【正文】 2022 Prentice Hall, Inc. All rights reserved. 16–36 Current Issues in Motivation (cont’d) ? Motivating Contingent Workers ?Opportunity to bee a permanent employee ?Opportunity for training ?Equity in pensation and benefits ? Motivating LowSkilled, MinimumWage Employees ?Employee recognition programs ?Provision of sincere praise 169。 2022 Prentice Hall, Inc. All rights reserved. 16–20 Designing Motivating Jobs (cont’d) ? Job Characteristics Model (JCM) ?A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy employees’ growth needs. ?Five primary job characteristics: ? Skill variety: how many skills and talents are needed? ? Task identity: does the job produce a plete work? ? Task significance: how important is the job? ? Autonomy: how much independence does the jobholder have? ? Feedback: do workers know how well they are doing? 169。 2022 Prentice Hall, Inc. All rights reserved. 16–5 What Is Motivation? ? Motivation ?Is the result of an interaction between the person and a situation。 2022 Prentice Hall, Inc. All rights reserved. 16–9 Early Theories of Motivation (cont’d) ? McGregor’s Theory X and Theory Y ?Theory X ? Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision. ?Theory Y ? Assumes that workers can exercise selfdirection, desire responsibility, and like to work. ?Assumption: ? Motivation is maximized by participative decision making, interesting jobs, and good group relations. 169。 2022 Prentice Hall, Inc. All rights reserved. 16–25 Motivation and Perception (cont’d) ? Equity Theory (cont’d) ?Employee responses to perceived inequities: ? Distort own or others’ ratios. ? Induce others to change their own inputs or outes. ? Change own inputs (increase or decrease efforts) or outes (seek greater rewards). ? Choose a different parison (referent) other (person, systems, or self). ? Quit their job. ?Employees are concerned with both the absolute and relative nature of anizational rewards. 169。 2022 Prentice Hall, Inc. All rights reserved. 16–40 Exhibit 16–11 (cont’d) Remendations for Designing Stock Options Source: P. Brandes, R. Dharwadkar, and . Lemesis, “Effective Employee Stock Option Design: Reconciling Stakeholder, Strategic, and Motivational Factors,” Academy of Management Executive, February 2022, p. 84. 169。 2022 Prentice Hall, Inc. All rights reserved. 16–31 Exhibit 16–10 Integrating Contemporary Theories of Motivation 169。 2022 Prentice Hall, Inc. All rights reserved. 16–15 Exhibit 16–4 Examples of Pictures Used for Assessing Levels of nAch, nAff, and nPow 169。ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER 169。 2022 Prentice Hall, Inc. All rights reserved. 16–14 Motivation and Needs ? ThreeNeeds Theory (McClelland) ?There are three major acquired needs that are major motives in work. ? Need for achievement (nAch) – The drive to excel and succeed ? Need for power (nPow) – The need to influence the behavior of others ? Need of affiliation (nAff) – The desire for interpersonal relationships 169。 2022 Prentice Hall, Inc. All rights reserved. 16–30 Motivation and Behavior (cont’d) ? Expectancy Relationships ?Expectancy (effortperformance link