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1、Motivating EmployeesChapterChapter16管理学员工激励(英文)L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.What
2、Is Motivation?What Is Motivation? Define motivation.Define motivation. Explain motivation as a need-satisfying process.Explain motivation as a need-satisfying process.Early Theories of MotivationEarly Theories of Motivation Describe Maslows hierarchy of needs and how it can be used Describe Maslows
3、hierarchy of needs and how it can be used to motivate.to motivate. Discuss how Theory X and Theory Y managers approach Discuss how Theory X and Theory Y managers approach motivation.motivation. Describe Herzbergs motivation-hygiene theory.Describe Herzbergs motivation-hygiene theory. Explain Herzber
4、gs views of satisfaction and dissatisfaction.Explain Herzbergs views of satisfaction and dissatisfaction.管理学员工激励(英文)L E A R N I N G O U T L I N E (contd) L E A R N I N G O U T L I N E (contd) L E A R N I N G O U T L I N E (contd) L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as
5、you read and study this chapter.Follow this Learning Outline as you read and study this chapter.Contemporary Theories of MotivationContemporary Theories of Motivation Describe the three needs McClelland proposed as being Describe the three needs McClelland proposed as being present in work settings.
6、present in work settings. Explain how goal-setting and reinforcement theories explain Explain how goal-setting and reinforcement theories explain employee motivation.employee motivation. Describe the job characteristics model as a way to design Describe the job characteristics model as a way to desi
7、gn motivating jobs.motivating jobs. Discuss the motivation implications of equity theory.Discuss the motivation implications of equity theory. Contrast distributive justice and procedural justice.Contrast distributive justice and procedural justice. Explain the three key linkages in expectancy theor
8、y and their Explain the three key linkages in expectancy theory and their role in motivation.role in motivation.管理学员工激励(英文)L E A R N I N G O U T L I N E (contd) L E A R N I N G O U T L I N E (contd) L E A R N I N G O U T L I N E (contd) L E A R N I N G O U T L I N E (contd) Follow this Learning Outl
9、ine as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.Current Issues in MotivationCurrent Issues in Motivation Describe the cross-cultural challenges of motivation.Describe the cross-cultural challenges of motivation. Discuss the challenges managers f
10、ace in motivating unique Discuss the challenges managers face in motivating unique groups of workers.groups of workers. Describe open-book management, employee recognition, Describe open-book management, employee recognition, pay-for-performance, and stock option programs.pay-for-performance, and st
11、ock option programs.管理学员工激励(英文)What Is Motivation?What Is Motivation?MotivationMotivationIs the result of an interaction between the person and a Is the result of an interaction between the person and a situation; it is not a personal trait.situation; it is not a personal trait.Is the process by whi
12、ch a persons efforts are Is the process by which a persons efforts are energized, directed, and sustained towards attaining a energized, directed, and sustained towards attaining a goal.goal.v vEnergy:Energy: a measure of intensity or drive. a measure of intensity or drive.v vDirection:Direction: to
13、ward organizational goals toward organizational goalsv vPersistence:Persistence: exerting effort to achieve goals. exerting effort to achieve goals.Motivation works best when individual needs are Motivation works best when individual needs are compatible with organizational patible with organization
14、al goals.管理学员工激励(英文)Early Theories of MotivationEarly Theories of MotivationMaslows Hierarchy of NeedsMaslows Hierarchy of NeedsMacGregors Theories X and YMacGregors Theories X and YHerzbergs Two-Factor TheoryHerzbergs Two-Factor Theory管理学员工激励(英文)Early Theories of MotivationEarly Theories of Motivat
15、ionMaslows Hierarchy of Needs TheoryMaslows Hierarchy of Needs TheoryNeeds were categorized as five levels of lower- to Needs were categorized as five levels of lower- to higher-order needs.higher-order needs.v vIndividuals must satisfy lower-order needs before they can Individuals must satisfy lowe
16、r-order needs before they can satisfy higher order needs.satisfy higher order needs.v vSatisfied needs will no longer motivate.Satisfied needs will no longer motivate.v vMotivating a person depends on knowing at what level that Motivating a person depends on knowing at what level that person is on t
