张建君《组织与管理》教学资料：06chap16.pptVIP

Herzberg’s Motivation-Hygiene Theory 16-* Contrasting Views Of Satisfaction-Dissatisfaction Satisfaction No Satisfaction No Dissatisfaction Dissatisfaction Motivators Hygienes Satisfaction Dissatisfaction Herzberg’s View Traditional View 16-* McClelland’s Three Needs Theory Three-Needs Theory - McClelland need for achievement (nAch) - drive to excel, to achieve in relation to a set of standards, and to strive to succeed do not strive for trappings and rewards of success prefer jobs that offer personal responsibility want rapid and unambiguous feedback set moderately challenging goals avoid very easy or very difficult tasks high achievers don’t necessarily make good managers focus on their own accomplishments good managers emphasize helping others to accomplish their goals 16-* McClelland’s Three Needs Theory (cont.) Three-Needs Theory (cont.) need for power (nPow) need to make others behave in a way that they would not have behaved otherwise need for affiliation (nAff) desire for friendly and close interpersonal relationships best managers tend to be high in the need for power and low in the need for affiliation 16-* 16-* Equity Theory: the importance of being fair Referent Comparisons: Self-inside Self-outside Other-inside Other-outside 16-* Equity Theory 16-* 16-* Equity Theory (cont’d) Choices for dealing with inequity: Change inputs (slack off) Change outcomes (increase output) Distort/change perceptions of self Distort/change perceptions of others Choose a different referent person Leave the field (quit the job) 16-* Equity Theory (cont’d) Propositions relating to inequitable pay: Overrewarded employees produce more than equitably rewarded employees. Overrewarded employees produce less, but do higher quality piece work. Underrewarded hourly employees produce lower quality work. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees 16-* Expectancy Theory: