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  • 2022-05-16 15:23:09 发布

组织行为学第五讲 动机:从概念到运用

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Motivation:FromConceptstoApplicationsChapterFIVE 1.GoalSettinginAction:MBOProgramsManagementByObjectivesProgramsCompanywidegoals&objectivesGoalsalignedatalllevelsBasedonGoalSettingTheory WhatisMBO?KeyElementsGoalspecificityParticipativedecisionmakingAnexplicittimeperiodPerformancefeedbackManagementbyObjectives(MBO)Aprogramthatencompassesspecificgoals,participativelyset,foranexplicittimeperiod,withfeedbackongoalprogress. CascadingofObjectives LinkingMBOandGoal-SettingTheoryMBOGoal-SettingTheoryGoalSpecificityYesYesGoalDifficultyYesYesFeedbackYesYesParticipationYesNo(qualified) WhyMBOsFailUnrealisticexpectationsaboutMBOresultsLackofcommitmentbytopmanagementFailuretoallocaterewardproperlyCulturalincompatibilities Self-EfficacySelfEsteem,whichis….Individuals’degreeoflikingordislikingthemselves.Anindividual’sfeelingthats/hecancompleteatask(e.g.“IknowIcan!〞)EnhancesprobabilitythatgoalswillbeachievedNottobeconfusedwith: Self-EfficacyandGoalSetting FourWaysofIncreasingSelfEfficacy(Bandura)EnactiveMasteryVicariousModelingVerbalPersuasionArousalNote:BasicPremise/MechanismofPygmalionEffects 2.EmployeeInvolvementProgramWhatisEmployeeInvolvement?Aparticipativeprocessthatusestheentirecapacityofemployeesandisdesignedtoencourageincreasedcommitmenttotheorganization’ssuccess. ExamplesofEmployeeInvolvementProgramsParticipativeManagementAprocessinwhichsubordinatesshareasignificantdegreeofdecision-makingpowerwiththeirimmediatesuperiors. ExamplesofEmployeeInvolvementPrograms(cont’d)QualityCircleAworkgroupofemployeeswhomeetregularlytodiscusstheirqualityproblems,investigatecauses,recommendsolutions,andtakecorrectiveactions. ProblemselectionDecisionProblemidentificationProblemreviewSolutionsrecommendedSolutionreview EmployeeStockOwnershipPlans(ESOPs)Company-establishedbenefitplansinwhichemployeesacquirestockaspartoftheirbenefits. LinkingEIProgramsandMotivationTheoriesEmployeeInvolvementProgramsTheoryY (Believingemployeeswanttobeinvolved)Two-FactorTheory(IntrinsicMotivation)ERGTheory (Employee Needs) RewardingEmployees:FourAspectsWhattoPay(Internalvs.externalequity)HowtoPay(e.gPiecerate,meritbased,bonuses,profitsharing,gainsharing,ESOPs,skill-basedpay)WhatBenefitstoOffer(e.g.,Flexiblebenefits)HowtoRecognizeEmployees RewardingEmployees:VariablePayProgramsVariablePayProgramsAportionofanemployee’spayisbasedonsomeindividualand/ororganizationmeasureofperformance.PieceratepayplansProfitsharingplansGainsharingplans VariablePayPrograms(cont’d)Profit-SharingPlansOrganizationwideprogramsthatdistributecompensationbasedonsomeestablishedformuladesignedaroundacompany’sprofitability.GainSharingAnincentiveplaninwhichimprovementsingroupproductivitydeterminethetotalamountofmoneythatisallocated.Piece-ratePayPlansWorkersarepaidafixedsumforeachunitofproductioncompleted. Skill-BasedPayPlansBenefitsofSkill-basedPayPlans:Providesstaffingflexibility.Facilitatescommunicationacrosstheorganization.Lessens“protectionofterritory〞behaviors.Meetstheneedsofemployeesforadvancement(withoutpromotion).Leadstoperformanceimprovements.Paylevelsarebasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando. Skill-BasedPayPlans(cont’d)DrawbacksofSkill-basedPayPlans:Lackofadditionallearningopportunitiesthatwillincreaseemployeepay.Continuingtopayemployeesforskillsthathavebecomeobsolete.Payingforskillswhichareofnoimmediateusetotheorganization.Payingforaskill,notforthelevelofemployeeperformancefortheparticularskill. LinkingSkill-basedPlansandMotivationTheoriesSkillBasedPayPlansReinforcementTheoryEquityTheoryERGTheory(Growth)McClelland’sNeedforAchievement FlexibleBenefitsFlexibleSpendingPlans:allowemployeestousetheirtax-freebenefitdollarstopurchasebenefitsandpayservicepremiums.ModularPlans:predesignedbenefitspackagesforspecificgroupsofemployees.Core-PlusPlans:acoreofessentialbenefitsandamenu-likeselectionofotherbenefitoptions.Employeestailortheirbenefitprogramtomeettheirpersonalneedbypickingandchoosingfromamenuofbenefitoptions. EmployeeRecognitionProgramsIntrinsicrewards:stimulateintrinsicmotivationPersonalattentiongiventoemployeeApproval&appreciationforajobwelldoneGrowinginpopularityandusageBenefitsofprogramsFulfillemployees’desireforrecognitionInexpensivetoimplementEncouragesrepetitionofdesiredbehaviorsDrawbacksofprogramsSusceptibletomanipulationbymanagement ImplicationsforManagersInOrdertoMotivateEmployeesRecognizeindividualdifferences.Usegoalsandfeedback.Allowemployeestoparticipateindecisionsthataffectthem.Linkrewardstoperformance.Checkthesystemforequity.