17、he hierarchy.person is on the hierarchy.Hierarchy of needsHierarchy of needsv vLower-order (external): physiological, safetyLower-order (external): physiological, safetyv vHigher-order (internal): social, esteem, self-actualizationHigher-order (internal): social, esteem, self-actualization管理学员工激励(英文
18、)Exhibit 161Exhibit 161Exhibit 161Exhibit 161Maslows Hierarchy of NeedsMaslows Hierarchy of NeedsMaslows Hierarchy of NeedsMaslows Hierarchy of Needs管理学员工激励(英文)Early Theories of Motivation (contd)Early Theories of Motivation (contd)McGregors Theory X and Theory YMcGregors Theory X and Theory YTheory
19、 XTheory Xv vAssumes that workers have little ambition, dislike work, avoid Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision.responsibility, and require close supervision.Theory YTheory Yv vAssumes that workers can exercise self-direction,
20、desire Assumes that workers can exercise self-direction, desire responsibility, and like to work.responsibility, and like to work.Assumption:Assumption:v vMotivation is maximized by participative decision making, Motivation is maximized by participative decision making, interesting jobs, and good gr
21、oup relations.interesting jobs, and good group relations.管理学员工激励(英文)Early Theories of Motivation (contd)Early Theories of Motivation (contd)Herzbergs Motivation-Hygiene TheoryHerzbergs Motivation-Hygiene TheoryJob satisfaction and job dissatisfaction are created by Job satisfaction and job dissatisf
22、action are created by different factors.different factors.v vHygiene factors:Hygiene factors: extrinsic (environmental) factors that create extrinsic (environmental) factors that create job dissatisfaction.job dissatisfaction.v vMotivators:Motivators: intrinsic (psychological) factors that create jo
23、b intrinsic (psychological) factors that create job satisfaction.satisfaction.Attempted to explain why job satisfaction does not Attempted to explain why job satisfaction does not result in increased performance.result in increased performance.v vThe opposite of satisfaction is not dissatisfaction,
24、but rather no The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.satisfaction.管理学员工激励(英文)Exhibit 162Exhibit 162Exhibit 162Exhibit 162Herzbergs Motivation-Hygiene TheoryHerzbergs Motivation-Hygiene TheoryHerzbergs Motivation-Hygiene TheoryHerzbergs Motivation-Hygiene Theo
25、ry管理学员工激励(英文)Exhibit 163Exhibit 163Exhibit 163Exhibit 163Contrasting Views of Satisfaction-DissatisfactionContrasting Views of Satisfaction-DissatisfactionContrasting Views of Satisfaction-DissatisfactionContrasting Views of Satisfaction-Dissatisfaction管理学员工激励(英文)Contemporary Theories of MotivationC
26、ontemporary Theories of MotivationThree-Needs TheoryThree-Needs TheoryGoal-Setting TheoryGoal-Setting TheoryReinforcement TheoryReinforcement TheoryDesigning Motivating JobsDesigning Motivating JobsEquity TheoryEquity TheoryExpectancy TheoryExpectancy Theory管理学员工激励(英文)Motivation and NeedsMotivation
27、and NeedsThree-Needs Theory (McClelland)Three-Needs Theory (McClelland)There are three major acquired needs that are major There are three major acquired needs that are major motives in work.motives in work.v vNeed for achievement (nAch)Need for achievement (nAch) The drive to excel and succeedThe d
28、rive to excel and succeedv vNeed for power (nPow)Need for power (nPow) The need to influence the behavior of othersThe need to influence the behavior of othersv vNeed of affiliation (nAff)Need of affiliation (nAff) The desire for interpersonal relationshipsThe desire for interpersonal relationships管
29、理学员工激励(英文)Exhibit 164Exhibit 164Exhibit 164Exhibit 164Examples of Pictures Used for Assessing Levels of nAch, nAff, and Examples of Pictures Used for Assessing Levels of nAch, nAff, and Examples of Pictures Used for Assessing Levels of nAch, nAff, and Examples of Pictures Used for Assessing Levels o
30、f nAch, nAff, and nPownPownPownPow管理学员工激励(英文)Motivation and GoalsMotivation and GoalsGoal-Setting TheoryGoal-Setting TheoryProposes that setting goals that are accepted, specific, Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher and challe
31、nging yet achievable will result in higher performance than having no or easy goals.performance than having no or easy goals.Is culture bound to the U.S. and Canada.Is culture bound to the U.S. and Canada.Benefits of Participation in Goal-SettingBenefits of Participation in Goal-SettingIncreases the
