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单击以编辑母版标题样式,单击以编辑母版文本样式,第二级,第三级,第四级,第五级,*,Class5.MotivationTheory,5.1 concept,Motivation:,thewillingnesstoexerthighlevelsofeffort towardorganizationalgoals,conditionedbytheeffortsabilitytosatisfy someindividualneed,Need,:some internal state thatmakescertainoutcomesappearattractive,Process,:unsatisfiedneed-tension-drives-searchbehavior-satisfiedneed-reductionoftension,Class5.Motivation Theory,5.2 Early theoryofMotivation,The1950swerea fruitful periodinthedevelopmentofmotivationconcepts.3 specific theories wereformulatedduringthistime,1.HierarchyofNeedsTheory,Abraham Maslow,Thereisa hierarchyof5 needs-physiological,safety,social,esteem,&self-actualization-andaseachneed is sequentiallysatisfied,the nextneedbecomes dominant,Separation,:Lowerorder needs-needsthataresatisfied externally;physiological&safetyneeds,review,:,1.intuitively logical,easeofunderstanding,receivingwiderecognition,particularly among practicingmanagers.2.littleempiricalsupport,2.TheoryX andTheoryY,Douglas McGregor proposed 2distinctviewsofhumanbeing,Theassumptionthat employeesdislike work,are lazy,dislikeresponsibility,&mustbecoercedtoperform,employeesdislikework Mostworkers place security above allotherfactors associatedwithwork&willdisplay littleambition,TheoryY,:Theassumption thatemployees likework,arecreative,seekresponsibility,&canexerciseself-directionhigher order needs dominate individuals,3.Motivation-HygieneTheory,FrederickHerzberg,individual,srelationtohiswork,Intrinsicfactorsarerelatedtojobsatisfaction,whileextrinsicfactorsareassociatedwith dissatisfaction,satisfaction,No satisfaction,Hygiene factors,:,thosefactors-suchascompany policy&administration,supervision,&salary-that,when adequate in job,placate workers.Whenthesefactors areadequate,peoplewillnotbedissatisfied,Class5.MotivationTheory,5.2Contemporarytheory of Motivation,havingone thing in common:each hasa reasonabledegree of valid supportingdocumentation,1.ERGtheory,Clayton Alderfer ofYalereworked Maslow,s theoryto align it more closelywiththe empirical research,Thereare3 groups of core needs:existence,relatedness,&growth,Difference,:(1)more than 1needmaybe operative atthesametime,(2)ifthegratification of a higherlevel needs isstifled,the desireto satisfya lower levelneedincreases,Maslow:arigidsteplikeprogression.ERG:containsa frustration-regressiondimension,Several studieshavesupportedtheERG theory:natives of Spain&Japanplace social needsbefore their physiological requirements,2.McClellandstheory ofneeds,Ach,pow,aff are3 important needs that help to understand Mo,Achievement need,:Thedriveto excel,to achievein relation toa set ofstandards,to striveto succeed,nPow,:thedesire tomakeothers behave in a way that they would not otherwise have behavedin,nAff,:thedesire for friendly&closelyinterpersonalrelationships,Highachieverspreferringpersonalresponsibility,feedback,moderate risks-successful inentrepreneurial activities,salespeopleThebestmanagersare high-powerneed&low-affiliation need,level in a hierarchical organization,3.Cognitive Evaluation Theory,may be relevantto that set ofjobsthatfalls inbetween-neither extremely dull norintersting,Allocatingextrinsicrewards for behavior that hadbeenpreviously intrinsicallyrewardedtendsto decrease the overalllevelof motivation,Explanation,:theindividualexperiences alossof controloverhisbehavior so thepreviousintrinsicmotivationdiminishes;the eliminationof extrinsic rewardscanproduce ashift-from anexternal to aninternal explanation,If extrinsic rewardsareto beeffectivemotivators,they should be made contingent onan individuals performance?,Independent?Substitution?Test done with students;high intrinsic motivation levelsarestrongly resistant to thedetrimental impactsof extrinsic rewards,4.Goal-settingTheory,in the late 1960s Edwin Lockeproposed that intention to work toa goal isa major sourceof motivation,The theorythatspecific&difficult goals lead tohigher performance.Specificity,challenge,feedback,the specificityof the goal act asan internal stimulusthanthegeneralized goal;Factors like abilityfeedbackhelps identifydiscrepanciesbetween the advance&goal.,Self-generatedfeedback(monitoringhis own progress)-a more powerful motivator;Participative goals may have nosuperiority over assigned goals when acceptance is taken asa given,participation add the odds that harder goalsbe agreed,5.Reinforcementtheory,Moderator:goalcommitment,adequate self-efficacy,nationalculture,self-efficacy,:the individuals belief that he orshe is capableof performing atask;Culturebound:lowpower distancenot inPortugal,Chile,reinforcement theory,:behavioris afunction of its consequences.Strictly speaking,it,s not a theoryof motivation,6.Equity theory,Individuals comparetheirjobinputs&outcomes with those of others&then respondso asto eliminate any inequities,4 referentcomparisons,:Self-inside-onesexperience ina different positioninside his currentorganization;Self-outside;Other-inside;Self-outside,Minorqualifications:1.peoplehavea great deal more tolerance ofoverpayment in
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