[经济学]第3章 计划与决策.ppt

* The Job Characteristics Model (JCM) proposes that any job can be described in terms of the following five core job dimensions: Skill variety. Does the job require workers to use different skills and abilities? Task identity. Does the job require workers to complete identifiable pieces of work? Task significance. Does the job have a significant impact on the lives or work of others? Autonomy. Does the job allow workers substantial freedom, discretion, and independence? Feedback. Does the job allow workers to obtain direct, clear performance information? The core dimensions can be combined into a single index, the Motivating Potential Score (MPS), which is calculated as follows: (skill variety + task identity + task significance + autonomy x feedback 3 * * As a prestige grading, position, or rank within a group, status can be a powerful motivator to an individual if he perceives that others do not share his personal impression of his status. Status may be informally conferred because of education, age, skill, or experience. But, it is important for workers to believe that the organization’s formal status system is congruent; that is, an equity between the perceived ranking of an individual and his or her “status symbols.” Large groups with a dozen or more members are good for gaining diverse input; but, groups of about seven members are more effective for taking action. As groups get incrementally larger, the contribution of individual members lessens. For example, while total productivity in a group of four is greater than in a group of two, individual productivity declines. The reason for this decline may be social loafing: the tendency for individuals to expend less energy when working collectively than working individually. The idea of social loafing challenges some stereotypes: that team spirit engenders individual effort and enhances productivity, and that group productivity should at least equal the sum of the productivity of the individual grou