6 MtivationFrom Concepts to Applications6动机从概念到应用

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1、Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-1Essentials of Organizational Behavior, 10/eStephen P. Robbins & Timothy A. JudgeChapter 6 Motivation: From Concepts to ApplicationCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-2After studying this chapter, you

2、 should be able to:1.Describe the way in which employees can be motivated by changing their work environment.2.Compare and contrast the three main ways jobs can be redesigned.3.Give examples of employee involvement measures and how they can motivate employees.4.Describe the four major strategic rewa

3、rds decisions.5.Demonstrate how the different types of variable-pay programs can increase employee motivation.6.Describe how the application of motivation theories varies across cultures.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-3Motivating by Changing the Work Environment:

4、 JCMThe Job Characteristics Model - jobs are described in terms of five core dimensions: Skill variety Task identity Task significance Autonomy FeedbackCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-4The Job Characteristics ModelCopyright 2010 Pearson Education, Inc. Publishing

5、as Prentice Hall6-5JCM: Designing Motivational Jobs JCM-designed jobs give internal rewards Individuals growth needs are moderating factors Motivating jobs must be: Autonomous Provide feedback, and Have at least one of the three meaningfulness factorsCopyright 2010 Pearson Education, Inc. Publishing

6、 as Prentice Hall6-6How Can Jobs be Redesigned?Job Rotation The periodic shifting of an employee from one task to anotherJob EnlargementIncreasing the number and variety of tasksJob Enrichment Increasing the degree to which the worker controls the planning, execution and evaluation of the workCopyri

7、ght 2010 Pearson Education, Inc. Publishing as Prentice Hall6-7Guidelines for Enriching a Job Using JCMEnrichment reduces turnover and absenteeism while increasing satisfaction.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-8Alternate Work Arrangements Flextime Some discretion o

8、ver when worker starts and leaves Job Sharing Two or more individuals split a traditional job Telecommuting Work remotely at least two days per weekCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-9Employee InvolvementA participative process that uses the input of employees to inc

9、rease their commitment to the organizations successTwo types:Participative ManagementRepresentative ParticipationCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-10Participative Management Subordinates share a significant degree of decision-making power with superiors Required con

10、ditions: Issues must be relevant Employees must be competent and knowledgeable All parties must act in good faith Only a modest influence on productivity, motivation, and job satisfactionCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-11Representative Participation Workers are re

11、presented by a small group of employees who participate in decisions affecting personnel Works Councils Board membership Desires to redistribute power within an organization Does not appear to be very motivationalCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-12Rewarding Employe

12、esMajor strategic rewards decisions:1.What to pay employees2.How to pay individual employees3.What benefits to offer4.How to construct employee recognition programsCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-131. What to Pay Need to establish a pay structure Balance between:

13、Internal equity the worth of the job to the organization External equity the external competitiveness of an organizations pay relative to pay elsewhere in its industry A strategic decision with trade-offsCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-142. How to Pay: Variable-Pa

14、y ProgramsBases a portion of the pay on a given measure of performance Piece-Rate Pay workers are paid a fixed sum for each unit of production completed Merit-Based Pay pay is based on individual performance appraisal ratings Bonuses rewards employees for recent performance Skill-Based Pay pay is ba

15、sed on skills acquired instead of job title or rank doesnt address the level of performanceCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-15More Variable Pay Programs Profit-Sharing Plans organization-wide programs that distribute compensation based on an established formula des

16、igned around profitability Gainsharing compensation based on sharing of gains from improved productivity Employee Stock Ownership Plans (ESOPs) plans in which employees acquire stock, often at below-market pricesWhile it appears that pay does increase productivity, it seems that not everyone respond

17、s positively to variable-pay plans.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-163. What Benefit to Offer:Flexible BenefitsEach employee creates a benefit package tailored to their own needs and situation Modular plans predesigned packages to meet the needs of a specific grou

18、p Core-plus plans core of essential benefits and menu of options to choose from Flexible spending plans full choice from menu of optionsCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-174. How to Recognize Them: Employee Recognition Programs In addition to pay there are intrinsic

19、 rewards Can be as simple as a spontaneous comment Can be formalized in a program Recognition is the most powerful workplace motivator and the least expensive!Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-18Global ImplicationsDo motivational approaches vary by culture?Job Chara

20、cteristics/Enrichment: may not be the same in collectivist culturesTelecommuting, variable pay, flexible benefits: while all of these seem to be on the increase, not enough research has been done to make any conclusionsEmployee Involvement: important to modify practices to reflect national cultureCo

21、pyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-19Implications for Managers Recognize and allow for individual differences Use specific goals and feedback Allow employees to participate in decisions that affect them Link rewards to performance Check the reward system for equityCopy

22、right 2010 Pearson Education, Inc. Publishing as Prentice Hall6-20Keep in MindMost people respond to the intrinsic job characteristics of the JCMIt is not clear that employee involvement programs work use caution!Variable-pay plans can enhance motivationCopyright 2010 Pearson Education, Inc. Publish

23、ing as Prentice Hall6-21Summary1.Described the way in which employees could be motivated by changing their work environment.2.Compared and contrasted the three main ways jobs could be redesigned.3.Gave examples of employee involvement measures and how they could motivate employees.4.Described the fo

24、ur major strategic rewards decisions.5.Demonstrated how the different types of variable-pay programs could increase employee motivation.6.Described how the application of motivation theories varied across cultures.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall6-22All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.