逢甲经济20110926-胡逸斌.ppt

* An optimizing decision maker is rational and makes consistent, value-maximizing choices within specific constraints. The six-step model supports the decision-making process. 1. Define the problem 2. Identify decision criteria 3. Weight the criteria 4. Generate alternatives 5. Evaluate alternatives (rate each alternative based on each criterion) 6. Make the optimal decision ApplyEMBA筆試密笈 * * ApplyEMBA筆試密笈 * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ApplyEMBA筆試密笈 * Workers compare their job inputs and outcomes with others. There are three possible perceptions: inequity due to being under-rewarded, equity, or inequity due to being over-rewarded. Equity theory proposes that inequity creates tension, and that this tension can cause an employee to seek fairness. There are four referents that an employee can use: (1) Self-inside: an employee’s experiences in a different position inside the organization. (2) Self-outside: an employee’s experiences in a position outside of the organization. (3) Other-inside: an employee’s perception of persons inside the organization. (4) Other-outside: an employee’s perception of persons outside of the organization. Workers who perceive an inequity will react in one of six ways: change their inputs, change their outcomes, distort perceptions of self, distort perceptions of others, choose a different referent, and leave the field. Equity theory establishes four propositions relating to inequitable pay. First, given payment by time, over-rewarded employees will produce more than those paid equitably. Second, given payment by quantity of production, over-rewarded employees will produce fewer, but higher quality units, than will equitably paid employees. Third, given payment by time, under-rewarded employees will produce less or poorer quality of output. Fourth, given payment by quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees.