管理学员工激励英文.ppt
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管理学员工激励英文.ppt
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nintheditionnintheditionSTEPHENP.ROBBINSSTEPHENP.ROBBINSPowerPointPresentationbyCharlieCookPowerPointPresentationbyCharlieCookTheUniversityofWestAlabamaTheUniversityofWestAlabamaMARYCOULTERMARYCOULTERMotivatingEmployeesChapterChapter162007PrenticeHall,Inc.2007PrenticeHall,Inc.Allrightsreserved.Allrightsreserved.LEARNINGOUTLINELEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsMotivation?
WhatIsMotivation?
Definemotivation.Definemotivation.Explainmotivationasaneed-satisfyingprocess.Explainmotivationasaneed-satisfyingprocess.EarlyTheoriesofMotivationEarlyTheoriesofMotivationDescribeMaslowshierarchyofneedsandhowitcanbeDescribeMaslowshierarchyofneedsandhowitcanbeusedtomotivate.usedtomotivate.DiscusshowTheoryXandTheoryYmanagersapproachDiscusshowTheoryXandTheoryYmanagersapproachmotivation.motivation.DescribeHerzbergsmotivation-hygienetheory.DescribeHerzbergsmotivation-hygienetheory.ExplainHerzbergsviewsofsatisfactionandExplainHerzbergsviewsofsatisfactionanddissatisfaction.dissatisfaction.22007PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTLINE(contd)LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.FollowthisLearningOutlineasyoureadandstudythischapter.ContemporaryTheoriesofMotivationContemporaryTheoriesofMotivationDescribethethreeneedsMcClellandproposedasbeingDescribethethreeneedsMcClellandproposedasbeingpresentinworksettings.presentinworksettings.Explainhowgoal-settingandreinforcementtheoriesExplainhowgoal-settingandreinforcementtheoriesexplainemployeemotivation.explainemployeemotivation.DescribethejobcharacteristicsmodelasawaytodesignDescribethejobcharacteristicsmodelasawaytodesignmotivatingjobs.motivatingjobs.Discussthemotivationimplicationsofequitytheory.Discussthemotivationimplicationsofequitytheory.Contrastdistributivejusticeandproceduraljustice.Contrastdistributivejusticeandproceduraljustice.ExplainthethreekeylinkagesinexpectancytheoryandExplainthethreekeylinkagesinexpectancytheoryandtheirroleinmotivation.theirroleinmotivation.32007PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTLINE(contd)LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.FollowthisLearningOutlineasyoureadandstudythischapter.CurrentIssuesinMotivationCurrentIssuesinMotivationDescribethecross-culturalchallengesofmotivation.Describethecross-culturalchallengesofmotivation.DiscussthechallengesmanagersfaceinmotivatingDiscussthechallengesmanagersfaceinmotivatinguniquegroupsofworkers.uniquegroupsofworkers.Describeopen-bookmanagement,employeerecognition,Describeopen-bookmanagement,employeerecognition,pay-for-performance,andstockoptionprograms.pay-for-performance,andstockoptionprograms.42007PrenticeHall,Inc.Allrightsreserved.WhatIsMotivation?
MotivationMotivationIstheresultofaninteractionbetweenthepersonandIstheresultofaninteractionbetweenthepersonandasituation;itisnotapersonaltrait.asituation;itisnotapersonaltrait.IstheprocessbywhichapersonseffortsareIstheprocessbywhichapersonseffortsareenergized,directed,andsustainedtowardsattainingenergized,directed,andsustainedtowardsattainingagoal.agoal.vvEnergy:
Energy:
ameasureofintensityordrive.ameasureofintensityordrive.vvDirection:
Direction:
towardorganizationalgoalstowardorganizationalgoalsvvPersistence:
Persistence:
exertingefforttoachievegoals.exertingefforttoachievegoals.MotivationworksbestwhenindividualneedsareMotivationworksbestwhenindividualneedsarecompatiblewithorganizationalpatiblewithorganizationalgoals.52007PrenticeHall,Inc.Allrightsreserved.EarlyTheoriesofMotivationMaslowsHierarchyofNeedsMaslowsHierarchyofNeedsMacGregorsTheoriesXandYMacGregorsTheoriesXandYHerzbergsTwo-FactorTheoryHerzbergsTwo-FactorTheory62007PrenticeHall,Inc.Allrightsreserved.EarlyTheoriesofMotivationMaslowsHierarchyofNeedsTheoryMaslowsHierarchyofNeedsTheoryNeedswerecategorizedasfivelevelsoflower-toNeedswerecategorizedasfivelevelsoflower-tohigher-orderneeds.higher-orderneeds.vvIndividualsmustsatisfylower-orderneedsbeforetheycanIndividualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.satisfyhigherorderneeds.vvSatisfiedneedswillnolongermotivate.Satisfiedneedswillnolongermotivate.vvMotivatingapersondependsonknowingatwhatlevelthatMotivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.personisonthehierarchy.HierarchyofneedsHierarchyofneedsvvLower-order(external):
physiological,safetyLower-order(external):
