组织行为学(英文版)第6章.pptVIP

weiping weiping Chapter 6 Motivation Instructor: Wei Ping (Elizabeth wei ) Department: Business Administration Required Textbook: Essentials of Organizational Behavior” 10th edition. by Stephen P. Robbins Chapter 6 Motivation Part1: Early theories of motivation Part2: Contemporary theories of motivation Part3 From concepts to application What is motivation? McGregor’s Theory X and Theory Y Herzberg’s Two-Factor Theory McClelland’s Theory of Needs Need for achievement (nAch) - The drive to excel, to achieve in relation to a set of standards, and to strive to succeed High achievers prefer jobs with personal responsibility, feedback, and intermediate degree of risk High achievers are not necessarily good managers Need for power (nPow) – The desire to have an impact, to be influential, and to control others. Need for affiliation (nAff) - The desire for friendly and close interpersonal relationships Cognitive Evaluation Theory Cognitive evaluation theory proposed the introduction of extrinsic rewards, such as pay, for work effort that was previously intrinsically rewarding due to the pleasure associated with the content of the work itself tends to decrease overall motivation. Goal-Setting Theory Goals are a potent motivating force Specific goals lead to increased performance Difficult goals, when accepted, result in higher output than easy goals Feedback leads to higher performance than does nonfeedback Management by Objectives (MBO) Converts overall organizational objectives into specific objectives for work units and individuals. Common ingredients: Goal specificity Participation in decision making Explicit time period Performance feedback Self-Efficacy Theory Refers to an individual’s belief that he or she is capable of performing a task Ways self-efficacy can be increased Enactive mastery– gain experience Vicarious modeling– see someone else do the task Verbal persuasion– someone convinces you that you have the skills Arousal– get ene