管理學(xué)—員工激勵(lì)英-文庫(kù)吧資料
2025-01-17 12:44本頁(yè)面
【正文】 ? 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. 16–23 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. 16–21 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. 16–19 Designing Motivating Jobs ? Job Design ?The way into which tasks can be bined to form plete jobs. ?Factors influencing job design: ? Changing anizational environment/structure ? The anization’s technology ? Employees’ skill, abilities, and preferences ?Job enlargement ? Increasing the job’s scope (number and frequency of tasks) ?Job enrichment ? Increasing responsibility and autonomy (depth) in a job. 169。 2022 Prentice Hall, Inc. All rights reserved. 16–17 Exhibit 16–5 GoalSetting Theory 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。 2022 Prentice Hall, Inc. All rights reserved. 16–13 Contemporary Theories of Motivation ? ThreeNeeds Theory ? GoalSetting Theory ? Reinforcement Theory ? Designing Motivating Jobs ? Equity Theory ? Expectancy Theory 169。 2022 Prentice Hall, Inc. All rights reserved. 16–11 Exhibit 16–2 Herzberg’s MotivationHygiene Theory 169。 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. 16–7 Early Theories of Motivation ? Maslow’s Hierarchy of Needs Theory ?Needs were categorized as five levels of lower to higherorder needs. ? Individuals must satisfy lowerorder needs before they can satisfy higher order needs. ? Satisfied needs will no longer motivate. ? Motivating a person depends on knowing at what level that person is on the hierarchy. ?Hierarchy of needs ? Lowerorder (external): physiological, safety ? Higherorder (internal): social, esteem, selfactualization 169。 it is not a personal trait. ?Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal. ? Energy: a measure of intensity or drive. ? Direction: toward anizational goals ? Persistence: exerting effort to achieve goals. ?Motivation works best when individual needs are patible with anizational go
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