罗宾斯 组织行为学精要英文版第14版教师手册08.docx

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