工作態(tài)度與工作價(jià)值

1、chapterWORK VALUES AND ATTITUDES工作價(jià)值與工作態(tài)度工作價(jià)值與工作態(tài)度CHAPTER 3 Work Values and Attitudes1. Concepts:（概念） Work values（工作價(jià)值） Work attitudes（工作態(tài)度） Work moods（工作心境）2. The factors affecting job satisfaction （影響工作滿意度的因素） 3. The theories of job satisfaction（有關(guān)工作滿意度的理論） The Facet Model（要素模型） Herzbergs Motivato

2、r-Hygiene Theory （Herzberg的激勵(lì)-保健理論） The Discrepancy Model（差異模型） The Steady-State Theory（穩(wěn)態(tài)理論）4. The potential consequences of job satisfaction （工作滿意的潛在影響）5. Organizational commitment（組織承諾）CHAPTER 3 Work Values and AttitudesWork Values（工作價(jià)值）（工作價(jià)值） A workers personal convictions about what outcomes on

3、e should expect from work and how one should behave at work.工作人員對(duì)工作可能帶來(lái)的結(jié)果（可以獲得什么）以及怎樣工作所持的個(gè)人信念。CHAPTER 3 Work Values and Attitudes The most general and long-lasting feelings and beliefs people have that contribute to how they experience work. 影響工作體驗(yàn)的最廣泛持久的觀念。 Values can be intrinsic (i.e., related

4、to the nature of work itself) or extrinsic (i.e., related to the consequences of work). 可以是內(nèi)在的（與工作本質(zhì)有關(guān)）也可以是外在的（與工作帶來(lái)的結(jié)果有關(guān)）。CHAPTER 3 Work Values and AttitudesIntrinsic vs. Extrinsic Work Values內(nèi)在工作價(jià)值與外在工作價(jià)值Intrinsic Values Interesting work Challenging work Learning new things Making important contri

5、butions Responsibility and autonomy Being creative內(nèi)在工作價(jià)值內(nèi)在工作價(jià)值 有趣的工作 有挑戰(zhàn)性的工作 學(xué)習(xí)新東西 做出重要貢獻(xiàn) 責(zé)任和自主 創(chuàng)造力CHAPTER 3 Work Values and AttitudesExtrinsic Values High pay Job security Job benefits Status in wider community Social contacts Time with family Time for hobbies外在工作價(jià)值外在工作價(jià)值 高薪 工作安全性 工作福利 更大群體中的地位 社會(huì)接

6、觸 與家人在一起的時(shí)間 可用于業(yè)余愛(ài)好的時(shí)間CHAPTER 3 Work Values and AttitudesWork Attitudes（工作態(tài)度）（工作態(tài)度） Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations.針對(duì)其工作和組織，工作人員目前所持的關(guān)于如何行動(dòng)的感受、觀念和想法。 Compared to values, attitudes are More specific Not

7、as long lasting 與工作價(jià)值相比，態(tài)度 更具特異性 沒(méi)有那么持久CHAPTER 3 Work Values and Attitudes Specific work attitudes:（兩種工作態(tài)度：） Job satisfaction is the collection of feelings and beliefs that people have about their current jobs. 工作滿意度：工作人員針對(duì)目前工作所持的感受和觀念。 Organizational commitment is the collection of feelings and bel

8、iefs that people have about their organizations as a whole. 組織承諾：工作人員針對(duì)所在組織所持的感受和觀念。CHAPTER 3 Work Values and Attitudes工作態(tài)度情感要素：對(duì)于自己工作或組織的感受（情緒、情感）認(rèn)知要素：對(duì)自己工作或組織狀態(tài)的觀念行為要素：對(duì)自己工作或組織如何行動(dòng)的想法CHAPTER 3 Work Values and AttitudesWork Moods（工作心境）（工作心境） How people feel at the time they actually perform their j

9、obs.工作中工作人員眼下的感受。 More transitory than values and attitudes. 較價(jià)值和態(tài)度更短暫。 Can generally be categorized as positive or negative. 可以大體上分為積極的和消極的兩大類。CHAPTER 3 Work Values and Attitudes Determining factors:（決定因素：） Personality（人格） Work situation（工作狀況） Circumstances outside of work（工作外的環(huán)境因素）CHAPTER 3 Work V

