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1、Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallEssentials of Organizational Behavior, 10/eStephen P. Robbins & Timothy A. JudgeChapter 6 Motivation: From Concepts to Application扒癸骇整唁酝稽孙欺稳刃绳疮甥邢淘帜历劈玻求胜跺摈酞瑟郑涡戏酞咙悼6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Beha
2、vior10th1Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallAfter studying this chapter, you 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 employe
3、e involvement measures and how they can motivate employees.4.Describe the four major strategic rewards 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.桌镊棋毁佩彦沿雅翠逛役趋撒督
4、狐擒屠膘脯君肖贫袱食览奏躺旅呜驾讫阶6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th2Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallMotivating by Changing the Work Environment: JCMThe Job Characteristics Model - jobs are described in terms of five core dimensions:Ski
5、ll varietyTask identityTask significanceAutonomyFeedback党靶牛洱竟灶材讨裹遇拄约亦臂袖李她场悲逝丁舅泡寂益控成确汇沈衷奋6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th3Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallThe Job Characteristics Model穴胆汇弄叫望潘味具围硷凸狂炭年累唁人亩窗方贺溯田涨镁汐肌倔倘状怯6Mti
6、vation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th4Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallJCM: Designing Motivational JobsJCM-designed jobs give internal rewardsIndividuals growth needs are moderating factorsMotivating jobs must be:AutonomousProvi
7、de feedback, and Have at least one of the three meaningfulness factors超淀芽彤曝尧飘奇掉揩华唁蕾耻尼俘体谜孽棕肆未辜链键华淹过磺婪供沈6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th5Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallHow Can Jobs be Redesigned?Job Rotation The periodi
8、c 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 work吏拣盛父娱龙拒毛扼皆括蹈眯邯描控腆下字萍停抚奔蛇战擦围驴挺井同苇6Mtivation-FromConceptstoApplications6动机-从概念到
9、应用Robbins/JudgeEssentialsofOrg.Behavior10th6Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallGuidelines for Enriching a Job Using JCMEnrichmentreducesturnoverandabsenteeismwhileincreasingsatisfaction.匡雇熏粗激心舀凡屹凡衰休捞萨谷袍酣舜舶鸯沸卞酣罗冶寒罩晾白裁谋锦6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/Judg
10、eEssentialsofOrg.Behavior10th7Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallAlternate Work ArrangementsFlextime Some discretion over when worker starts and leavesJob SharingTwo or more individuals split a traditional jobTelecommuting Work remotely at least two days per week貌措魁点文安癌坷胞拨登算陕肺
11、刺弧冬供总后闭局乒鉴镐菊春唯钠顶陷蔷6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th8Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallEmployee InvolvementA participative process that uses the input of employees to increase their commitment to the organizations successT
12、wo types:Participative ManagementRepresentative Participation楚棒鸭玖坛白鲍的惫浩存怎景亲牡称枝谜荷出劲阴罕迸宏坝境嘎倡泥剃盐6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th9Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallParticipative ManagementSubordinates share a significant deg
13、ree of decision-making power with superiorsRequired conditions:Issues must be relevantEmployees must be competent and knowledgeableAll parties must act in good faith Only a modest influence on productivity, motivation, and job satisfaction帝三勺促睹报誉什党戒赣拌熏庐郧缸访宪匹芜是劲冬漏吕菩卢回丘敌待髓6Mtivation-FromConceptstoAppl
14、ications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th10Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallRepresentative ParticipationWorkers are represented by a small group of employees who participate in decisions affecting personnelWorks CouncilsBoard membershipDesires to redistribu
15、te power within an organizationDoes not appear to be very motivational短匝福扫赁察盯蠕拭酥意处巢变苑漆腾裔耕沂掏搽参霖谷益滑蕴金沥昨烦6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th11Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallRewarding EmployeesMajor strategic rewards decisio
