组织行为学(双语)课程CH05-Motivation-I-Basic-theory课件.ppt

1、Essentials of Organizational Behavior,10/eStephen P.Robbins&Timothy A.JudgeChapter 5 Motivation I:Basic ConceptsAfter studying this chapter,you should be able to:1.Describe the three key elements of motivation.2.Identify four early theories of motivation and evaluate their applicability today.3.Comp

2、are and contrast goal-setting theory and self-efficacy theory.4.Demonstrate how organizational justice is a refinement of equity theory.5.Apply the key tenets of expectancy theory to motivating employees.6.Explain to what degree motivation theories are culture bound.What Is Motivation?The processes

3、that accounts for an individuals intensity,direction,and persistence of effort toward attaining a organizational goal Intensity the amount of effort put forth to meet the goal Direction efforts are channeled toward organizational goals Persistence how long the effort is maintained Early Theories of

4、Motivation Maslows Hierarchy of Needs Theory McGregors Theory X and Theory Y Herzbergs Two-Factor(Motivation-Hygiene)Theory McClellans Theory of Needs(Three Needs Theory)Maslows Hierarchy of Needs TheorySelf-ActualizationEsteemSocialSafetyPsychologicalUpperLowerDouglas McGregors X&Y Inherent dislike

5、 for work and will attempt to avoid it Must be coerced,controlled or threatened with punishment View work as being as natural as rest or play Will exercise self-direction and self-control if committed to objectivesTheory XTheory YHerzbergs Two-Factor TheoryHygiene FactorsDissatisfiedNot Dissatisfied

6、Motivation FactorsSatisfiedNot SatisfiedMcClellands Theory of Needs Need for Achievement(nAch)The drive to excel Need for Power(nPow)The need to make others behave in a way they would not have behaved otherwise Need for Affiliation(nAff)The desire for friendly and close interpersonal relationships M

7、cClellands High Achievers High achievers prefer jobs with:Personal responsibility Feedback Intermediate degree of risk(50/50)High achievers are not necessarily good managers High nPow and low nAff is related to managerial successContemporary Theories of Motivation Cognitive Evaluation Theory Goal-Se

8、tting Theory Management by Objectives Self-Efficacy Theory Equity Theory Expectancy TheoryCognitive Evaluation Theory Proposes that the introduction of extrinsic rewards for work(pay)that was previously intrinsically rewarding tends to decrease overall motivation Verbal rewards increase intrinsic mo

9、tivation,while tangible rewards undermine itGoal-Setting Theory Goals increase performance when the goals are:Specific Difficult,but accepted by employees Accompanied by feedback(especially self-generated feedback)Contingencies in goal-setting theory:Goal Commitment public goals better!Task Characte

10、ristics simple&familiar better!National Culture Western culture suits best!Management by Objectives(MBO)Converts overall organizational objectives into specific objectives for work units and individuals Common ingredients:Goal specificity Explicit time period Performance feedback Participation in de

11、cision makingSelf-Efficacy or Social Learning TheoryIndividuals belief that he or she is capable of performing a taskSelf-efficacy increased by:Enactive mastery gain experience Vicarious modeling see someone else do the task Verbal persuasion someone convinces you that you have the skills Arousal ge

12、t energizedEquity Theory Employees weigh what they put into a job situation(input)against what they get from it(outcome).They compare their input-outcome ratio with the input-outcome ratio of relevant others.Equity Theory and Reactions to Inequitable PayEmployees are:Paid by:PieceTimeOver-RewardedWi

13、ll produce fewer,but higher-quality unitsWill produce moreUnder-RewardedProduce large number of low quality unitsProduce less output or output of poorer qualityEmployee reactions in comparison to equitably-paid employeesEquity Theory:Forms of JusticeExpectancy TheoryThree key relationships:1.Effort-

14、Performance:perceived probability that exerting effort leads to successful performance2.Performance-Reward:the belief that successful performance leads to desired outcome3.Rewards-Personal Goals:the attractiveness of organizational outcome(reward)to the individualGlobal ImplicationsAre motivation th

15、eories culture-bound?Most were developed for and by the United StatesGoal-setting and expectancy theories emphasize goal accomplishment and rational individual thought Maslows Hierarchy may change orderMcClellands nAch presupposes acceptance of a moderate degree of risk concern for performanceEquity

16、 theory closely tied to American pay practicesHertzbergs two-factor theory does seem to work across culturesImplications for Managers Look beyond need theories Goal setting leads to higher productivity Organizational justice has support Expectancy theory is a powerful tool,but may not very realistic

17、 in some cases Goal-setting,organizational justice,and expectancy theories all provide practical suggestions for motivationKeep in MindMake goals specific and difficultMotivation can be increased by raising employee confidence in their own abilities(self-efficacy)Openly share information on allocati

18、on decisions,especially when the outcome is likely to be viewed negativelySummary1.Described the three key elements of motivation.2.Identified four early theories of motivation and evaluated their applicability today.3.Compared and contrasted goal-setting theory and self-efficacy theory.4.Demonstrat

19、ed how organizational justice is a refinement of equity theory.5.Applied the key tenets of expectancy theory to motivating employees.6.Explained to what degree motivation theories are culture bound.All rights reserved.No part of this publication may be reproduced,stored in a retrieval system,or transmitted,in any form or by any means,electronic,mechanical,photocopying,recording,or otherwise,without the prior written permission of the publisher.Printed in the United States of America.