10、alues and AttitudesAdvice to Managers（管理者建議）（管理者建議） Do not assume that most workers have strong intrinsic work values just because you do. 不要因?yàn)槟阕约河懈叩膬?nèi)在工作價(jià)值，就認(rèn)為大多數(shù)工作人員也這樣。 Realize that any attempt you make to improve attitudes, motivation, or performance will be most effective when the change you imp

11、lement is consistent with workers values. 當(dāng)你試圖提高工作人員的工作態(tài)度、工作動(dòng)機(jī)或者工作業(yè)績(jī)時(shí)，最有效的做法是你所作出的改變與工作人員的工作價(jià)值適配。CHAPTER 3 Work Values and Attitudes Make the work environment pleasant and attractive to help promote positive moods. 使工作環(huán)境更加愉悅、有吸引力，從而使工作人員心境更積極。CHAPTER 3 Work Values and Attitudes工作狀態(tài)工作本身共事者、上司、下屬工作物理環(huán)

12、境工作時(shí)間、薪酬和工作安全工作價(jià)值工作滿意度人格社會(huì)環(huán)境共事者群體文化CHAPTER 3 Work Values and AttitudesTheories of Job Satisfaction（有關(guān)工作滿意度的理論）（有關(guān)工作滿意度的理論） Each theory of job satisfaction takes into account one or more of the four main determinants of job satisfaction and specifies, in more detail, what causes one worker to be sati

13、sfied with a job and another to be dissatisfied. 就工作滿意度的以上四類決定因素，每個(gè)理論針對(duì)其中的一類或幾類因素進(jìn)行探討，具體來(lái)說(shuō)，就是什么原因?qū)е履骋还ぷ魅藛T對(duì)工作滿意另一個(gè)則不滿意。CHAPTER 3 Work Values and Attitudes Influential theories of job satisfaction include 關(guān)于工作滿意度，有影響的理論包括： The Facet Model 要素模型 Herzbergs Motivator-Hygiene Theory Herzberg的激勵(lì)-保健理論 The Di

14、screpancy Model 差異模型 The Steady-State Theory 穩(wěn)態(tài)理論 These different theoretical approaches should be viewed as complementary. 這些理論存在差異，相互補(bǔ)充。CHAPTER 3 Work Values and AttitudesThe Facet Model（要素模型）（要素模型） Focuses primarily on work situation factors by breaking a job into its component elements, or job f

15、acets, and looking at how satisfied workers are with each. 首先將工作解構(gòu)為組成成分，即要素，然后分析工作人員在各要素上的滿意程度。 A workers overall job satisfaction is determined by summing his or her satisfaction with each facet of the job. 工作人員的總體滿意度是其在各要素上的滿意度的總和。CHAPTER 3 Work Values and Attitudes Sample job facets（要素示例） Ability

16、 utilization: the extent to which the job allows one to use ones abilities. 能力利用度：工作人員利用自己多少能力去完成工作。 Activity: being able to keep busy on the job. 工作活動(dòng)度：工作忙碌程度。 Human relations supervision: the interpersonal skills of ones boss. 監(jiān)督關(guān)系：上司的人際技能。CHAPTER 3 Work Values and AttitudesHerzbergs Motivator-Hyg

17、iene Theory（Herzberg 激勵(lì)激勵(lì)-保健理論）保健理論）uEvery worker has two sets of needs or requirements: motivator needs and hygiene needs.u工作人員具有兩類需要：激勵(lì)需要和保健需要。 Motivator needs are associated with the actual work itself and how challenging it is. 激勵(lì)需要：與工作本身特點(diǎn)及其挑戰(zhàn)性有關(guān)。 Facets: interesting work, autonomy, responsibil

18、ity 相當(dāng)于工作要素中的工作興趣、工作自主度、工作責(zé)任CHAPTER 3 Work Values and Attitudes Hygiene needs are associated with the physical and psychological context in which the work is performed. 保健需要：與完成工作的生理和心理情境有關(guān)。 Facets: physical working conditions, pay, security 相當(dāng)于工作要素中的工作物質(zhì)條件、薪酬、工作安全uHypothesized relationships between

19、 motivator needs, hygiene needs, and job satisfaction:u激勵(lì)需要、保健需要與工作滿意度之間的理論關(guān)系CHAPTER 3 Work Values and Attitudes When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied. 當(dāng)激勵(lì)需要得到滿足時(shí)，工作人員對(duì)工作滿意；當(dāng)激勵(lì)需要不能得到滿足時(shí)，工作人員不能獲得對(duì)工作的滿意（沒(méi)有滿意）。 When hygiene