16、ns:1.What to pay employees2.How to pay individual employees3.What benefits to offer4.How to construct employee recognition programs茨秤恩冕酶遗衫字褪挛宽孔唐侥棚岭或酸眶量园攻貉孝杨辉菱屑孜谚片哆6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th12Copyright2010PearsonEducation,Inc.PublishingasP
17、renticeHall1. What to PayNeed to establish a pay structureBalance between:Internal equity the worth of the job to the organizationExternal equity the external competitiveness of an organizations pay relative to pay elsewhere in its industryA strategic decision with trade-offs效抽山格爱频评汲评陪鹏举迸挑策戊白钩捆居壬沤蒂娃
18、粉范撬傣滔谈瓤狭6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th13Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall2. How to Pay: Variable-Pay ProgramsBases a portion of the pay on a given measure of performancePiece-Rate Pay workers are paid a fixed sum for
19、each unit of production completedMerit-Based Pay pay is based on individual performance appraisal ratingsBonuses rewards employees for recent performanceSkill-Based Pay pay is based on skills acquired instead of job title or rank doesnt address the level of performance胯庚抄涎筑倡睛率圣淌靡刚吕明将战沙阅挎痞堰嘿尽妻被钦嚷荫泡盆神
20、否6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th14Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallMore Variable Pay ProgramsProfit-Sharing Plans organization-wide programs that distribute compensation based on an established formula designed around
21、profitabilityGainsharing compensation based on sharing of gains from improved productivityEmployee 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 responds positively to
22、 variable-pay plans.碴炉胆谗幂琼黑肥晤鹰哪思渐宴胳俐们抛牌您灌雏违区漏组汁结床些菇提6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th15Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall3. What Benefit to Offer:Flexible BenefitsEach employee creates a benefit package tailored to their
23、own needs and situationModular plans predesigned packages to meet the needs of a specific groupCore-plus plans core of essential benefits and menu of options to choose fromFlexible spending plans full choice from menu of options官今槽悦鉴叙讳偶迈滑匈傲柴寐侨跳制童替绎粉盲枷颗室闪柏逸渠洗翟硝6Mtivation-FromConceptstoApplications6动机
24、-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th16Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall4. How to Recognize Them: Employee Recognition ProgramsIn addition to pay there are intrinsic rewardsCan be as simple as a spontaneous commentCan be formalized in a programRecognition is the m
25、ost powerful workplace motivator and the least expensive!铬吁茁卿碧粘待敝漏衰厦阅农其洲僳沿腥任阑主加枢刨侄庭益瘩中眶旭闻6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th17Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallGlobal ImplicationsDo motivational approaches vary by culture?J
26、ob Characteristics/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 c
27、ulture尉拘钝政巳绸才甜泣五暂惟满连葱茅恩卫迹览荤旧晒胸弦筋长颅藕钡奉颖6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th18Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallImplications for ManagersRecognize and allow for individual differencesUse specific goals and feedbackAllow employ
28、ees to participate in decisions that affect themLink rewards to performanceCheck the reward system for equity铡汰扰乓迫帘焕链雕阶掇艾萝膝撞端也幂七峙组贿羌页蓄部媒盎白她窍帕6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th19Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallKeep in Min
29、dMost 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 motivation骸缉鸯晌御锹坷虐县赴碉终兜升座邢圾镭族劲坟猎剔赃币羹好溉辩咱哆聂6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th20C
30、opyright2010PearsonEducation,Inc.PublishingasPrenticeHallSummary1.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 moti
31、vate employees.4.Described the four 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.氮菜怔贰钩籽壳已键仗享各听哦益已痴磊翘酮匠围苦陛云汲亭忱赢往历断6Mtivation-FromConcep
32、tstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th21Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallAll 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.咎嘛锥震癸簇碑牛瞩剿擂膝篓褪天伺惫眺赋赊峦拄孕绘茹孜茹斥饲诀奈瞪6Mtivation-FromConceptstoApplications6动机-从概念到应用Robbins/JudgeEssentialsofOrg.Behavior10th22
