罗宾斯 组织行为学精要英文版第14版教师手册08.docx
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罗宾斯 组织行为学精要英文版第14版教师手册08.docx
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罗宾斯组织行为学精要英文版第14版教师手册08
Chapter8
Motivation:
FromConcepts
toApplications
PPT8.2
ChapterOverview
Thischapterbuildsonthelastchapterandfocusesonapplyingmotivationalconceptsintheworkplace.
ChapterObjectives
PPT8.3
Afterstudyingthischapter,thestudentshouldbeableto:
1.Describehowthejobcharacteristicsmodel(JCM)motivatesbychangingtheworkenvironment.
2.Comparethemainwaysthatjobscanberedesigned.
3.Explainhowspecificalternativeworkarrangementscanmotivateemployees.
4.Describehowemployeeinvolvementmeasurescanmotivateemployees.
5.Demonstratehowthedifferenttypesofvariable-payprogramscanincreaseemployeemotivation.
6.Showhowflexiblebenefitsturnbenefitsintomotivators.
7.Identifytheintrinsicmotivationalbenefitsofemployeerecognitionprograms.
SuggestedLectureOutline
I.INTRODUCTION
Simplyknowingaboutmotivationaltheoriesisnotenoughtomakemanagerseffective.Managersmustbeabletoapplythesetheoriesintheworkplacetoincreaseworkermotivation.Thischapterwillreviewthejobcharacteristicsmodel,discusssomewaysjobscanberedesigned,andthenexploresomealternativeworkarrangements.
II.MOTIVATINGBYJOBDESIGN:
THEJOBCHARACTERISTICSMODEL
A.
PPT8.4
Jobdesignsuggeststhatthewayelementsinajobareorganizedcaninfluenceemployeeeffort,andthemodeldiscussednextcanserveasaframeworktoidentifyopportunitiesforchangestothoseelements.
1.DesignedbyHackmanandOldham,thejobcharacteristicsmodel(JCM)proposesthatanyjobcanbedescribedintermsoffivecorejobdimensions:
a.SkillVariety:
describedasthedegreetowhichthejobrequiresavarietyofdifferentactivities,sotheworkercanuseanumberofdifferentskillsandtalents.
b.TaskIdentity:
thisisthedegreetowhichthejobrequirescompletionofawholeandidentifiablepieceofwork.
c.TaskSignificance:
thedegreetowhichthejobhasasubstantialimpactonthelivesorworkofotherpeople.
d.Autonomy:
thedegreetowhichthejobprovidessubstantialfreedom,independence,anddiscretiontotheindividualinschedulingtheworkanddeterminingtheprocedurestobeusedincarryingitout.Jobsthatpossessautonomygiveemployeesafeelingofpersonalresponsibilityfortheresults.
e.Feedback:
thedegreetowhichcarryingouttheworkactivitiesrequiredbythejobresultsintheindividualobtainingdirectandclearinformationabouttheeffectivenessofhisorherperformance.Jobsthatprovidefeedbackletsemployeesknowhoweffectivelytheyareperforming.
2.ElementsoftheJCM.
a.Exhibit8-1presentsthejobcharacteristicsmodel.
b.Thefirstthreedimensions—skillvariety,taskidentity,andtasksignificance—combinetocreatemeaningfulworktheincumbentwillviewasimportant,valuable,andworthwhile.
c.Jobswithhighautonomygiveincumbentsafeelingofpersonalresponsibilityfortheresultsandthat,ifajobprovidesfeedback,employeeswillknowhoweffectivelytheyareperforming.
d.
PPT8.6
Fromamotivationalstandpoint,theJCMproposesthatindividualsobtaininternalrewardswhentheylearn(knowledgeofresults)thattheypersonally(experiencedresponsibility)haveperformedwellonatasktheycareabout(experiencedmeaningfulness).
1)Themorethesethreepsychologicalstatesarepresent,thegreaterwillbeemployees’motivation,performance,andsatisfaction,andthelowertheirabsenteeismandlikelihoodofleaving.
e.AsExhibit8-1shows,individualswithahighgrowthneedaremorelikelytoexperiencethecriticalpsychologicalstateswhentheirjobsareenriched—andrespondtothemmorepositively.
3.EfficacyoftheJCM.
a.MuchevidencesupportstheJCMconceptthatthepresenceofasetofjobcharacteristics—variety,identity,significance,autonomy,andfeedback—doesgeneratehigherandmoresatisfyingjobperformance.
4.MotivatingPotentialScore(MPS).
a.WecancombinethecoredimensionsoftheJCMintoasinglepredictiveindex,calledthemotivatingpotentialscore(MPS)andcalculatedasfollows:
b.MPS=Skillvariety+Taskidentity+Tasksignificance/3*Autonomy*Feedback
5.CulturalGeneralizabilityoftheJCM.
a.AfewstudieshavetestedtheJCMindifferentcultures,buttheresultsarenotconsistent.ThefactthattheJCMisrelativelyindividualisticsuggestsjobenrichmentstrategiesmaynothavethesameeffectsincollectivisticculturesasinindividualisticcultures.
B.
PPT8.7
USINGJOBDESIGNTOMOTIVATEEMPLOYEES
1.Redesigningjobshasimportantpracticalimplications—reducedturnoverandincreasedjobsatisfactionamongthem.Let’slookatsomewaystoputtheJCMintopracticetomakejobsmoremotivating.
