双chapterWord文档格式.docx

双chapterWord文档格式.docx

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Anoverviewofthreemajorclassificationsofmotivationtheories326

2.Contentmotivationtheories327

Hierarchyofneeds328

ERGtheory329

Two-factortheory329

Acquiredneedstheory330

Self-AssessmentExercise12-1:

AcquiredNeeds331

3.Processmotivationtheories333

Equitytheory333

Goal-settingtheory334

Expectancytheory335

4.Reinforcementtheory336

Typesofreinforcement336

Scheduleofreinforcement337

Motivatingwithreinforcement338

Reinforcementforgettingemployeestocometoworkandtobeontime338

Givingpraise339

5.Puttingthemotivationtheoriestogetherwithinmotivationprocess341

6.Domotivationtheoriesapplyglobally?

342

ChapterSummaryandGlossary343

ReviewandDiscussionQuestions344

ObjectiveCase:

Friedman’sMicrowaveOvens345

Self-AssessmentExercise12-2:

Whatmotivatesyou?

346

LearningObjectives

Afterstudyingthischapter,youshouldbeableto:

1.Illustratethemotivationprocess.

2.Explaintheperformanceformulaandhowtouseit.

3.Discussthemajorsimilarityanddifferenceamongthefourcontentmotivationtheories:

hierarchyofneeds,ERG,ERG,two-factor,andacquiredneeds.

4.Discussthemajorsimilarityanddifferenceamongthethreeprocessmotivationtheories:

equity,goal-setting,andexpectancy.

5.Explainthefourtypesofreinforcement:

positive,avoidance,extinction,andpunishment.

6.Statethemajordifferenceamongcontent,process,andreinforcementtheories.

7.ExplainthemajordifferencebetweentheJapaneseandU.S.approachtomotivatingemployees.

8.Definethefollowingkeyterms（inorderofappearanceinthechapter）:

motivationacquiredneedstheory

motivationprocessprocessmotivationtheories

performanceformulaequitytheory

contentmotivationtheoriesgoal-settingtheory

hierarchyofneedstheoryexpectancytheory

ERGtheoryreinforcementtheory

two-factortheorygivingpraisemodel

OPENINGCASE:

DonnaBrogle

DonnaBroglehasenjoyedsewingsinceherchildhood.Followingherhobby,Donnaworkedasaseamstressforamajorhospital.However,beingmarriedwithfourchildren,shepreferredtobeathomewithherfamily.ThehospitaladministratordecidedtoordernewdrapesandgaveDonnathejob.Gainingdraperyexperienceatthehospital,Donnadecidedtoquitworkingforthehospitalandstartherownbusiness,“DraperiesbyDonna.”Shesetgoalsforherbusinessandfoundwomenintheprocessofretiringwhogavehersomehelpgettingstarted.In1989Donnasetupshopinherbasement.Sheenjoyedflexibilityofsettingherownscheduleandworkingathome.Thingswentwelluntiltherecessionhitin1990–1991andbusinessdropped.Asluckwouldhaveit,thehospitalcalledherandaskedhertocomebackasanemployeetomakedrapes.Donnadidnotwanttoloseherindependence,sosheofferedtoworkforthehospitalasavendor.TheyagreedthatDonnawouldworkathomeandcontinuetorunherbusinessaswell.Aftergainingmoreexperience,andtheeconomyturnedaround,thenumberofDonna’scustomersincreasedtothepointwhereshenolongerdependedonthehospitalasacustomer.

Eventually,Donna’sbusinessthrivedandsheneededtohiresomehelp.NowsheishavingaproblemwithheremployeeSusan.Susanisoftenlateforwork,andeventhoughshecandoagoodjob,shedoesnotregularlyperformtoexpectations.DonnahadatalkwithSusantodeterminethecauseoftheproblem.Susansaidthemoneyisokayandsheistreatedfairly,butthejobisboring.Susancomplainedthatshedidn’thaveanysayabouthowtohowtodoherjobandthatDonnacontinuallycheckeduponher.IfyouwereinDonna’sposition,howwouldyoumotivateSusan?

InthischapteryouwilllearnspecificmotivationtheoriesandtechniquesthatcanbeusedtomotivateSusanandemployeesinallorganizations.

RecallfromChapter1thatBonniestatedtheimportanceofmotivatingemployeesandthathavingtodealwithemployeeperformanceproblemsisthepartshelikestheleastaboutbeingamanager.Themoreyoucanmotivateemployees,thelesstimeyouwillhavetospenddealingwithperformanceproblems.

1.MotivationandMotivationprocess

Inthissectionyouwillstudywhatmotivationisandwhyitisimportant,howmotivationaffectsperformance,andhowmanagersaffectemployeemotivationandperformance.Youwillalsogetanoverviewofthreemajortheoriesofmotivation.

1.1Whatismotivationandwhyisitimportant?

WhatisMotivation?

Motivationisaninnerdesiretosatisfyanunsatisfiedneed.Formabusinessperspective,motivationisthewillingnesstoachieveorganizationalobjectives.Peopleprimarilydowhattheydotomeettheirneedsandwants.

