《管理学基础》 第十六章 激励员工.ppt

* * * * * * * * * * * * * * * * * * * * * * * * * ? 2007 Prentice Hall, Inc. All rights reserved. 16–* Motivation and Behavior (cont’d) Expectancy Relationships Expectancy (effort-performance linkage) The perceived probability that an individual’s effort will result in a certain level of performance. Instrumentality The perception that a particular level of performance will result in the attaining a desired outcome (reward). Valence The attractiveness/importance of the performance reward (outcome) to the individual. ? 2007 Prentice Hall, Inc. All rights reserved. 16–* Exhibit 16–10 Integrating Contemporary Theories of Motivation ? 2007 Prentice Hall, Inc. All rights reserved. 16–* Current Issues in Motivation Cross-Cultural Challenges Motivational programs are most applicable in cultures where individualism and quality of life are cultural characteristics Uncertainty avoidance of some cultures inverts Maslow’s needs hierarchy. The need for achievement (nAch) is lacking in other cultures. Collectivist cultures view rewards as “entitlements” to be distributed based on individual needs, not individual performance. Cross-Cultural Consistencies Interesting work is widely desired, as is growth, achievement, and responsibility. ? 2007 Prentice Hall, Inc. All rights reserved. 16–* Current Issues in Motivation (cont’d) Motivating Unique Groups of Workers Motivating a diverse workforce through flexibility: Men desire more autonomy than do women. Women desire learning opportunities, flexible work schedules, and good interpersonal relations. ? 2007 Prentice Hall, Inc. All rights reserved. 16–* Current Issues in Motivation (cont’d) Flexible Work/Job schedules Compressed work week Longer daily hours, but fewer days Flexible work hours (flextime) Specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present. Job Sharing Two or more people split a full-time job. Telecommuting Employees work fr