管理与组织PPT16.pptVIP

* * Exhibit 16-5 summarizes the relationships among goals, motivation, and performance. Our overall conclusion is that the intention to work toward difficult and specific goals is a powerful motivating force. Under the proper conditions, it can lead to higher performance. However, no evidence indicates that such goals are associated with increased job satisfaction. * * * * * * The JCM is shown in Exhibit 16-6. Notice how the first three dimensions—skill variety, task identity, and task significance—combine to create meaningful work. In other words, if these three characteristics exist in a job, we can predict that the person will view his or her job as being important, valuable, and worthwhile. * * The JCM provides specific guidance to managers for job design (see Exhibit 16-7). These suggestions specify the types of changes that are most likely to lead to improvement in the five core job dimensions. * * * Equity theory, developed by J. Stacey Adams, proposes that employees compare what they get from a job (outcomes) in relation to what they put into it (inputs), and then they compare their inputs–outcomes ratio with the inputs–outcomes ratios of relevant others (Exhibit 16-8). * * * Expectancy theory states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. It includes three variables or relationships (see Exhibit 16-9). * * Many of the ideas underlying the contemporary motivation theories are complementary, and you’ll understand better how to motivate people if you see how the theories fit together. Exhibit 16-10 presents a model that integrates much of what we know about motivation. Its basic foundation is the expectancy model. * * * * * * * * * Exhibit 16-7: Guidelines for Job Redesign Redesigning Job Design Approaches (cont.) High-involvement work practices - work practices designed to elicit greater input or involvement from wor