Motivating_Employees_Chapter16_激励雇员_PPT.pptVIP

* In today’s global environment, motivational programs that work in one location may not be effective in another. There is an American bias in some of the motivational theories. For example, in Japan, Greece, and Mexico security needs would be at the top of Maslow’s pyramid. The motivation concept of achievement need clearly has an American bias. Equity theory is relatively strong in the U.S. based on pay-for-performance systems. * Exhibit 13.10 gives snapshots of some other differences that have been observed in studies of cross-cultural motivation. * * Motivating a diverse workforce required managers to think in terms of flexibility. Lifestyle (e.g., single parents) is an important factor. Flexible Work Schedules include considerations such as: 1. Compressed workweek is a workweek comprised of four 10-hour days. 2. Flexible work hours (flextime) describes a scheduling system in which employees are required to work a number of hours a week, but are free, within limits, to vary the hours of work. 3. Job sharing is the practice of having two or more people split a 40-hour-a-week job. 4. Telecommuting allows employees to do their work at home by linking their computers to the office. a. The advantages of telecommuting are the decrease in the time and stress of commuting and the increase in flexibility in coping with family demands. b. The drawbacks revolve around the lack of social contact, the reward system used, and the separation of organization work and homework. * This group of employees values challenging work, problem solving, and support. * Motivating Contingent Workers. 1. Contingent workers don’t have the security or stability that permanent employees do. 2. Some things that managers might use include the opportunity for permanent status, opportunity for training, and equitable treatment. Motivating Low-Skilled, Minimum-Wage Workers. 1. One of the toughest motivation challenges a manager might face. a. Although money is important as a mot