32、 acceptance of goals.Increases the acceptance of goals.Fosters commitment to difficult, public goals.Fosters commitment to difficult, public goals.Provides for self-feedback (internal locus of control) Provides for self-feedback (internal locus of control) that guides behavior and motivates performa
33、nce (self-that guides behavior and motivates performance (self-efficacy).efficacy).管理学员工激励(英文)Exhibit 165Exhibit 165Exhibit 165Exhibit 165Goal-Setting TheoryGoal-Setting TheoryGoal-Setting TheoryGoal-Setting Theory管理学员工激励(英文)Motivation and BehaviorMotivation and BehaviorReinforcement TheoryReinforce
34、ment TheoryAssumes that a desired behavior is a function of its Assumes that a desired behavior is a function of its consequences, is externally caused, and if reinforced, is consequences, is externally caused, and if reinforced, is likely to be repeated.likely to be repeated.v vPositive reinforceme
35、nt is preferred for its long-term effects on Positive reinforcement is preferred for its long-term effects on performanceperformancev vIgnoring undesired behavior is better than punishment which Ignoring undesired behavior is better than punishment which may create additional dysfunctional behaviors
36、.may create additional dysfunctional behaviors.管理学员工激励(英文)Designing Motivating JobsDesigning Motivating JobsJob DesignJob DesignThe way into which tasks can be combined to form The way into which tasks can be combined to form complete plete jobs.Factors influencing job design:Factors influencing job
37、 design:v vChanging organizational environment/structureChanging organizational environment/structurev vThe organizations technologyThe organizations technologyv vEmployees skill, abilities, and preferencesEmployees skill, abilities, and preferencesJob enlargementJob enlargementv vIncreasing the job
38、s scope (number and frequency of tasks)Increasing the jobs scope (number and frequency of tasks)Job enrichmentJob enrichmentv vIncreasing responsibility and autonomy (depth) in a job.Increasing responsibility and autonomy (depth) in a job.管理学员工激励(英文)Designing Motivating Jobs (contd)Designing Motivat
39、ing Jobs (contd)Job Characteristics Model (JCM)Job Characteristics Model (JCM)A conceptual framework for designing motivating jobs A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy that create meaningful work experiences that satisfy employees
40、growth needs.employees growth needs.Five primary job characteristics:Five primary job characteristics:v vSkill variety:Skill variety: how many skills and talents are needed? how many skills and talents are needed?v vTask identity:Task identity: does the job produce a complete work? does the job prod
41、uce a complete work?v vTask significance:Task significance: how important is the job? how important is the job?v vAutonomy:Autonomy: how much independence does the jobholder have? how much independence does the jobholder have?v vFeedback:Feedback: do workers know how well they are doing? do workers
42、know how well they are doing?管理学员工激励(英文)Exhibit 166Exhibit 166Exhibit 166Exhibit 166Job Characteristics ModelJob Characteristics ModelJob Characteristics ModelJob Characteristics ModelSource: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With perm
43、ission of the authors.管理学员工激励(英文)Exhibit 167Exhibit 167Exhibit 167Exhibit 167Guidelines for Job RedesignGuidelines for Job RedesignGuidelines for Job RedesignGuidelines for Job RedesignSource: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With per
44、mission of the authors.管理学员工激励(英文)Designing Motivating Jobs (contd)Designing Motivating Jobs (contd)Suggestions for Using the JCMSuggestions for Using the JCMCombine tasks (job enlargement) to create more Combine tasks (job enlargement) to create more meaningful work.meaningful work.Create natural w
45、ork units to make employees work Create natural work units to make employees work important and whole.important and whole.Establish external and internal client relationships to Establish external and internal client relationships to provide feedback.provide feedback.Expand jobs vertically (job enri
46、chment) by giving Expand jobs vertically (job enrichment) by giving employees more autonomy.employees more autonomy.Open feedback channels to let employees know how Open feedback channels to let employees know how well they are doing.well they are doing.管理学员工激励(英文)Motivation and PerceptionMotivation
47、 and PerceptionEquity TheoryEquity TheoryProposes that employees perceive what they get from Proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-o
