管理学第七版 斯蒂芬P罗宾斯robbins_PPT.pptVIP

16–* Motivation, Perception, and Behavior (cont’d) Expectancy Relationships Expectancy (effort-performance linkage) The perceived probability that an individual’s effort will result in a certain level of performance. Instrumentality The perception that a particular level of performance will result in the attaining a desired outcome (reward). Valence The attractiveness/importance of the performance reward (outcome) to the individual. 16–* Exhibit 16.11 Integrating ContemporaryTheories of Motivation 16–* Current Issues in Motivation Cross-Cultural Challenges Motivational programs are most applicable in cultures where individualism and quality of life are cultural characteristics Uncertainty avoidance of some cultures inverts Maslow’s needs hierarchy. The need for achievement (nAch) is lacking in other cultures. Collectivist cultures view rewards as “entitlements” to be distributed based on individual needs, not individual performance. 16–* Current Issues in Motivation (cont’d) Cross-Cultural Consistencies Interesting work is widely desired, as is growth, achievement, and responsibility. Motivating Unique Groups of Workers Motivating a diverse workforce through flexibility: Men desire more autonomy than do women. Women desire learning opportunities, flexible work schedules, and good interpersonal relations. 16–* Current Issues in Motivation (cont’d) Flexible Work/Job schedules Compressed work week Longer daily hours, but fewer days Flexible work hours (flextime) Specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present. Job Sharing Two or more people split a full-time job. Telecommuting Employees work from home using computer links. 16–* Current Issues in Motivation (cont’d) Motivating Professionals Characteristics of professionals Strong and long-term commitment to their field of expertise. Loyalty is to their profession, not to the employer. Have the need to regularly update thei