physiological,safetyvvHigher-order(internal):
social,esteem,self-actualizationHigher-order(internal):
social,esteem,self-actualization72007PrenticeHall,Inc.Allrightsreserved.Exhibit161Exhibit161MaslowsHierarchyofNeedsMaslowsHierarchyofNeeds82007PrenticeHall,Inc.Allrightsreserved.EarlyTheoriesofMotivation(contd)McGregorsTheoryXandTheoryYMcGregorsTheoryXandTheoryYTheoryXTheoryXvvAssumesthatworkershavelittleambition,dislikework,avoidAssumesthatworkershavelittleambition,dislikework,avoidresponsibility,andrequireclosesupervision.responsibility,andrequireclosesupervision.TheoryYTheoryYvvAssumesthatworkerscanexerciseself-direction,desireAssumesthatworkerscanexerciseself-direction,desireresponsibility,andliketowork.responsibility,andliketowork.Assumption:
Assumption:
vvMotivationismaximizedbyparticipativedecisionmaking,Motivationismaximizedbyparticipativedecisionmaking,interestingjobs,andgoodgrouprelations.interestingjobs,andgoodgrouprelations.92007PrenticeHall,Inc.Allrightsreserved.EarlyTheoriesofMotivation(contd)HerzbergsMotivation-HygieneTheoryHerzbergsMotivation-HygieneTheoryJobsatisfactionandjobdissatisfactionarecreatedbyJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.differentfactors.vvHygienefactors:
Hygienefactors:
extrinsic(environmental)factorsthatcreateextrinsic(environmental)factorsthatcreatejobdissatisfaction.jobdissatisfaction.vvMotivators:
Motivators:
intrinsic(psychological)factorsthatcreatejobintrinsic(psychological)factorsthatcreatejobsatisfaction.satisfaction.AttemptedtoexplainwhyjobsatisfactiondoesnotAttemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.resultinincreasedperformance.vvTheoppositeofsatisfactionisnotdissatisfaction,butratherTheoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.nosatisfaction.102007PrenticeHall,Inc.Allrightsreserved.Exhibit162Exhibit162HerzbergsMotivation-HygieneTheoryHerzbergsMotivation-HygieneTheory112007PrenticeHall,Inc.Allrightsreserved.Exhibit163Exhibit163ContrastingViewsofSatisfaction-DissatisfactionContrastingViewsofSatisfaction-Dissatisfaction122007PrenticeHall,Inc.Allrightsreserved.ContemporaryTheoriesofMotivationThree-NeedsTheoryThree-NeedsTheoryGoal-SettingTheoryGoal-SettingTheoryReinforcementTheoryReinforcementTheoryDesigningMotivatingJobsDesigningMotivatingJobsEquityTheoryEquityTheoryExpectancyTheoryExpectancyTheory132007PrenticeHall,Inc.Allrightsreserved.MotivationandNeedsThree-NeedsTheory(McClelland)Three-NeedsTheory(McClelland)TherearethreemajoracquiredneedsthataremajorTherearethreemajoracquiredneedsthataremajormotivesinwork.motivesinwork.vvNeedforachievement(nAch)Needforachievement(nAch)ThedrivetoexcelandsucceedThedrivetoexcelandsucceedvvNeedforpower(nPow)Needforpower(nPow)TheneedtoinfluencethebehaviorofothersTheneedtoinfluencethebehaviorofothersvvNeedofaffiliation(nAff)Needofaffiliation(nAff)ThedesireforinterpersonalrelationshipsThedesireforinterpersonalrelationships142007PrenticeHall,Inc.Allrightsreserved.Exhibit164Exhibit164ExamplesofPicturesUsedforAssessingLevelsofnAch,ExamplesofPicturesUsedforAssessingLevelsofnAch,nAff,andnPownAff,andnPow152007PrenticeHall,Inc.Allrightsreserved.MotivationandGoalsGoal-SettingTheoryGoal-SettingTheoryProposesthatsettinggoalsthatareaccepted,Proposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievablewillresultinspecific,andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals.higherperformancethanhavingnooreasygoals.IscultureboundtotheU.S.andCanada.IscultureboundtotheU.S.andCanada.BenefitsofParticipationinGoal-SettingBenefitsofParticipationinGoal-SettingIncreasestheacceptanceofgoals.Increasestheacceptanceofgoals.Fosterscommitmenttodifficult,publicgoals.Fosterscommitmenttodifficult,publicgoals.Providesforself-feedback(internallocusofcontrol)Providesforself-feedback(internallocusofcontrol)thatguidesbehaviorandmotivatesperformance(self-thatguidesbehaviorandmotivatesperformance(self-efficacy).efficacy).162007PrenticeHall,Inc.Allrightsreserved.Exhibit165Exhibit165Goal-SettingTheoryGoal-SettingTheory172007PrenticeHall,Inc.Allrightsreserved.MotivationandBehaviorReinforcementTheoryReinforcementTheoryAssumesthatadesiredbehaviorisafunctionofitsAssumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andifreinforced,consequences,isexternallycaused,andifreinforced,islikelytoberepeated.islikelytoberepeated.vvPositivereinforcementispreferredforitslong-termeffectson
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