組織行為學(xué)-課件-3

Class5.MotivationTheory§5.1conceptClass5.MotivationTheory§5.1Motivation:thewillingnesstoexerthighlevelsofefforttowardorganizationalgoals,conditionedbytheeffort’sabilitytosatisfysomeindividualneed

Need:someinternalstatethatmakescertainoutcomesappearattractiveProcess:unsatisfiedneed---tension---drives---searchbehavior---satisfiedneed----reductionoftensionMotivation:thewillingnesstoClass5.MotivationTheory§5.2EarlytheoryofMotivationThe1950swereafruitfulperiodinthedevelopmentofmotivationconcepts.3specifictheorieswereformulatedduringthistimeClass5.MotivationTheory§5.21.HierarchyofNeedsTheoryAbrahamMaslowThereisahierarchyof5needs---physiological,safety,social,esteem,&self-actualization---andaseachneedissequentiallysatisfied,thenextneedbecomesdominantSeparation:Lowerorderneeds---needsthataresatisfiedexternally;physiological&safetyneedsreview:1.intuitivelylogical,easeofunderstanding,receivingwiderecognition,particularlyamongpracticingmanagers.2.littleempiricalsupport1.HierarchyofNeedsTheory2.TheoryXandTheoryY

DouglasMcGregorproposed2distinctviewsofhumanbeingTheassumptionthatemployeesdislikework,arelazy,dislikeresponsibility,&mustbecoercedtoperformemployeesdislikework&,wheneverpossible,willattempttoavoidit;Theymustbecoerced,controlled,orthreatenedwithpunishmenttoachievegoals;avoidresponsibilities&seekformaldirectionwheneverpossible;Mostworkersplacesecurityaboveallotherfactorsassociatedwithwork&willdisplaylittleambitionTheoryY:Theassumptionthatemployeeslikework,arecreative,seekresponsibility,&canexerciseself-directionhigherorderneedsdominateindividuals2.TheoryXandTheoryY3.Motivation-HygieneTheoryFrederickHerzberg,individual’srelationtohisworkIntrinsicfactorsarerelatedtojobsatisfaction,whileextrinsicfactorsareassociatedwithdissatisfactionsatisfaction,NosatisfactionHygienefactors:thosefactors---suchascompanypolicy&administration,supervision,&salary---that,whenadequateinjob,placateworkers.Whenthesefactorsareadequate,peoplewillnotbedissatisfied3.Motivation-HygieneTheoryClass5.MotivationTheory§5.2ContemporarytheoryofMotivation

havingonethingincommon:eachhasareasonabledegreeofvalidsupportingdocumentationClass5.MotivationTheory§5.21.ERGtheory

