管理學(xué)—員工激勵英-在線瀏覽
2025-02-28 12:44本頁面
【正文】 hips 169。 2022 Prentice Hall, Inc. All rights reserved. 16–16 Motivation and Goals ? GoalSetting Theory ?Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals. ?Is culture bound to the . and Canada. ? Benefits of Participation in GoalSetting ?Increases the acceptance of goals. ?Fosters mitment to difficult, public goals. ?Provides for selffeedback (internal locus of control) that guides behavior and motivates performance (selfefficacy). 169。 2022 Prentice Hall, Inc. All rights reserved. 16–18 Motivation and Behavior ? Reinforcement Theory ?Assumes that a desired behavior is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated. ? Positive reinforcement is preferred for its longterm effects on performance ? Ignoring undesired behavior is better than punishment which may create additional dysfunctional behaviors. 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. 16–22 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. 16–24 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. 16–26 Exhibit 16–8 Equity Theory 169。 2022 Prentice Hall, Inc. All rights reserved. 16–28 Motivation and Behavior ? Expectancy Theory (Vroom) ?States that an individual tends to act in a certain way based on the expectation that the act will be followed by a given oute and on the attractiveness of that oute to the individual. ?Key to the theory is understanding and managing employee goals and the linkages among and between effort, performance and rewards. ? Effort: employee abilities and training/development ? Performance: valid appraisal systems ? Rewards (goals): understanding employee needs 169。 2022 Prentice Hall, Inc. All rights reserved. 16–30 Motivation and Behavior (cont’d) ? Expectancy Relationships ?Expectancy (effortperformance linkage) ? The perceived probability that an individual’s effort will result in a certain level of performance. ?Instrumentality ? The
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