Throughthemotivationprocess,employeesgofromneedtomotivetobehaviortoconsequencetosatisfactionordissatisfaction.Forexample,youarethirsty（need）andhaveadesire（motive）togetadrink.Yougetadrink（behavior）thatquenches（consequenceandsatisfaction）yourthirst.However,ifyoucouldnotgetadrink,oradrinkofwhatyoureallywanted,youwouldbedissatisfied.Satisfactionisusuallyshort-lived.Gettingthatdrinksatisfiedyou,butsoonyouwillneedanotherdrink.Forthisreason,themotivationprocesshasafeedbackloop:

Someneedorwantmotivatesallbehavior.However,needsandmotivesarecomplex;

peopledon’talwaysknowwhattheirneedsareorwhytheydothethingstheydo.Haveyoueverdonesomethingandnotknownwhyyoudidit?

Understandingneedswillhelpyouunderstandbehavior.Youwillgainabetterunderstandingofwhypeopledothethingstheydo.

Youcannotobservemotives,butyoucanobservebehaviorandinfertheperson’smotives.（Thisattributionprocessisexplainedinchapter9,Model9-1.）However,itisnoteasytoknowwhypeoplebehavethewaytheydo,becausepeopledothesamethingsfordifferentreasons.Alsopeopleoftenattempttosatisfyseveralneedsatonce.

Whyismotivationimportant?

Motivationisthenumberoneproblemfacingbusinessestoday.Managershavecometorealizethatamotivatedandsatisfiedworkforcecancontributepowerfullytothebottom-lineprofits.Knowinghowtomotivatewillhelpyoueliminateorreducetheseperformanceproblems,suchasthoseexperiencedbySusanintheopeningcase.

MotivationisimportantnotonlytosmallbusinesssuchasDonna’sbutalsotomajorcorporations.MuchofGeneralElectric’ssuccessisattributedtoCEOJackWelchandhisabilitytomotivateemployees.CEODavidHousetookBayNetworksfromitsdeathbedtohealthyprofitsinayearandahalfbyteachingmanagementskillsclassesthatincludedmotivatingemployees.Givingimmediate,frequent,anddirectfeedbackleadstohighermotivationandperformance.ThiscorrelationistrueforbothCEOsWelchandHouse.

RecallfromChapter9thatjobsatisfactionleadstolowerabsenteeismandturnoverandhigherlevelsofperformance.Generally,peoplewhoaresatisfiedwiththeirjobsaremorehighlymotivates.Tomotivateemployees,youshouldmakeworkfun.DevelopinganorganizationalculturethatvaluesmakingworkfunfuelsthemostproductivepeopleandorganizationsinNorthAmerica.Companiesthatbringplayandcelebrationintotheworkplaceoftenhavehigherprofits.OneexampleisSouthwestAirlines,whichincorporatesgamesandcontestsintoitsflyingexperience.Offeringincentivesisaprovenwayofincreasingmotivationandproductivityandaddingthefunfactortoaworkplace.Haveyoueverhadajobthatwasfun?

Howdiditaffectyourmotivation?

1.2Theroleofexpectationsinmotivationandperformance

Thepoorperformanceofemployeescanbeinadvertentlycausedbymanagersthemselvesandnotinadequaciessuchaspoorskills,alackofexperience,andinsufficientmotivation.RecallthatthePygmalioneffect（Chapter9）statesthatmanager’sattitudestowardexpectationsofandtreatmentofemployeeslargelydetermineemployees’motivationandperformance.Managersneedtohavehighexpectationsandtreatemployeesasthroughtheyarehighachieverstogetthebestfromthem.

Somemanagerstrytomotivateemployeesandinsteadendupmakingperformanceworse.Partoftheproblemisthatmanagershaveaperceptionproblemresultingfromtheirframeofreference.Managersassumethateveryoneislikethemandwhatwillmotivatethemwillmotivateallemployees,ortheystereotypeemployees.Managersneedtogettoknowtheiremployeesasindividualsandmotivatetheminwaysthatwillmeettheiruniqueanddiverseneeds.Youwilllearnhowtomotivateemployeesthroughoutthischapter.

Inadditiontomanagers’expectations,employees’expectationsalsoaffectperformance.CloselyrelatedtothePygmalioneffectistheself-fulfillingprophecy.HenryFordsaid,ifyoubelieveyoucan,oryoubelieveyoucan’t;

youareright.Ifyouthinkyouwillbesuccessful,youwillbe.Ifyouthinkyouwillfail,youwill,becauseyouwillfulfillyourownexpectations.Youwillliveuptoordowntoyourownexpectations,sobepositive,confident,andoptimistic.RecallfromChapter9thatyoucanchangeyourpersonalitytobemorepositivewithahigherlevelofself-esteem.ReferbacktoExercise9-1,ImprovingPersonalityTraits.Ifyoudidnotdothisexercise,considerdoingitnow.Ifyoudiddotheexercise,haveyoubeenworkingtowardimprovingyourpersonalitytraits?

1.3Howmotivationaffectsperformance

Generally,amotivatedemployeewilltryhardertodoagoodjobthansomeonewhoisnotmotivated.However,performanceisnotsimplybasedonmotivation.Threeinterdependen