48、utcomes in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.ratio with the inputs-outcomes ratios of relevant others.v vIf the ratios are perceived as equal then a state of equity If the ratios are perceived as equal then a state of equity (fai
49、rness) exists.(fairness) exists.v vIf the ratios are perceived as unequal, inequity exists and the If the ratios are perceived as unequal, inequity exists and the person feels under- or over-rewarded.person feels under- or over-rewarded.v vWhen inequities occur, employees will attempt to do When ine
50、quities occur, employees will attempt to do something to rebalance the ratios (seek justice).something to rebalance the ratios (seek justice).管理学员工激励(英文)Motivation and Perception (contd)Motivation and Perception (contd)Equity Theory (contd)Equity Theory (contd)Employee responses to perceived inequit
51、ies:Employee responses to perceived inequities:v vDistort own or others ratios.Distort own or others ratios.v vInduce others to change their own inputs or outcomes.Induce others to change their own inputs or outcomes.v vChange own inputs (increase or decrease efforts) or outcomes Change own inputs (
52、increase or decrease efforts) or outcomes (seek greater rewards).(seek greater rewards).v vChoose a different comparison (referent) other (person, Choose a different comparison (referent) other (person, systems, or self).systems, or self).v vQuit their job.Quit their job.Employees are concerned with
53、 both the absolute and Employees are concerned with both the absolute and relative nature of organizational rewards.relative nature of organizational rewards.管理学员工激励(英文)Exhibit 168Exhibit 168Exhibit 168Exhibit 168Equity TheoryEquity TheoryEquity TheoryEquity Theory管理学员工激励(英文)Motivation and Perceptio
54、n (contd)Motivation and Perception (contd)Equity Theory (contd)Equity Theory (contd)Distributive justiceDistributive justicev vThe perceived fairness of the amount and allocation of rewards The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what).amo
55、ng individuals (i.e., who received what). Influences an employees satisfaction.Influences an employees satisfaction.Procedural justiceProcedural justicev vThe perceived fairness of the process use to determine the The perceived fairness of the process use to determine the distribution of rewards (i.
56、e., how who received what).distribution of rewards (i.e., how who received what). Affects an employees organizational commitment.Affects an employees organizational commitment.管理学员工激励(英文)Motivation and BehaviorMotivation and BehaviorExpectancy Theory (Vroom)Expectancy Theory (Vroom)States that an in
57、dividual tends to act in a certain way States that an individual tends to act in a certain way based on the expectation that the act will be followed based on the expectation that the act will be followed by a given outcome and on the attractiveness of that by a given outcome and on the attractivene
58、ss of that outcome to the individual.outcome to the individual.Key to the theory is understanding and managing Key to the theory is understanding and managing employee goals and the linkages among and between employee goals and the linkages among and between effort, performance and rewards.effort, p
59、erformance and rewards.v vEffort:Effort: employee abilities and training/development employee abilities and training/developmentv vPerformance:Performance: valid appraisal systems valid appraisal systemsv vRewards (goals):Rewards (goals): understanding employee needs understanding employee needs管理学员
60、工激励(英文)Exhibit 169Exhibit 169Exhibit 169Exhibit 169Simplified Expectancy ModelSimplified Expectancy ModelSimplified Expectancy ModelSimplified Expectancy Model管理学员工激励(英文)Motivation and Behavior (contd)Motivation and Behavior (contd)Expectancy RelationshipsExpectancy RelationshipsExpectancy (effort-p
61、erformance linkage)Expectancy (effort-performance linkage)v vThe perceived probability that an individuals effort will result in The perceived probability that an individuals effort will result in a certain level of performance.a certain level of performance.InstrumentalityInstrumentalityv vThe perc
62、eption that a particular level of performance will result The perception that a particular level of performance will result in the attaining a desired outcome (reward).in the attaining a desired outcome (reward).ValenceValencev vThe attractiveness/importance of the performance reward The attractiven