20、needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied. 當(dāng)保健需要得到滿足時(shí)，工作人員不會(huì)對(duì)工作不滿意；當(dāng)保健需要不能得到滿足時(shí)，工作人員對(duì)工作不滿意。CHAPTER 3 Work Values and Attitudesmet)met)CHAPTER 3 Work Values and AttitudesThe Discrepancy Model（差異模型）（差異模型） To determine how satisfied they

21、 are with their jobs, workers compare their job to some “ideal job.” 工作人員將自己的工作與“理想的工作”比較，從而表現(xiàn)出相應(yīng)的滿意水平。 This “ideal job” could be 所謂“理想的工作”，可以是 What one thinks the job should be like. 一個(gè)人認(rèn)為工作應(yīng)該是怎樣的。CHAPTER 3 Work Values and Attitudes What one expected the job to be like 一個(gè)人期望的工作狀況 What one wants fro

22、m a job 一個(gè)人想從工作得到什么 What ones former job was like 一個(gè)人以前的工作狀況 Can be used in combination with the Facet Model. 在實(shí)際應(yīng)用中可與要素模型結(jié)合CHAPTER 3 Work Values and AttitudesThe Steady-State Theory（穩(wěn)態(tài)理論）（穩(wěn)態(tài)理論） Each worker has a typical or characteristic level of job satisfaction, called the steady state or equilib

23、rium level. 每個(gè)工作人員都有一個(gè)特征性的工作滿意水平，稱為滿意度穩(wěn)態(tài)或滿意度均衡水平。 Different situational factors or events at work may move a worker temporarily from this steady state, but the worker will eventually return to his or her equilibrium level. 不同的環(huán)境因素或工作事件可能讓工作人員的滿意度暫時(shí)偏離該穩(wěn)態(tài)水平，但工作人員最終會(huì)回到自己的均衡水平。CHAPTER 3 Work Values and

24、AttitudesCHAPTER 3 Work Values and AttitudesAdvice to Managers（管理者建議）（管理者建議）Realize that some workers are going to be more satisfied than others with the same job simply because they have different personalities and work values. Also realize that you can take steps to increase levels of job satisfac

25、tion because it is determined not only by personality but also by the work situation.對(duì)于同樣的工作，一些工作人員較另一些工作人員更滿意，原因可能是他們有不同的人格特點(diǎn)和工作價(jià)值。但工作滿意度還取決于工作狀況，因此管理者仍可以提高工作人員的滿意水平。Try to place newcomers in work groups whose members are satisfied with their jobs.將新來(lái)的工作人員安置到滿意度高的工作群體中去工作。Ask workers what facets of

26、 their jobs are important to them, and do what you can to ensure that they are satisfied with these facets.詢問(wèn)工作人員哪些工作要素對(duì)他們來(lái)說(shuō)更重要，盡可能保證工作人員對(duì)這些（重要的）工作要素滿意。CHAPTER 3 Work Values and AttitudesBecause job satisfaction has the potential to impact workers behaviors in organizations and their well-being, use

27、 existing measurement scales to periodically survey your subordinates levels of job satisfaction. When levels of job satisfaction are low, follow the advice in the preceding step.由于工作滿意度對(duì)工作人員行為和身心健康具有潛在影響，利用測(cè)量工具定期評(píng)估下屬的工作滿意度水平，如果工作滿意度太低，按下一條建議予以改善。Recognize that workers evaluations of job facets, not

28、 what you think about them, determine how satisfied workers are and that changing some facets may have longer-lasting effects on job satisfaction than changing others.對(duì)于工作人員對(duì)工作要素的評(píng)價(jià)，要有清楚的認(rèn)識(shí)，不要想當(dāng)然。弄清針對(duì)各要素，工作人員的滿意度水平如何，以及調(diào)整哪些要素會(huì)對(duì)工作滿意度有更持久的影響。CHAPTER 3 Work Values and AttitudesPotential Consequences of

29、 Job Satisfaction（工作滿意度的潛在影響）（工作滿意度的潛在影響）: （工作業(yè)績(jī)）: （缺席） (OCB): （組織公民行為 ）:（跳槽）CHAPTER 3 Work Values and Attitudes: Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers. 工作業(yè)績(jī)：滿意的工作人員比不滿意的工作人員僅表現(xiàn)出輕微較高的工作業(yè)績(jī)。 Satisfaction is most likely to affect work beh

