【文章內(nèi)容簡介】 ick Herzberg)Comparison of Satisfiers and DissatisfiersFactors characterizing events on the job that led to extreme job dissatisfactionFactors characterizing events on the job that led to extreme job satisfactionOverview of Expectancy TheoryEffortExpectancy Instrumentality Valence ofrewardPerformance RewardMOTIVATIONRole perceptionsand opportunitiesAbilitiesand traitsJOBPERFORMANCEX XEquity Theory: A Summary and ExampleINEQUITABLE RELATIONSHIPAndy isoverpaidpared to BillBill isunderpaidpared to AndyBill’s outes($25,000/year)Bill’s inputs(40 hours/week)Andy’s outes($30,000/year)Andy’s inputs(40 hour/week)Andy feels guilty Bill feels angryEQUITABLE RELATIONSHIPAndy’s outes($30,000/year)Andy’s inputs(40 hour/week)Andy is equitably paidpared to BillBill’s outes($30,000/year)Bill’s inputs(40 hours/week)Bill is equitably paidpared to AndyBill feelssatisfiedAndy feelssatisfiedGoalSetting Theory (Edwin Locke)Goal Setting: Some Impressive EffectsPercentage of Maximum WeightCarried on Each TripBefore goal After GoalFourWeek Periods50607080901001 2 4 5 6 7 8 9 10 11 12SevenYears Later94There was a dramaticimprovement in performance after a goalwas setPerformance at the goal levelwas sustained seven years afterthe goal was first setGoallevel3ERG Theory (Clayton Alderfer)Core NeedsExistence: provision of basic material requirements. Relatedness: desire for relationships.Growth: desire for personal development.Concepts:More than one need can be operative at the same time.If a higherlevel need cannot be fulfilled, the desire to satisfy a lowerlevel need increases.David McClelland’s Theory of NeedsnAchnPownAffMatching Achievers and JobsCognitive Evaluation TheoryReinforcement TheoryConcepts:Behavior is environmentally caused.Behavior can be modified (reinforced) by providing (controlling) consequences.Reinforced behavior tends to be repeated.Flow and Intrinsic Motivation TheoryKen Thomas’s Model of Intrinsic Motivation216。 Employees are intrinsically motivated when rewards an employee gets from work result from:– Choice– the ability to freely selfselect and perform task activities.– Competence– the sense of acplishment from skillfully performing chosen tasks or activities.– Meaningfulness– pursuing a task that matters in the larger scheme of things.– Progress– the feeling of significant advancement in achieving the task’s purpose.Equity TheoryReferent Comparisons:SelfinsideSelfoutsideOtherinsideOtheroutsideEquity Theory (cont’d)E X H I B I T 67Equity Theory (cont’d)Choices for dealing with inequity:1. Change inputs (slack off)2. Change outes (increase output)3. Distort/change perceptions of self4. Distort/change perceptions of others5. Choose a different referent person6. Leave the field (quit the job)Equity Theory (cont’d)Propositions relating to inequitable pay:1. Overrewarded employees produce more than equitably rewarded employees.2. Overrewarded employees produce less, but do higher quality piece work.3. Underrewarded hourly employees produce lower quality work.4. Underrewarded employees produce larger quantities of lowerquality piece work than equitably rewarded employeesEquity Theory (cont’d)Expectancy TheoryE X H I B I T 68Performance DimensionsE X H I B I T 69Integrating Contemporary Theories of MotivationE X H I B I TUnderstanding Work TeamsPrentice Hall, 2024 114Chapter 9Learning Objectives? Learn why teams are popular in many anizations? Contrast teams with groups? Identify four types of teams? Examine conditions when teams are preferred over individualsPrentice Hall, 2024 115Chapter 9Learning Objectives? Identify characteristics of effective teams? Explain how anizations can create team players? Review the role of diversity on work teams? Learn how management can keep teams from being stagnant and rigidPrentice Hall, 2024 116Chapter 9Why Have Teams Bee So Popular?? Performance on plex tasks? Utilization of employee talents? Flexibility and responsiveness? Motivational propertiesPrentice Hall, 2024 117Chapter 9Share informationNeutral (may be negative)IndividualRandom and variedGoalSynergyAccountabilitySkillsCollective performancePositiveIndividual and mutualComplementaryWork Groups Work TeamsComparing Work Groups and Work TeamsPrentice Hall, 2024 118Chapter 9CrossFunctionalSelfManagedProblemSolvingVirtualTypes ofTeamsPrentice Hall, 2024 119Chapter 9When Will Teams Outperform Individuals?InterdependenceTaskComplexity Purpose and GoalsPrentice Hall, 2024 120Chapter 9The TeamEffectivenessModelProcessWorkDesignCompositionContextPrentice Hall, 2024 121Chapter 9Work Design? Autonomy? Skill variety? Task identity? Task significancePrentice Hall, 2024 122Chapter 9SizePersonalityPreferencefor TeamsAbilityRoles andDiversityFlexibilityCompositionPrentice Hall, 2024 123Chapter 9Key Roles on TeamsAdviserPromoterProducerLinker CreatorAssessor OrganizerController MaintainerPrentice Hall, 2024 124Chapter 9Context? Reward systems? Adequate resources? Performance evaluation? Leadership and structurePrentice Hall, 2024 125Chapter 9CommonPurposeTeamwork ProcessesConflictEfficacySpecificGoals SocialLoafingPrentice Hall, 2024 126Chapter 9Turning IndividualsInto Team PlayersSelection RewardsTrainingPrentice Hall, 2024 127Chapter 9Contemporary Issuesi