63、ess/importance of the performance reward (outcome) to the individual.(outcome) to the individual.管理学员工激励(英文)Exhibit 1610Exhibit 1610Exhibit 1610Exhibit 1610Integrating Contemporary Theories of MotivationIntegrating Contemporary Theories of MotivationIntegrating Contemporary Theories of MotivationInt
64、egrating Contemporary Theories of Motivation管理学员工激励(英文)Current Issues in MotivationCurrent Issues in MotivationCross-Cultural ChallengesCross-Cultural ChallengesMotivational programs are most applicable in cultures Motivational programs are most applicable in cultures where where individualismindivi
65、dualism and and quality of lifequality of life are cultural are cultural characteristicscharacteristicsv vUncertainty avoidance of some cultures inverts Maslows needs Uncertainty avoidance of some cultures inverts Maslows needs hierarchy.hierarchy.v vThe need for achievement (nAch) is lacking in oth
66、er cultures.The need for achievement (nAch) is lacking in other cultures.v vCollectivist cultures view rewards as “entitlements” to be Collectivist cultures view rewards as “entitlements” to be distributed based on individual needs, not individual distributed based on individual needs, not individua
67、l performance.performance.Cross-Cultural ConsistenciesCross-Cultural Consistenciesv vInteresting work is widely desired, as is growth, achievement, Interesting work is widely desired, as is growth, achievement, and responsibility.and responsibility.管理学员工激励(英文)Current Issues in Motivation (contd)Curr
68、ent Issues in Motivation (contd)Motivating Unique Groups of WorkersMotivating Unique Groups of WorkersMotivating a diverse workforce through flexibility:Motivating a diverse workforce through flexibility:v vMen desire more autonomy than do women.Men desire more autonomy than do women.v vWomen desire
69、 learning opportunities, flexible work schedules, Women desire learning opportunities, flexible work schedules, and good interpersonal relations.and good interpersonal relations.管理学员工激励(英文)Current Issues in Motivation (contd)Current Issues in Motivation (contd)Flexible Work/Job schedulesFlexible Wor
70、k/Job schedulesCompressed work weekCompressed work weekv vLonger daily hours, but fewer daysLonger daily hours, but fewer daysFlexible work hours (flextime)Flexible work hours (flextime)v vSpecific weekly hours with varying arrival, departure, lunch and Specific weekly hours with varying arrival, de
71、parture, lunch and break times around certain core hours during which all break times around certain core hours during which all employees must be present.employees must be present.Job SharingJob Sharingv vTwo or more people split a full-time job.Two or more people split a full-time job.Telecommutin
72、gTelecommutingv vEmployees work from home using computer links.Employees work from home using computer links.管理学员工激励(英文)Current Issues in Motivation (contd)Current Issues in Motivation (contd)Motivating ProfessionalsMotivating ProfessionalsCharacteristics of professionalsCharacteristics of professio
73、nalsv vStrong and long-term commitment to their field of expertise.Strong and long-term commitment to their field of expertise.v vLoyalty is to their profession, not to the employer.Loyalty is to their profession, not to the employer.v vHave the need to regularly update their knowledge.Have the need
74、 to regularly update their knowledge.v vDont define their workweek as 8:00 am to 5:00 pm.Dont define their workweek as 8:00 am to 5:00 pm.Motivators for professionalsMotivators for professionalsv vJob challengeJob challengev vOrganizational support of their workOrganizational support of their work管理
75、学员工激励(英文)Current Issues in Motivation (contd)Current Issues in Motivation (contd)Motivating Contingent WorkersMotivating Contingent WorkersOpportunity to become a permanent employeeOpportunity to become a permanent employeeOpportunity for trainingOpportunity for trainingEquity in compensation and be
76、nefitsEquity in compensation and benefitsMotivating Low-Skilled, Minimum-Wage Motivating Low-Skilled, Minimum-Wage EmployeesEmployeesEmployee recognition programsEmployee recognition programsProvision of sincere praiseProvision of sincere praise管理学员工激励(英文)Current Issues in Motivation (contd)Current
77、Issues in Motivation (contd)Designing Appropriate Rewards ProgramsDesigning Appropriate Rewards ProgramsOpen-book managementOpen-book managementv vInvolving employees in workplace decision by opening up the Involving employees in workplace decision by opening up the financial statements of the emplo
