人力资源管理 人力资源管理与组织行为报告

人力资源管理 人力资源管理与组织行为报告School of Education and TrainingASSIGNMENTFRONTSHEETTobecompletedbystudentDateSubmitted:Name9/11/2010ZhouDedong………….(print)StudentSignature:ZhouDedongCertification:Icertifythatthewholeofthisworkistheresultofmyindividualeffortandthatallquotationsfrombooks,periodicalsetc.havebeenacknowledged.ModuleModulecode: Wordguide:PercentageWeightingofthisassignmentforthemodule:25%Issuedate:10/25/2010 Returndate:11/08/2010Lecturer:WangHong Secondmarker:Level:Semester:Assignmentno.:one(part1)Programme: FoundationDegreeinBusinessAcademicYear: 2010/9Moduletitle:PeopleManagement&OrganisationalBehaviourNotesforstudents:StudentsshouldensurethattheycomplywiththeprogrammePlagiarismpolicy.10%ofmarksareawardedforsatisfactoryuseoflanguageand/orgoodpresentation.5%ofmarksareawardedforsatisfactoryreferencingand/orpresentationofabibliographywhereeitherisrequired.StudentsshouldmakecorrectuseoftheHarvardreferencingmethod.GuidelinesfortheHarvardmethodareincludedinProgrammehandbooksandarealsoavailablefromtheprogrammeoffice.Specialinstructions(ifany):Assignmentshouldbestapledinthetopleftcorner.Specialinstructions(ifany):Assignmentshouldbestapledinthetopleftcorner.Noplasticcoverunlessmoduletutorindicatesotherwise.Assessor’sComments:GradeAssessor’sComments:GradeLearningOutcomesTestedinthisAssignment:LearningOutcomesTestedinthisAssignment:Howtheapplicationoforganizationalbehaviormodels,theoriesandconceptscanbeusedtoincreasetheeffectivenessofindividuals,groupsandorganizations.Grading&MarkingCriteriaA+Outstandingworkofexceptionalmeritwhichisoriginalincontentorapproachallowinganovelperspective,goingbeyondwhatisavailableintheliterature.AWorkwhichisclearlyarticulatedandwellsubstantiated,basedonextensivereading,anddemonstratesanauthoritativegraspoftheconcepts,methodologyandcontentappropriatetothesubjectandtotheassessedtask.Thereisclearevidenceoforiginalityandinsightandanabilitytosustainanargument,tothinkanalyticallyand/orcriticallyandtosynthesisematerialeffectively.BWorkwhichdemonstratesaverygoodlevelofunderstandingoftheconcepts,methodologyandcontentappropriatetothesubjectandwhichdrawsonawiderangeofproperlyreferencedsources.Thereisclearevidenceofcriticaljudgementinselecting,orderingandanalysingcontent.Theworkdemonstratessomeabilitytosynthesisematerialandtoconstructresponseswhichrevealinsightandmayoffersomeoccasionaloriginality.CWorkderivedfromasolidbasisofreadingandwhichdemonstratesagraspofrelevantmaterialandkeyconceptsandanabilitytostructureandorganisearguments.Theperformancemayberatherroutinebuttheworkwillbeaccurate,clearlywrittenandincludesomecriticalanalysisandamodestdegreeoforiginalinsight.Therewillbenoseriousomissionsorirrelevancies.DCompetentandsuitablyorganisedworkwhichdemonstratesareasonablelevelofunderstandingwithminimalanalysisandinterpretation.Itcoversthebasicsubjectmatteradequatelybutistoodescriptiveandinsufficientlyanalytical.Theremaybesomemisunderstandingofkeyconceptsandlimitationsintheabilitytoselectrelevantmaterialsothattheworkmaybeflawedbysomeomissionsandirrelevancies.Therewillbesomeevidenceofappropriatereadingbutitmaybetoonarrowlyfocussed.FWorklacksevidenceofknowledgerelevanttothetopicand/orsignificantlymisusesterminology.Thereiseithernoevidenceofliteraturebeingconsultedorirrelevanttotheassignmentset.Inaccurateorinappropriatechoiceoftheory.Unsubstantiated/invalidconclusionsbasedonanecdoteandgeneralisationonly,ornoconclusionsatall.Lackscriticalthought,analysisandreferencetotheory.F-Insufficientlevelofunderstandingandknowledgebaseunacceptablyweak.Noevidenceoflogicalstructureandpoorlypresented.Referencingisunsystematicorabsent.AssignmentTasks:Supposeyouareamanagerofafunctionaldepartmentofacompany,Recentlyyoufoundthatthestaffinyourdepartmentlackofmorale,andineachmorningtherearesomelatepeople.Youhavepunishedsomeofthem,buttheperformanceseemsnotimproved.Itistimeforyoutoanalyzethereasonsandsolvetheproblem.Pleaseprepareareportfortheanalysis,whichshouldincludethefollows:Thefactorsaffectingbehavior:relativetheory,andhowwouldtheybecomethereasonsfortheprobleminyourdepartment.Motivationtheoryintroduction.Aplantosolvetheproblembasedontheformertheory.FORMOFANSWER:Youranswershouldbeinformofaprofessionalreport.Thereportmustconsistofaminimumof800words(maximum1,200words)Thestandardassignmentfrontsheetshouldbeused.Youranswermustbeword-processed,numberedandstapled.ItshoutNOTbeboundorcontainedinandformofcover.Youranswermustincludeareferencesectionattheend.ReportstructureAssessmentfrontSheetTitlepageContentspageIntroductionMainbodyConclusionsReferences/BibliographyTheanalysisandconclusionsmustbestronglysupportedbyreferencetoacknowledgedmaterial/researchMarkingGridRelativecontentsmarksOutof(a)factorsaffectingbehavior30(b)Motivationtheory30(c)Plantosolveproblems25(d)Presentation:structure,appendices,writtenEnglish10(e)Appropriatereferences,usingpropermethod5Overall:100t et&lrnameseggDuedate 1 Introduction∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 12 Mainbody∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙12.1individual ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙12.2motivationtheory∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙1-32.3plan ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙42.4Example 43 Conclusions ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙44 References∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙4-5Introduction:Amongmanagersinbusinessmanagementwillencountermoreorlessnotenthusiasticstaffisalwayslatefortheproblem,theproblemisfirstandforemostasamanagerofasolution。Tosolvetheproblemfirst,Iaskedoneofthefirsttoknowthesourceoftheproblem,mostofthestaffmostlybecauseofnegativeemotionscausedbyinsufficientmotivationMainbodyWhatisthemotivation？Motivation,inpsychologyisgenerallyconsideredtheoriginatorofactsinvolved,direction,intensityandpersistence.Motivationasanoun,astheverbismoreknownas"incentive."Inorganizationalbehavior,incentivesmainlyreferstoinspiretheheartsoftheprocessofhumanmotivation.Bystimulatingandencouraging,isthatpeoplehaveaninnerdrivetomakeprogresstowardsthedesiredgoaloftheprocessInternalemployeemotivationofmanyfactors,butalsoverycomplex,butthesystempointofviewofitseffectonthefactorsthataffectnomorethantwoaspects:theexternalenvironmentandinternalenvironment.Factorswithintheenvironmentisitsownstaff,self-initiativeandthemobilizationofthesefactorsincludetheemployee'sownachievementmotivation,self-efficacy,self-motivation,etc.;theexternalenvironmentistheworkatmosphere,includingsupervisors,colleagues,workincentives,theworkitself.HereareseveralofthesefactorswewerefurtherelaboratedAchievementmotivation.Theso-calledachievementmotivation,referstoapersondrivingaparticularareaofsocialactivitiesandstrivetoachievesuccessorinternalforces.Strongpeoplewithhighachievementmotivationenthusiasmforwork,eagertodothingsmoreperfect,improveefficiency,achievegreatersuccess.Achievementmotivationistheenthusiasmofstaffworkingwithinabasicfactorinthemacro-levelemployeesinwhichitissubjecttoeconomic,culturalandsocialdevelopmentdegreeofcontrol;atthemicrolevel,sothateveryemployeehasaccesstoavarietyofsuccessfulexperienceofdevelopingandenhancingthelevelofachievementmotivationandotherself-desire,willhelpchangetheirnegativeattitudetoworktoimprovetheworkofself-motivation.Self-efficacy.Self-efficacyisdefinedaspeoplehavetheirownspecificstandards,lifeeventscanaffecttheirabilitytoconductconviction.Self-efficacybeliefsdeterminehowpeoplefeel,think,toself-motivationandhowtoact.Self-efficacydeterminestheabilityofemployeestodeterminetheirownwork,positive,appropriateself-efficacysothatemployeesthinktheyarecompetenttoperformtheworkundertaken,whichwillholdapositive,aggressiveattitude;andwhentheemployeeself-efficacyrelativelylow,thatcannotbecompetent,hewillavoidtheworkwillhavenegativethoughts,enthusiasmforworkwillbegreatlyreducedSelf-motivation.Workwillinevitablyencounterallkindsofsetbacksandfailures,andreducetheachievementmotivationofemployeestodoubttheirabilities,soitmustconstantlyengageinself-motivationtomaintainastrongachievementmotivationandhighlevelsofself-efficacy4．