组织行为学(英文版)第6章

weipingChapter6MotivationInstructor:WeiPing(Elizabethwei)Department:BusinessAdministrationRequiredTextbook:EssentialsofOrganizationalBehavior”10thedition.byStephenP.RobbinsweipingChapter6MotivationPart1:EarlytheoriesofmotivationPart2:ContemporarytheoriesofmotivationPart3FromconceptstoapplicationweipingWhatismotivation?Theprocessesthataccountforanindividual’sintensity,direction,andpersistenceofefforttowardattainingagoal.Intensity–howhardapersontriesDirection–onethatbenefitstheorganizationPersistence–howlongtheeffortismaintainedBasicmotivationprocessUnsatisfiedneedTensionDrivesSearchbehaviorSatisfiedneedReductionoftensionweipingPart1:EarlytheoriesofmotivationSelf-ActualizationEsteemNeedsSocialNeedsSafetyNeedsPhysiologicalNeedsHierarchyofneedstheoryMaslow’shierarchyofneedsLower-orderneedHigh-orderneedweipingPhysiologicalneedsIncludehunger,thirst,andotherbodyneeds.weipingSafetyneedsIncludesecurityandprotectionfromphysicalandemotionalharmweipingSocialneedsIncludeaffection,asenseofbelonging,acceptance,andfriendshipweipingEsteemneedsIncludeinternalfactorssuchasself-respect,andachievementandexternalfactorssuchasrecognition,andstatusweipingSelf-actualizationneedThedrivetobecomewhatoneiscapableofbecoming;includesgrowth,achievingone’spotential,andself-fulfillmentweipingMcGregor’sTheoryXandTheoryYTheoryXWorkersDislikeworkMustbethreatenedwithpunishmentAvoidresponsibilitiesSeekformaldirectionRequiresecurityLittleambitionTheoryYWorkersViewworkasnaturalasrestSelf-directionSelf-controlAcceptresponsibilitySeekresponsibilityMakeinnovativedecisionsweipingHerzberg’sTwo-FactorTheoryHygienefactorsaffectjobdissatisfactionQualityofsupervisionPayCompanypoliciesPhysicalworkingconditionsRelationswithothersJobsecurityMotivatorfactorsaffectjobsatisfactionPromotionalopportunitiesOpportunitiesforpersonalgrowthRecognitionResponsibilityAchievementWorkitselfHighJobdissatisfaction0JobsatisfactionHighweipingPart2:ContemporarytheoriesofmotivationMcClelland’sTheoryofNeedsNeedforAchievement(nAch)NeedforPower(nPow)NeedforAffiliation(nAff)weipingMcClelland’sTheoryofNeedsNeedforachievement(nAch)-Thedrivetoexcel,toachieveinrelationtoasetofstandards,andtostrivetosucceedHighachieverspreferjobswithpersonalresponsibility,feedback,andintermediatedegreeofriskHighachieversarenotnecessarilygoodmanagersNeedforpower(nPow)–Thedesiretohaveanimpact,tobeinfluential,andtocontrolothers.Needforaffiliation(nAff)-ThedesireforfriendlyandcloseinterpersonalrelationshipsweipingCognitiveEvaluationTheoryCognitiveevaluationtheoryproposedtheintroductionofextrinsicrewards,suchaspay,forworkeffortthatwaspreviouslyintrinsicallyrewardingduetothepleasureassociatedwiththecontentoftheworkitselftendstodecreaseoverallmotivation.weipingGoal-SettingTheoryGoalsareapotentmotivatingforceSpecificgoalsleadtoincreasedperformanceDifficultgoals,whenaccepted,resultinhigheroutputthaneasygoalsFeedbackleadstohigherperformancethandoesnonfeedbackweipingManagementbyObjectives(MBO)Convertsoverallorganizationalobjectivesintospecificobjectivesforworkunitsandindividuals.Commoningredients:GoalspecificityParticipationindecisionmakingExplicittimeperiodPerformancefeedbackOverallorganizationalobjectivesDivisionalobjectivesDepartmentalobjectivesIndividualobjectivesweipingSelf-EfficacyTheoryReferstoanindividual’sbeliefthatheorsheiscapableofperformingataskWaysself-efficacycanbeincreasedEnactivemastery–gainexperienceVicariousmodeling–seesomeoneelsedothetaskVerbalpersuasion–someoneconvincesyouthatyouhavetheskillsArousal–getenergizedweipingEquitytheoryEmployeesweighwhattheyputintoajobsituation(input)againstwhattheygetfromit(outcome).ModeloforganizationaljusticeDistributivejusticeProceduraljusticeInteractionaljusticeweipingEquityTheoryweipingEquitytheoryIftheyperceivetheirratiotobeequaltothatofrelevantothers,astateofequityexistsIftheratiosareunequal,inequityexists,eitherunder-rewardorover-rewardWheninequitiesoccur,employeeswillattempttocorrectthemweipingEquitytheoryChoiceswhenperceivedinequityDistorteithertheirownorother’sinputsoroutcomesBehaveinsomewaysoastoinduceotherstochangetheirinputsoroutcomesBehaveinsomewaysoastochangetheirowninputsoroutcomesChooseadifferentcomparisonreferentQuittheirjobweipingEquitytheoryEstablishesfourpropositionsrelatingtoinequitablepay:1.Givenpaymentbytime,over-rewardedemployeeswillproducemorethanequitablypaidemployees2.Givenpaymentbyquantityofproduction,over-rewardedemployeeswillproducefewer,buthigher-qualityunitsthanequitablypaidemployees3.Givenpaymentbytime,under-rewardedemployeeswillproducelessorapoorerqualityofoutput4.Givenpaymentbyquantityofproduction,under-rewardedemployeeswillproducealargenumberoflow-qualityunitsincomparisonwithequitablypaidemployeesweipingExpectancytheoryThemostcomprehensiveexplanationofmotivationThistheoryarguesthatthestrengthofatendencytoactinacertainwaydependonthestrengthofanexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual(StrengthofatendencytoactinacertainwaydependsonS