组织行为学英文版(第13版)ch08.pptx

8-1;Chapter 8: Motivation: From Concepts to Applications;Learning Objectives;LO 1;Describe the Job Characteristics Model and the Way It Motivates by Changing the Work Environment;Compare the Main Ways Jobs Can Be Redesigned;LO 2;Relational Job Design To make jobs more prosocially motivating: Connect employees with the beneficiaries of their work. Relate stories from customers who have found the company’s products or services to be helpful. Meet beneficiaries firsthand. Employees see that their actions affect a real person, and that their jobs have tangible consequences. Connections make customers or clients more accessible in memory and more emotionally vivid. Leads employees to consider the effects of their actions more. Fosters higher levels of commitment. ;Explain How Specific Alternative Work Arrangements Can Motivate Employees;Explain How Specific Alternative Work Arrangements Can Motivate Employees;Telecommuting Employees who do their work at home at least two days a week on a computer that is linked to their office. Virtual office Well-known organizations actively encourage telecommuting ;Telecommuting Advantages Larger labor pool Higher productivity Less turnover Improved morale Reduced office-space costs;Telecommuting Disadvantages Employer Less direct supervision of employees. Difficult to coordinate teamwork. Difficult to evaluate non-quantitative performance. Employee May not be noticed for his or her efforts. ;The Social and Physical Context Of Work The job characteristics model shows most employees are more motivated and satisfied when their intrinsic work tasks are engaging. Research demonstrates that social aspects and work context are as important as other job design features. ;Describe How Employee Involvement Measures Can Motivate Employees;Describe How Employee Involvement Measures Can Motivate Employees;Describe How Employee Involvement Measures Can Motivate Employees;Describe How Employee Involvement Measures Can Motivate Employee