78、yer.financial statements of the employer.Employee recognition programsEmployee recognition programsv vGiving personal attention and expressing interest, approval, Giving personal attention and expressing interest, approval, and appreciation for a job well done.and appreciation for a job well done.Pa
79、y-for-performancePay-for-performancev vVariable compensation plans that reward employees on the Variable compensation plans that reward employees on the basis of their performance:basis of their performance: Piece rates, wage incentives, profit-sharing, and lump-sum Piece rates, wage incentives, pro
80、fit-sharing, and lump-sum bonusesbonuses管理学员工激励(英文)Current Issues in Motivation (contd)Current Issues in Motivation (contd)Designing Appropriate Rewards Programs (contd)Designing Appropriate Rewards Programs (contd)Stock option programsStock option programsv vUsing financial instruments (in lieu of
81、monetary compensation) Using financial instruments (in lieu of monetary compensation) that give employees the right to purchase shares of company that give employees the right to purchase shares of company stock at a set (option) price.stock at a set (option) price.v vOptions have value if the stock
82、 price rises above the option Options have value if the stock price rises above the option price; they become worthless if the stock price falls below the price; they become worthless if the stock price falls below the option price.option price.管理学员工激励(英文)Exhibit 1611Exhibit 1611Exhibit 1611Exhibit
83、1611Recommendations for Designing Stock OptionsRecommendations for Designing Stock OptionsRecommendations for Designing Stock OptionsRecommendations for Designing Stock Options* Vesting refers to the time that must pass before a person can exercise the option.Source: P. Brandes, R. Dharwadkar, and G
84、.V. Lemesis, “Effective Employee Stock Option Design: Reconciling Stakeholder, Strategic, and Motivational Factors,” Academy of Management Executive, February 2003, p. 84.管理学员工激励(英文)Exhibit 1611 (contd)Exhibit 1611 (contd)Exhibit 1611 (contd)Exhibit 1611 (contd)Recommendations for Designing Stock Op
85、tionsRecommendations for Designing Stock OptionsRecommendations for Designing Stock OptionsRecommendations for Designing Stock OptionsSource: P. Brandes, R. Dharwadkar, and G.V. Lemesis, “Effective Employee Stock Option Design: Reconciling Stakeholder, Strategic, and Motivational Factors,” Academy o
86、f Management Executive, February 2003, p. 84.管理学员工激励(英文)From Theory to Practice: From Theory to Practice: Guidelines for Motivating EmployeesGuidelines for Motivating Employees Use goalsUse goals Ensure that goals are Ensure that goals are perceived as attainableperceived as attainable Individualize
87、 rewardsIndividualize rewards Link rewards to Link rewards to performanceperformance Check the system for Check the system for equityequity Use recognitionUse recognition Show care and concern Show care and concern for employeesfor employees Dont ignore moneyDont ignore money管理学员工激励(英文)Terms to Know
88、Terms to Know motivationmotivation hierarchy of needs theoryhierarchy of needs theory physiological needsphysiological needs safety needssafety needs social needssocial needs esteem needsesteem needs self-actualization needsself-actualization needs Theory XTheory X Theory YTheory Y motivation-hygien
89、e theorymotivation-hygiene theory hygiene factorshygiene factors motivatorsmotivators three-needs theorythree-needs theory need for achievement need for achievement (nAch)(nAch) need for power (nPow)need for power (nPow) need for affiliation (nAff)need for affiliation (nAff) goal-setting theorygoal-
90、setting theory self-efficacyself-efficacy reinforcement theoryreinforcement theory reinforcersreinforcers job designjob design job scopejob scope job enlargementjob enlargement管理学员工激励(英文)Terms to Know (contd)Terms to Know (contd) job enrichmentjob enrichment job depthjob depth job characteristics jo
91、b characteristics model (JCM)model (JCM) skill varietyskill variety task identitytask identity task significancetask significance autonomyautonomy feedbackfeedback equity theoryequity theory referentsreferents distributive justicedistributive justice procedural justiceprocedural justice expectancy t
92、heoryexpectancy theory compressed workweekcompressed workweek flexible work hours (flextime)flexible work hours (flextime) job sharingjob sharing telecommutingtelecommuting open-book managementopen-book management employee recognition employee recognition programsprograms pay-for-performance pay-for-performance programsprograms stock optionsstock options管理学员工激励(英文)
