【文章內(nèi)容簡介】 ?Job enrichment ? Increasing responsibility and autonomy (depth) in a job. 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. 16–21 Exhibit 16–6 Job Characteristics Model Source: . Hackman and . Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With permission of the authors. 169。 2022 Prentice Hall, Inc. All rights reserved. 16–22 Exhibit 16–7 Guidelines for Job Redesign Source: . Hackman and . Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With permission of the authors. 169。 2022 Prentice Hall, Inc. All rights reserved. 16–23 Designing Motivating Jobs (cont’d) ? Suggestions for Using the JCM ?Combine tasks (job enlargement) to create more meaningful work. ?Create natural work units to make employees’ work important and whole. ?Establish external and internal client relationships to provide feedback. ?Expand jobs vertically (job enrichment) by giving employees more autonomy. ?Open feedback channels to let employees know how well they are doing. 169。 2022 Prentice Hall, Inc. All rights reserved. 16–24 Motivation and Perception ? Equity Theory ?Proposes that employees perceive what they get from a job situation (outes) in relation to what they put in (inputs) and then pare their inputsoutes ratio with the inputsoutes ratios of relevant others. ? If the ratios are perceived as equal then a state of equity (fairness) exists. ? If the ratios are perceived as unequal, inequity exists and the person feels under or overrewarded. ? When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice). 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. 16–26 Exhibit 16–8 Equity Theory 169。 2022 Prentice Hall, Inc. All rights reserved. 16–27 Motivation and Perception (cont’d) ? Equity Theory (cont’d) ?Distributive justice ? The perceived fairness of the amount and allocation of rewards among individuals (., who received what). – Influences an employee’s satisfaction. ?Procedural justice ? The perceived fairness of the process use to determine the distribution of rewards (., how who received what). – Affects an employee’s anizational mitment. 169。 2022 Prentice Hall, Inc. All rights reserved. 16–28