motivating_employees_chapter16_激勵(lì)雇員(完整版)
【正文】 efforts) or outes (seek greater rewards) 4. Choose a different parison (referent) other (person, systems, or self) 5. Quit their job 22 Equity Theory ? Distributive Justice ? fairness of the amount of rewards among individuals (., who received what) ? Procedural Justice ? fairness of the process (., how who received what) 23 Expectancy Theory ? Expectation about an oute ? Is the oute attractive? ? Connections between: ? Effort: employee abilities and training/development ? Performance: valid appraisal systems ? Rewards (goals): understanding employee needs 24 Simplified Expectancy Model 25 C B Individual Effort Individual Performance Organizational Rewards Individual Goals A A B C = Effortperformance link = Performancereward link = Attractiveness of reward Increasing Motivation 26 Improving Expectancy Improve the ability of the individual to perform ? Make sure employees have skills for the task. ? Provide training. ? Assign reasonable tasks and goals. Improving Instrumentality Increase the individual’s belief that performance will lead to reward ? Observe and recognize performance. ? Deliver rewards as promised. ? Indicate to employees how previous good performance led to greater rewards. Improving Valence Make sure that the reward is meaningful to the individual ? Ask employees what rewards they value. ? Give rewards that are valued. Contemporary Theories: Goal Setting ? Specific goals increase performance ? Difficult goals result in higher performance than easy goals ? Don’t “just do your best” ? Get/give feedback ? Contingencies 1. Goal mitment 2. Self efficacy belief that you can do it 3. National culture 27 Current Issues in Motivation ? Crosscultural Challenges ? Individualism amp。 collectivism ? Uncertainty avoidance of some cultures inverts Maslow’s needs hierarchy ? The need for achievement ? Crosscultural Consistencies ? Interesting wo
法律信息相關(guān)推薦
鄂ICP備17016276號-1