTheoryEquityTheory

ERGTheory(Growth)McClelland’sNeedforAchievementLinkingSkill-basedPlansand22FlexibleBenefitsFlexibleSpendingPlans:allowemployeestousetheirtax-freebenefitdollarstopurchasebenefitsandpayservicepremiums.ModularPlans:predesignedbenefitspackagesforspecificgroupsofemployees.Core-PlusPlans:

acoreofessentialbenefitsandamenu-likeselectionofotherbenefitoptions.Employeestailortheirbenefitprogramtomeettheirpersonalneedbypickingandchoosingfromamenuofbenefitoptions.FlexibleBenefitsFlexibleSpen23EmployeeRecognitionProgramsIntrinsicrewards:stimulateintrinsicmotivationPersonalattentiongiventoemployeeApproval&appreciationforajobwelldoneGrowinginpopularityandusageBenefitsofprogramsFulfillemployees’desireforrecognitionInexpensivetoimplementEncouragesrepetitionofdesiredbehaviorsDrawbacksofprogramsSusceptibletomanipulationbymanagementEmployeeRecognitionProgramsI24ImplicationsforManagersInOrdertoMotivateEmployeesRecognizeindividualdifferences.Usegoalsandfeedback.Allowemployeestoparticipateindecisionsthataffectthem.Linkrewardstoperformance.Checkthesystemforequity.ImplicationsforManagersInOr25Motivation:FromConceptstoApplicationsChapter

FIVE

Motivation:FromConceptstoA26

1.GoalSettinginAction:MBOPrograms

ManagementByObjectivesProgramsCompanywidegoals&objectivesGoalsalignedatalllevelsBasedonGoalSettingTheory

1.GoalSettinginAction:MBO27WhatisMBO?KeyElementsGoalspecificityParticipativedecisionmakingAnexplicittimeperiodPerformancefeedbackManagementbyObjectives(MBO)Aprogramthatencompassesspecificgoals,participativelyset,foranexplicittimeperiod,withfeedbackongoalprogress.WhatisMBO?KeyElementsManage28CascadingofObjectivesCascadingofObjectives29LinkingMBOandGoal-SettingTheory

MBO

Goal-SettingTheoryGoalSpecificity Yes

YesGoalDifficulty Yes

YesFeedback Yes

YesParticipation Yes

No

(qualified)LinkingMBOandGoal-SettingT30WhyMBOsFailUnrealisticexpectationsaboutMBOresultsLackofcommitmentbytopmanagementFailuretoallocaterewardproperlyCulturalincompatibilitiesWhyMBOsFailUnrealisticexpec31Self-EfficacySelfEsteem,whichis….Individuals’degreeoflikingordislikingthemselves.Anindividual’sfeelingthats/hecancompleteatask(e.g.“IknowIcan!”)EnhancesprobabilitythatgoalswillbeachievedNottobeconfusedwith:Self-EfficacySelfEsteem,whic32Self-EfficacyandGoalSettingSelf-EfficacyandGoalSettin33FourWaysofIncreasingSelfEfficacy(Bandura)EnactiveMasteryVicariousModelingVerbalPersuasionArousalNote:BasicPremise/MechanismofPygmalionEffectsFourWaysofIncreasingSelfE342.EmployeeInvolvementProgramWhatisEmployeeInvolvement?Aparticipativeprocessthatusestheentirecapacityofemployeesandisdesignedtoencourageincreasedcommitmenttotheorganization’ssuccess.2.EmployeeInvolvementProgram35ExamplesofEmployeeInvolvementProgramsParticipativeManagementAprocessinwhichsubordinatesshareasignificantdegreeofdecision-makingpowerwiththeirimmediatesuperiors.ExamplesofEmployeeInvolveme36组织行为学第五讲动机：从概念到运用37ExamplesofEmployeeInvolvementPrograms(cont’d)QualityCircleAworkgroupofemployeeswhomeetregularlytodiscusstheirqualityproblems,investigatecauses,recommendsolutions,andtakecorrectiveactions.ExamplesofEmployeeInvolveme38ProblemselectionDecisionProblemidentificationProblemreviewSolutions

recommendedSolution

reviewProblemDecisionProblemProblemS39EmployeeStockOwnershipPlans(ESOPs)Company-establishedbenefitplansinwhichemployeesacquirestockaspartoftheirbenefits.EmployeeStockOwnershipPlans40LinkingEIProgramsandMotivationTheoriesEmployeeInvolvementProgramsTheoryY

(Believingemployeeswanttobeinvolved)Two-FactorTheory

(IntrinsicMotivation)ERGTheory

(Employee

Needs)LinkingEIProgramsandMotiva41RewardingEmployees:FourAspectsWhattoPay(Internalvs.externalequity)HowtoPay(e.gPiecerate,meritbased,bonuses,profitsharing,gainsharing,ESOPs，skill-basedpay)WhatBenefitstoOffer(e.g.,Flexiblebenefits)HowtoRecognizeEmployeesRewardingEmployees:FourAspe42RewardingEmployees:VariablePayProgramsVariablePayProgramsAportionofanemployee’spayisbasedonsomeindividualand/ororganizationmeasureofperformance.PieceratepayplansProfitsharingplansGainsharingplans RewardingEmployees:Variable43VariablePayPrograms(cont’d)Profit-SharingPlansOrganizationwideprogramsthatdistributecompensationbasedonsomeestablishedformuladesignedaroundacompany’sprofitability.GainSharingAnincentiveplaninwhichimprovementsingroupproductivitydeterminethetotalamountofmoneythatisallocated.Piece-ratePayPlansWorkersarepaidafixedsumforeachunitofproductioncompleted.VariablePayPrograms(cont’d)44Skill-BasedPayPlansBenefitsofSkill-basedPayPlans:Providesstaffingflexibility.Facilitatescommunicationacrosstheorganization.Lessens“protectionofterritory”behaviors.Meetstheneedsofemployeesforadvancement(withoutpromotion).Leadstoperformanceimprovements.Paylevelsarebasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando.Skill-BasedPayPlansBenefits45Skill-BasedPayPlans(cont’d)DrawbacksofSkill-basedPayPlans:Lackofadditionallearningopportunitiesthatwillincreaseemployeepay.Continuingtopayemployeesforskillsthathavebecomeobsolete.Payingforskillswhichareofnoimmediateusetotheorganization.Payingforaskill,notforthelevelofemployeeperformancefortheparticularskill.Skill-BasedPayPlans(cont’d)46LinkingSkill-basedPlansandMotivationTheoriesSkillBasedPayPlansReinforcementTheoryEquityTheory

ERGTheory(Growth)McClelland’sNeedforAchievement