30、aviors when workers are free to vary their behaviors and when a workers attitude is relevant to the behavior in question. 當(dāng)工作人員可以自主行動(dòng)，當(dāng)他的態(tài)度與正在進(jìn)行的工作活動(dòng)有關(guān)時(shí)，滿意度更可能對(duì)其工作行為造成影響。CHAPTER 3 Work Values and Attitudes: Satisfied workers are only slightly less likely to be absent than dissatisfied workers. 缺席：滿意

31、的工作人員比不滿意的工作人員僅表現(xiàn)出輕微的較少缺席。CHAPTER 3 Work Values and AttitudesDeterminants of Absence from Work（缺席的決定因素）（缺席的決定因素）Motivation（動(dòng)機(jī)）（動(dòng)機(jī)）to Attend Workis Affected by Job satisfaction（工作滿意度） Organizations absence policy （組織的缺席政策） Other factors （其他因素）Ability（能力）（能力）to Attend Workis Affected by Illness and ac

32、cidents（生病、事故） Transportation problems（交通問(wèn)題） Family responsibilities（家庭責(zé)任）CHAPTER 3 Work Values and Attitudes (OCB): Satisfied workers are more likely to engage in this behavior than dissatisfied workers. 組織公民行為（OCB）：滿意的工作人員較不滿的工作人員傾向于表現(xiàn)出更多的組織公民行為。 OCB: Behavior that is above and beyond the call of

33、duty but is nonetheless necessary for organizational survival and effectiveness OCB：超越工作責(zé)任要求的、對(duì)組織生存和效率有利的行為。 Helping coworkers, spreading goodwill 對(duì)同事的幫助，表示友好CHAPTER 3 Work Values and Attitudes: Satisfied workers are more likely to have strong well-being than dissatisfied workers. 工作人員的身心健康：滿意的員工較不滿

34、的員工身心更健康。 Worker well-being: How happy, healthy, and prosperous workers are 工作人員的身心健康：工作人員的幸福、健康、蓬勃的生命狀態(tài)。CHAPTER 3 Work Values and Attitudes: Satisfied workers are less likely to leave the organization than dissatisfied workers. 跳槽：滿意的工作人員較不滿意的工作人員較小可能離開(kāi)組織。CHAPTER 3 Work Values and AttitudesAdvice t

35、o Managers（管理者建議）（管理者建議）Do not assume that poor performers are dissatisfied with their jobs or that good performers are satisfied with their jobs.不要牽強(qiáng)地認(rèn)為工作業(yè)績(jī)差的工作人員對(duì)工作不滿意，或者工作業(yè)績(jī)好的工作人員對(duì)工作滿意。Do not assume that workers who are absent are dissatisfied or that they were not motivated to come to work. Abse

36、nce is also a function of ability to attend.不要牽強(qiáng)地認(rèn)為缺席的員工對(duì)工作不滿意或者缺乏上班的動(dòng)機(jī)，缺席同時(shí)也受出勤能力的影響。Manage absenteeism. Dont try to eliminate it, and keep in mind that a certain level of absence is often functional for workers and organizations.對(duì)缺席的管理：不要試圖消除缺席，適度的缺席對(duì)工作人員和組織都有好處。CHAPTER 3 Work Values and Attitudes

37、Realize that turnover has both costs and benefits for an organization and that you need to evaluate both. In particular, before becoming concerned about worker turnover, examine the performance levels of those who quit.跳槽對(duì)組織有利也有害，需要權(quán)衡利弊。特別是，應(yīng)首先評(píng)價(jià)跳槽者的工作業(yè)績(jī)。If workers do only what they are told and rar

38、ely, if ever, exhibit organizational citizenship behavior, measure their levels of job satisfaction, identify the job facets they are dissatisfied with, and make changes where possible.如果工作人員僅僅做要求他們做的事，而很少表現(xiàn)出組織公民行為，應(yīng)評(píng)估他們的滿意度，弄清對(duì)哪些要素他們感到不滿意，可能的話，對(duì)這些工作要素作出調(diào)整。Even if job satisfaction does not seem to h

39、ave an effect on important behaviors in your organization, keep in mind that it is an important factor in worker well-being.盡管工作滿意度對(duì)重要的工作行為似乎沒(méi)有多大影響，但它是工作人員身心健康的一個(gè)重要影響因素。CHAPTER 3 Work Values and AttitudesOrganizational Commitment（組織承諾）（組織承諾） exists when workers are happy to be members of an organization, believe in and feel good about the organization and what it stands for, are attached to the organization, and intend to do what is good for the organization. 情感承諾：工作人員樂(lè)意成