2.JobRotation.
a.Helpfulwhenemployeessufferfromexcessivelyroutinework.Jobrotationistheperiodicshiftingofanemployeefromonetasktoanother.
1)Thestrengthsofjobrotationare:
a)itreducesboredom,
b)itincreasesmotivationthroughdiversifyingtheemployee'sactivities,and
c)ithelpsemployeesunderstandhowtheirworkcontributestotheorganization.
d)InternationalevidencefromBritain,Italy,andTurkeyshowsthatjobrotationisassociatedwithhigherlevelsoforganizationalperformanceinmanufacturingsettings.
3.Thedrawbacksofjobrotation:
a.workthatisdonerepeatedlymaybecomehabitualandroutine,whichdoesmakedecisionmakingmoreautomaticandefficient,butlessthoughtfullyconsidered.
b.trainingcostsincreasewheneachrotationnecessitatesthatanemployeelearnnewskills.
c.movingaworkerintoanewpositionreducesoverallproductivityforthatrole.
d.itcreatesdisruptionswhenmembersoftheworkgrouphavetoadjusttonewemployees.
e.supervisorsmayhavetospendmoretimeansweringquestionsandmonitoringtheworkofrecentlyrotatedemployees.
4.RelationalJobDesign.
a.Whileredesigningjobsonthebasisofjobscharacteristicstheoryislikelytomakeworkmoreintrinsicallymotivating,contemporaryresearchisfocusingonhowtomakejobsmoreprosociallymotivatingtopeople.
1)
PPT8.8
Inotherwords,howcanmanagersdesignworksoemployeesaremotivatedtopromotethewell-beingoftheorganization’sbeneficiaries(customers,clients,patients,andemployees)?
2)Thisview,relationaljobdesign,shiftsthespotlightfromtheemployeetothosewhoselivesareaffectedbythejobthatemployeeperforms.
b.Onewaytomakejobsmoresprosociallymotivatingistobetterconnectemployeeswiththebeneficiariesoftheirworkbyrelatingstoriesfromcustomerswhohavefoundthecompany’sproductsorservicestobehelpful.
1)Insomecases,managersmaybeabletoconnectemployeesdirectlywithbeneficiaries.
5.UsingAlternativeWorkArrangementstoMotivateEmployees.
a.
PPT8.9
Anothermeansofincreasingmotivationintheworkplaceistoalterthetypicalworkarrangements.Therearethreemajorwaystoaccomplishthis.
b.Flextime.
1)Flextimereferstotheuseof"flexibleworktime."
2)Flextimeallowsemployeessomediscretionoverwhentheyarriveatworkandwhentheycanleave.
3)Employeeshavetoworkaspecificnumberofhoursperweek,buttheyarefreetovarythehoursofworkwithincertainlimits.
4)FlextimehasbecomepopularoutsidetheUnitedStatesincountriessuchasGermanywhere73percentofbusinessesofferflextime,andJapan.
c.CorePeriod.
1)Typically,allworkersmustbeintheofficeduringacoreperiod.
2)Thiscoreperiodmaybeaslongassixhours,withtheremainingtwoworkhoursscheduledattheemployee'sconvenience.
d.Benefits.Theyinclude:
1)reducedabsenteeism,
2)increasedproductivity,
3)reducedovertimeexpenses,
4)reducedhostilitytowardmanagement,
5)reducedtrafficcongestionaroundworksites,eliminationoftardiness,and
6)increasedautonomyandresponsibilityforemployees,anyofwhichmayincreaseemployeejobsatisfaction.
e.ResearchResults.
1)Mostevidenceseemstobackupthelistedbenefitsofflextime.
2)Theuseofthistechniqueisnotapplicabletoeveryjob.
a)Itdoesworkwellforclericaltasks,whereinteractionwithoutsideindividualsislimited,but
b)Itisinappropriateforjobswithcomprehensiveservicedemandsduringpredeterminedhours.
6.JobSharing.
a.Thisschedulinginnovationallowstwoormoreindividualstosplitasingletraditional40-hour-a-weekjobamongthem.
b.Only18percentofU.S.organizationsofferedjobsharingin2014,a29percentdecreasesince2008.
c.Reasonsitisnotmorewidelyadoptedincludethedifficultyoffindingcompatiblepairsofemployeestojobshareandthehistoricallynegativeperceptionsofindividualsnotcompletelycommittedtotheirjobsandemployers.
d.However,decreasingjobsharingforthesereasonsmaybeshortsighted.
1)Jobsharingallowsanorganizationtodrawonthetalentsofmorethanoneindividualforagivenjob.Itopenstheopportunitytoacquireskilledworkers—forinstance,womenwithyoungchildrenandretirees—whomightnotbeavailableonafull-timebasis.
2)Fromtheemployee’sperspective,jobsharingcanincreasesatisfactionandmotivation.
e.Anemployer’sdecisiontousejobsharingissometimesbasedoneconomicsandnationalpolicy.
1)Twopart-timeemployeessharingajobcanbelessexpensivethanonefull-timeemployee,butexpertssuggestthisisnotthecasebecausetraining,coordination,andadministrativecostscanbehigh.
2)IntheUnitedStates,thenationalAffordableCareActmaycreateanincentiveforcompaniestoincreasejobsharingarrangementsinordertoavoidthefeesemployersmustpaythegovernmentforfull-timeemployees.
3)ManyGermanandJapanesefirmshavebeenusingjobsharing–butforadifferentreason.Germany’sKurzarbeitprogramhaskeptemploymentlevelsfrom
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