Motivation, Commitment and Engagement at Work资料.ppt

* * * * * * * * * * * * Motivation, Commitment and Engagement at Work * Learning Outcomes To understand the importance of work to individuals and functions it performs. To understand one’s own work motivation. To explain the role of work to well-being and the realisation of human potential. To understand, explain and critically evaluate major theories of motivation. To explain the significance of effective leadership, reward, performance management and career development opportunities to employee motivation. To relate the contribution of employee motivation to commitment and engagement. To understand and explain the nature of the psychological contract and its role in forging commitment and engagement. * The Importance of Work Motivation Central role in management Integral to performance Permeates many sub-fields in the study of management Research history Research future * Origin and Definitions From the Latin - Movere ‘The contemporary (immediate) influence on direction, vigor, and persistence of action’ (Atkinson, 1964) ‘A process governing choice made by persons…among alternative forms of voluntary activity’ (Vroom, 1964) * Early History of Motivation Research (1) Hedonism Instinct Drive Reinforcement * Early History of Motivation Research (2) Scientific Management movement (Taylor, 1911) Human Relations movement (Mayo, 1933) Theory X and Theory Y (McGregor, 1960) * Theory X X: People inherently dislike work and, whenever possible, will attempt to avoid it. Since people dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals. People will avoid responsibilities and seek formal direction whenever possible. Most people place security above all other factors associated with work and display little ambition * Theory Y Y: People can view work as being as natural as play. People will exercise self-direction and self-control if they are committed to the objectives of their work. The average person wants to accept responsibility