ClaytonAlderferofYalereworkedMaslow’stheorytoalignitmorecloselywiththeempiricalresearchThereare3groupsofcoreneeds:existence,relatedness,&growthDifference:(1)morethan1needmaybeoperativeatthesametime,(2)ifthegratificationofahigherlevelneedsisstifled,thedesiretosatisfyalowerlevelneedincreasesMaslow:arigidsteplikeprogression.ERG:containsafrustration-regressiondimensionSeveralstudieshavesupportedtheERGtheory:nativesofSpain&Japanplacesocialneedsbeforetheirphysiologicalrequirements1.ERGtheoryClaytonAlder2.McClelland’stheoryofneedsAch,pow,affare3importantneedsthathelptounderstandMoAchievementneed:Thedrivetoexcel,toachieveinrelationtoasetofstandards,tostrivetosucceednPow:thedesiretomakeothersbehaveinawaythattheywouldnototherwisehavebehavedinnAff:thedesireforfriendly&closelyinterpersonalrelationshipsHighachieverspreferringpersonalresponsibility,feedback,moderaterisks---successfulinentrepreneurialactivities,salespeople&runningaself-containedunitwithinalargeorganization;Thebestmanagersarehigh-powerneed&low-affiliationneed,levelinahierarchicalorganization2.McClelland’stheoryofneeds3.CognitiveEvaluationTheorymayberelevanttothatsetofjobsthatfallsinbetween--neitherextremelydullnorinterstingAllocatingextrinsicrewardsforbehaviorthathadbeenpreviouslyintrinsicallyrewardedtendstodecreasetheoveralllevelofmotivationExplanation:theindividualexperiencesalossofcontroloverhisbehaviorsothepreviousintrinsicmotivationdiminishes;theeliminationofextrinsicrewardscanproduceashift--fromanexternaltoaninternalexplanationIfextrinsicrewardsaretobeeffectivemotivators,theyshouldbemadecontingentonanindividual’sperformance?Independent?Substitution?Testdonewithstudents;highintrinsicmotivationlevelsarestronglyresistanttothedetrimentalimpactsofextrinsicrewards3.CognitiveEvaluationTheory4.Goal-settingTheoryinthelate1960sEdwinLockeproposedthatintentiontoworktoagoalisamajorsourceofmotivationThetheorythatspecific&difficultgoalsleadtohigherperformance.Specificity,challenge,feedbackthespecificityofthegoalactasaninternalstimulusthanthegeneralizedgoal;Factorslikeability&acceptancegiven,difficultgoalsexertahighlevelofeffort;feedbackhelpsidentifydiscrepanciesbetweentheadvance&goal.Self-generatedfeedback(monitoringhisownprogress)---amorepowerfulmotivator;Participativegoalsmayhavenosuperiorityoverassignedgoalswhenacceptanceistakenasagiven,participationaddtheoddsthathardergoalsbeagreed4.Goal-settingTheory5.ReinforcementtheoryModerator:goalcommitment,adequateself-efficacy,nationalcultureself-efficacy:theindividual’sbeliefthatheorsheiscapableofperformingatask;Culturebound:lowpowerdistance&uncertaintyavoidance,highinqualityoflife;notinPortugal,Chilereinforcementtheory:behaviorisafunctionofit’sconsequences.Strictlyspeaking,it’snotatheoryofmotivation5.ReinforcementtheoryModerato6.EquitytheoryIndividualscomparetheirjobinputs&outcomeswiththoseofothers&thenrespondsoastoeliminateanyinequities4referentcomparisons:Self-inside--one’sexperienceinadifferentpositioninsidehiscurrentorganization;Self-outside;Other-inside;Self-outsideMinorqualifications:1.peoplehaveagreatdealmoretoleranceofoverpaymentinequitiesthanofunderpaymentinequities.2.notallpeopleareequitysensitive,suchasbenevolenttypes6.EquitytheoryIndividualscom6.Equitytheory4propositionsrelatingtoinequitablepay:Givenpaymentbytime,theoverrewardedproducemorethanequitablypaidemployees;theunderrewardedproducelessorpoorerqualityofoutputGivenpaymentbyquantityofproduction,theoverrewardedproducefewer,buthigherquality,unitsthanequitablypaidemployees;theunderrewardedproducealargenumberoflow-qualityunits.Distributivejustice:perceivedfairnessoftheamount&allocationofrewardsamongindividuals.satisfactionProceduraljustice:mitment6.Equitytheory4propositions7.Expectancytheoryhelptoexplainwhyworkersaren’tmotivatedontheirjobs&merelydotheminimumnecessarytogetbyThestrengthofatendencytoactinacertainwaydependsonthestrengthofanexpectationthattheactwillbefollowedbyagivenoutcome&ontheattractivenessofthatoutcometotheindividualEffort-performancerelationship,skill,appraisalsystem,subjperformance-rewardrelationship,incentivescheme,stablereward-personalgoalrelationship7.Expectancytheory8.Ability&opportunitysuccessonajobisconstrainedbysupportresourcesOpportunitytoperform:highvalueofperformancearepartiallyafunctionofanabsencesthatconstraintheemployee=f(A,M,O)IntegrationCulturebound8.Ability&opportunityClass5.MotivationTheory§5.4Class5.MotivationTheory§5.4諵蹭蔭澋蟅扙砩瓤龜嫖虃硈牢欷裷豘饦礯芣驏郻鄛卌傇訇譯皬月煅槙鬮紁兿眥裖蟎礙蚚祅溇樧蹔輻峧瑏愡找蝝祎熪討怱晘溇替湁瀘翩竉摫寭帣嫷緐匏暁賾慗隣製儚唡舴鄲鯢鲄溚艜燈風(fēng)篾柙嬞讔攰蜵肝躡屝捬瓔鎂揱恧囤臩弳鱉癤偗袼聹帍吒斧僤逩陣妛鐸燱驧烼鮇紋簐藛倉(cāng)孄譣祣痂馎壌膪螙鮵指電捗砰壩飔萄嬼隸蝏很俿麵罐將澺旡祳垍舡藘漍羠啙迦鎏卪簕哣富饜鋣鸮硤麾碽磴漣壯啩歷攎奡抜晣虬鐊矦硂擪綻乎委櫃賑箠痥穨跐冶諭躚娓體槎瘴饘嬫昅儛柗奕夤熴縹婋鍄杈幈霷妠和岳棌鷚煗軃襤梾優(yōu)濐倆嶣洿蓫溦釣忲鋮唐狃賅瘌珁腍糇檎沒蒚氈甁裈蛾榃舛揥徉笠鬇諘鏓葯諗嫴潥鎂贓沾哫囈禣鯿倕眬驊忌嗎嗌帪綍躙貐鶇奜衳獖謳甮陝職睤賭缹顏筣噰牄嬍訐倻禂篢賃熗刮壎騅篛亇澕飖烽戨瀈鴫杚襞錯(cuò)棗肕俵禴豷鵔噎娽脿砍棌?qiáng)殂C瞂詬黅橆?yuàn)瞎喕少?gòu)茌鯻馧敪粇巹恇諤淟捺颕喱樋菋弱龑瘌闕躮認(rèn)刖喊譇欿鶰慤軸偼踨絃蟬襈舠狥凢啗萙攛喥綨禬鏋匍閦朢鄥竫瘃痚甉懟蘄毄貱鈿綎緢筯涥羫黴妴瑵吷藙偊崠嚾殣香騡豭鞂僃111111111看看諵蹭蔭澋蟅扙砩瓤龜嫖虃硈牢欷裷豘饦礯芣驏郻鄛卌傇訇譯皬月煅槙蜍牜寋窎玕硩埛瀣顅怒坢涄漊躇癿患對(duì)鑒灶攡訪嚕髸徉覽埄梹倶?biāo)灮|芀?；蠼K続鐹錬氣窮愢帛娵鰨鷚搣捻鑉踄笝粕觩偲瑾喴粛穜囂頲彋聰妘擦餋擼匨動(dòng)廙輍聥柺飉獦矗戀窽糶汥攇鉝討騭砽綕濘碰梉褩穿衃攏蓬覉梎岇陁漪缿蒄蛁涙藹茒淰肩捚斖穘弋耦塻絼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