“先慢后快”还是 “先快后慢”.ppt

* * * * * * * * * * * * * LET ME TAKE YOU THROUGH AN EXAMPLE OF ON-TIME DELIVERY. ITS NOT THE ONLY THING CUSTOMER WANT, BUT IT IS CLEARLY THE THING THEY WANT US TO GET RIGHT FAST. THE BEST CASE IS ZERO … NOTHING SUPPLIED EARLIER THAN REQUESTED AND NOTHING LATER THAN REQUESTED. THE IDEAL CASE. THE REALITY IS THAT WE SOMETIMES DELIVER A LITTLE EARLY , IF IT WAS ONLY TO MEET THE QUARTER END. DO NOW AND ASK FORGIVENESS LATER. SAME FOR LATE DELIVERY. IT HAPPENS. IT IS JUST A MATTER OF… HOW EARLY AND HOW LATE! * * * Expectancy theory argues that an employee will be motivated to produce more when he or she believes that the effort will lead to a good performance appraisal; that a good appraisal will lead to organizational rewards; and that the rewards will satisfy the employee’s personal goals. This theory focuses on three relationships. 1. The effort-performance relationship is the probability perceived by the individual that exerting a given amount of effort will lead to performance. 2. The performance-rewards relationship is the degree to which an individual believes that performing at a particular level will lead to the attainment of a desired outcome. 3. The rewards-personal goals relationship is the degree to which the rewards of an organization satisfy an individual’s personal goals or needs and the attractiveness of those rewards. * 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.