管理学原理英文版版教学课件第10章.pptx

1、Fundamentals of Management Tenth Edition Chapter 10 Motivating and Rewarding EmployeesLearning Objectives10.1 Define and explain motivation.10.2 Compare and contrast early theories of motivation.10.3 Compare and contrast contemporary theories of motivation.10.4 Discuss current issues in motivating e

2、mployees.Learning Objectives 10.1 Define and explain motivation.What Is Motivation?Energy Direction PersistenceLearning Objectives 10.2 Compare and contrast early theories of motivation.Exhibit 10-1 Maslows Hierarchy of NeedsSource:Maslow,Abraham H.;Frager,Robert D;Fadiman,James,Motivation and Perso

3、nality,3rd ed.,1987.Reprinted and electronically reproduced by permission of Pearson Education,Inc.,New York,NY.McGregors Theory X and Theory YTheory X Little ambition Dislike work Avoid responsibility Must be closely controlledTheory Y Enjoy work Seek and accept responsibility Exercise self-directi

4、onExhibit 10-2 Herzbergs Two-Factor TheorySatisfaction vs.DissatisfactionExhibit 10-3 Contrasting Views of Satisfaction and DissatisfactionSource:Robbins,Stephen P.,Coulter,Mary,Management,13th Ed.,2016,p.465.Reprinted and electronically reproduced by permission of Pearson Education,Inc.,New York,NY

5、.McClellands Three-Needs TheoryThree acquired needs are work motives:1.Need for achievement2.Need for power3.Need for affiliationLearning Objectives 10.3 Compare and contrast contemporary theories of motivation.Exhibit 10-4 Goal-Setting TheoryInfluences on Job Performance Feedback Goal commitment Ad

6、equate self-efficacy National cultureExhibit 10-5 Job Characteristics ModelSource:Reprinted by permission from Judith D.Hackman(w/o)J.Richard Hackman.Job Design and MotivationYes You can design jobs that motivate!Internal rewards are obtained when an employee learns that he or she personally has per

7、formed well on a task he or she cares about.Exhibit 10-6 Guidelines for Job RedesignSource:Reprinted by permission from Judith D.Hackman(w/o)J.Richard Hackman.Exhibit 10-7 Equity Theory RelationshipsPerceived Ratio Comparison*Employees Assessmentoutcomes Ay over Inputs Ay less than outcomes B over I

8、nputs BInequity(underrewarded)outcomes Ay over Inputs Ay equals outcomes B over Inputs BEquityoutcomes Ay over Inputs Ay greater than outcomes B over Inputs BInequity(overrewarded)Outcomes AOutcomes BInputs AInputs BOutcomes AOutcomes BInputs AInputs BOutcomes AOutcomes BInputs AInputs B*Person A is

9、 the employee,and Person B is a relevant other or referent.Exhibit 10-8 Expectancy TheoryIntegrating Motivation TheoriesExhibit 10-9 Integrating Contemporary Theories of MotivationA Closer Look at the Model Learning Objectives 10.4 Discuss current issues in motivating employees.Current IssuesCountry

10、 Culture and Motivation Managers cant assume that motivational programs that work in one geographic location are going to work in others.Cross-Cultural DifferencesThe desire for interesting work seems to be global.Unique Groups of WorkersMotivating:Diverse employees Professionals Contingent workersDesigning Appropriate Rewards Programs Open-book management Employee recognition programsPay-for-PerformanceLow-Cost Rewards Program Clarify role in organization Keep communication open Show individual company cares