Atotalofsupervisorstoemployeestomakepositiveimpact.Bossisthesourceofemployeeinstruction,employeeperformanceisthemainevaluators,theinteractionbetweensupervisorsandemployeesworkingattitudeofthestaffplaysaveryimportantinfluence.Whatkindofleadershipcaneffectivelyimprovestaffmotivationit?SociologyoforganizationsandscholarsinTaiwanofChineseenterprisesinthestudyshowedthatmanycompanieswillthefamilyasabusinessmetaphor,throughtheprocessofthePanfamily,thetraditionalroleoffamilyrelationshipwillethicsorclassofthegrouporoutsidethefamilyorganizations,leadersintheenterpriseplaytheroleofparents,askedbothleadersshouldMathias,fairandequitabletreatmentofsubordinates.Atthesametimepsychologyresearchsuggeststhatfollowersofleaderskeenlyawareoftheemotionalstate,tounderstandandappropriatetomeettheneedsoffollowers,istoeffectivelyimproveanimportantfactorintheenthusiasmofhisfollowers.Membersofthestaffweretomakeapositiveimpact.Peopledothings,alwayspayattentionto"days","location","and"where"and"isthemostimportantfactor.Culturaltraditionanddecadesof"unitsystem"ofthestaffisseriousaboutworkrelationships,hopingtobeacceptedandcanbeintegratedintoone.Goodinteractionbetweencolleaguesandworkingenvironment,willgreatlyimprovetheirsenseofbelonging,therebymobilizingtheenthusiasmofstaff.Workincentives.Thereisnodoubtthattherightincentivesforimprovingtheworkingenthusiasmofthestaffhaveanegligibleeffect.Incentivescanbedividedintodifferentdimensionsfromtherewardsandpunishments,materialincentivesandspiritualmotivation.Itshouldbenotedthattheincentiveassumesthatthestaffas"economicman"isassumedtobe"social",duetothedifferentassumptions,itwillhaveincentivesandmeansdifferences.Thestaffas"economicman"willfocusonthephysicalaspectsofincentive;iftheemployeeisassumedtobe"social",whileinthematerialincentives,butalsothespiritofthestaffappropriateincentives.Theworkitself.Samejobfordifferentachievementmotivation,distributionofwork,socanimprovestaffmotivationThisrequiresthatmanagershavetheabilitycompletethejobverywell.self-efficacyofemployees,meaningisdifferent,andemployeeenthusiasmforthisworkarealsodistributionofwork,socanimprovestaffmotivationThisrequiresthatmanagershavetheabilitycompletethejobverywell.totodistinguishtheworkofthestafforientation,theappropriateMaslowthinkthissevenneedsarethebasicneeds.Theseneedsareborn,brooding,theyconstitutethedifferentgradeorlevel,andbecometheincentiveandguidethebehavioroftheindividualisstrength.Andthelevelofneedslower,anditsstrength,thebetterpotentialisbigger.Withrisingneedshierarchy,needstrengthcorrespondingweakens.Onlylow-levelneedssatisfied,canproduceahigherlevelofneed.Andonlywhenlow-levelneedtofullysatisfytheneedofafter,senioronlyshowincentiveeffect.Havebeenmetneedsnolongerstimulation.SelfrealizationSelfrealizationneedsSelfrespectneedSocialneedsSecurityneedsPhysiologicalneedsForexample:Textilefactoryplantintheregionprovidednosmoking,andoffendersdirectlylaidoff.Thisistoensuresafetyinproduction,itisnecessarytoretainthe"negativeincentives";"Volumeislowerthan98%passrate,each1%lower,wagedeductionsX￥"negativeincentivescanbechangedto"passrateat98.5%volume,thecorrespondingproductiongroup(lineorstaff)togiveX￥reward.Maslow'sneedtheoryMaslowsuggestedthathumanneedsformthefollowingsevenlevels:1.Physiologicalneeds.2.Securityneeds.3.Ownershipandneedforlove.4.Respectfortheneeds.5.Cognitiveneeds.6.Aestheticneeds.7.Self-actualizationneedsMaslowsuggestedthatthesesevenbasichumanneedsaretheneeds.Theseneedsareinnate,inherent,theyconstituteadifferentclassorlevel,andencourageandguideindividualbehaviorint