组织行为学（双语）课程CH06MotivationIIApplication

Copyright©2010PearsonEducation,Inc.6-1EssentialsofOrganizationalBehavior,10/eStephenP.Robbins&TimothyA.JudgeChapter6MotivationII:AppliedConceptsCopyright©2010PearsonEducation,Inc.6-2Afterstudyingthischapter,youshouldbeableto:1.Describethewayinwhichemployeescanbemotivatedbychangingtheirworkenvironment.2.Compareandcontrastthethreemainwaysjobscanberedesigned.3.Giveexamplesofemployeeinvolvementmeasuresandhowtheycanmotivateemployees.4.Describethefourmajorstrategicrewardsdecisions.5.Demonstratehowthedifferenttypesofvariable-payprogramscanincreaseemployeemotivation.6.Describehowtheapplicationofmotivationtheoriesvariesacrosscultures.Copyright©2010PearsonEducation,Inc.6-3MotivatingbyChangingtheWorkEnvironment:JCMTheJobCharacteristicsModel-jobsaredescribedintermsoffivecoredimensions:SkillvarietyTaskidentityTasksignificanceAutonomyFeedbackCopyright©2010PearsonEducation,Inc.6-4TheJobCharacteristicsModelCopyright©2010PearsonEducation,Inc.6-5JCM:DesigningMotivationalJobs•JCM-designedjobsgiveinternalrewards•Individual’sgrowthneedsaremoderatingfactors•Motivatingjobsmustbe:AutonomousProvidefeedback,andHaveatleastoneofthethreemeaningfulnessfactorsCopyright©2010PearsonEducation,Inc.6-6HowCanJobsbeRedesigned?JobRotationTheperiodicshiftingofanemployeefromonetasktoanotherJobEnlargementIncreasingthenumberandvarietyoftasksJobEnrichmentIncreasingthedegreetowhichtheworkercontrolstheplanning,executionandevaluationoftheworkCopyright©2010PearsonEducation,Inc.6-7GuidelinesforEnrichingaJobUsingJCMEnrichmentreducesturnoverandabsenteeismwhileincreasingsatisfaction.Copyright©2010PearsonEducation,Inc.6-8AlternateWorkArrangements•FlextimeSomediscretionoverwhenworkerstartsandleaves•JobSharingTwoormoreindividualssplitatraditionaljob•TelecommutingWorkremotelyatleasttwodaysperweekCopyright©2010PearsonEducation,Inc.6-9EmployeeInvolvementAparticipativeprocessthatusestheinputofemployeestoincreasetheircommitmenttotheorganization’ssuccessTwotypes:ParticipativeManagementRepresentativeParticipationCopyright©2010PearsonEducation,Inc.6-10ParticipativeManagement•Subordinatesshareasignificantdegreeofdecision-makingpowerwithsuperiors•Requiredconditions:IssuesmustberelevantEmployeesmustbecompetentandknowledgeableAllpartiesmustactingoodfaith•Onlyamodestinfluenceonproductivity,motivation,andjobsatisfactionCopyright©2010PearsonEducation,Inc.6-11RepresentativeParticipation•WorkersarerepresentedbyasmallgroupofemployeeswhoparticipateindecisionsaffectingpersonnelWorksCouncilsBoardmembership•Desirestoredistributepowerwithinanorganization•DoesnotappeartobeverymotivationalCopyright©2010PearsonEducation,Inc.6-12RewardingEmployeesMajorstrategicrewardsdecisions:1.Whattopayemployees2.Howtopayindividualemployees3.Whatbenefitstooffer4.HowtoconstructemployeerecognitionprogramsCopyright©2010PearsonEducation,Inc.6-131.WhattoPay•Needtoestablishapaystructure•Balancebetween:Internalequity–theworthofthejobtotheorganizationExternalequity–theexternalcompetitivenessofanorganization’spayrelativetopayelsewhereinitsindustry•Astrategicdecisionwithtrade-offsCopyright©2010PearsonEducation,Inc.6-142.HowtoPay:Variable-PayProgramsBasesaportionofthepayonagivenmeasureofperformancePiece-RatePay–workersarepaidafixedsumforeachunitofproductioncompletedMerit-BasedPay–payisbasedonindividualperformanceappraisalratingsBonuses–rewardsemployeesforrecentperformanceSkill-BasedPay–payisbasedonskillsacquiredinsteadofjobtitleorrank–doesn’taddressthelevelofperformanceCopyright©2010PearsonEducation,Inc.6-15MoreVariablePayPrograms•Profit-SharingPlans–organization-wideprogramsthatdistributecompensationbasedonanestablishedformuladesignedaroundprofitability•Gainsharing–compensationbasedonsharingofgainsfromimprovedproductivity•EmployeeStockOwnershipPlans(ESOPs)–plansinwhichemployeesacquirestock,oftenatbelow-marketpricesWhileitappearsthatpaydoesincreaseproductivity,itseemsthatnoteveryonerespondspositivelytovariable-payplans.Copyright©2010PearsonEducation,Inc.6-163.WhatBenefittoOffer:FlexibleBenefitsEachemployeecreatesabenefitpackagetailoredtotheirownneedsandsituationModularplans–predesignedpackagestomeettheneedsofaspecificgroupCore-plusplans–coreofessentialbenefitsandmenuofoptionstochoosefromFlexiblespendingplans–fullchoicefrommenuofoptionsCopyright©2010PearsonEducation,Inc.6-174.HowtoRecognizeThem:EmployeeRecognitionPrograms•InadditiontopaythereareintrinsicrewardsCanbeassimpleasaspontaneouscommentCanbeformalizedinaprogram•Recognitionisthemostpowerfulworkplacemotivator–andtheleastexpensive!Copyright©2010PearsonEducation,Inc.6-18GlobalImplicationsDomotivationalapproachesvarybyculture?JobCharacteristics/Enrichment:maynotbethesameincollectivistculturesTelecommuting,variablepay,flexiblebenefits:whilealloftheseseemtobeontheincrease,notenoughresearchhasbeendonetomakeanyconclusionsEmployeeInvolvement:importanttomodifypracticestoreflectnationalcultureCopyright©2010PearsonEducation,Inc.6-19ImplicationsforManagers•Recognizeandallowforindividualdifferences•Usespecificgoalsandfeedback•Allowemployeestoparticipateindecisionsthataffectthem•Linkrewardstoperformance•ChecktherewardsystemforequityCopyright©2010PearsonEducation,Inc.6-20KeepinMind…•MostpeoplerespondtotheintrinsicjobcharacteristicsoftheJCM•Itisnotclearthatemployeeinvolvementprogramswork–usecaution!•Variable-payplanscanenhancemotivationCopyright©2010PearsonEducation,Inc.6-21Summary1.Describedthewayinwhichemployeescouldbemotivatedbychangingtheirworkenvironment.2.Comparedandcontrastedthethreemainwaysjobscouldberedesigned.3.Gaveexamplesofemployeeinvolvementmeasuresandhowtheycouldmotivateemployees.4.Describedthefourmajorstrategicrewardsdecisions.5.Demonstratedhowthedifferenttypesofvariable-payprogramscouldincreaseemployeemotivation.6.Describedhowtheapplicationofmotivationtheoriesvariedacrosscultures.Copyright©2010PearsonEducation,Inc.6-22Allrightsreserved.Nopartofthispublicationmaybereproduced,storedinaretrievalsystem,ortransmitted,inanyformorbyanymeans,electronic,mechanical,photocopying,recording,orotherwise,withoutthepriorwrittenpermissionofthepublisher.PrintedintheUnitedStatesofAmerica.