組織行為學(xué)第五講動機(jī)：從概念到運用

11三月2024組織行為學(xué)第五講動機(jī)：從概念到運用

1.GoalSettinginAction:MBOPrograms

ManagementByObjectivesProgramsCompanywidegoals&objectivesGoalsalignedatalllevelsBasedonGoalSettingTheoryWhatisMBO?KeyElementsGoalspecificityParticipativedecisionmakingAnexplicittimeperiodPerformancefeedbackManagementbyObjectives(MBO)Aprogramthatencompassesspecificgoals,participativelyset,foranexplicittimeperiod,withfeedbackongoalprogress.CascadingofObjectivesLinkingMBOandGoal-SettingTheory

MBO

Goal-SettingTheoryGoalSpecificity Yes

YesGoalDifficulty Yes

YesFeedback Yes

YesParticipation Yes

No

(qualified)WhyMBOsFailUnrealisticexpectationsaboutMBOresultsLackofcommitmentbytopmanagementFailuretoallocaterewardproperlyCulturalincompatibilitiesSelf-EfficacySelfEsteem,whichis….Individuals’degreeoflikingordislikingthemselves.Anindividual’sfeelingthats/hecancompleteatask(e.g.“IknowIcan!”)EnhancesprobabilitythatgoalswillbeachievedNottobeconfusedwith:Self-EfficacyandGoalSettingFourWaysofIncreasingSelfEfficacy(Bandura)EnactiveMasteryVicariousModelingVerbalPersuasionArousalNote:BasicPremise/MechanismofPygmalionEffects2.EmployeeInvolvementProgramWhatisEmployeeInvolvement?Aparticipativeprocessthatusestheentirecapacityofemployeesandisdesignedtoencourageincreasedcommitmenttotheorganization’ssuccess.ExamplesofEmployeeInvolvementProgramsParticipativeManagementAprocessinwhichsubordinatesshareasignificantdegreeofdecision-makingpowerwiththeirimmediatesuperiors.ExamplesofEmployeeInvolvementPrograms(cont’d)QualityCircleAworkgroupofemployeeswhomeetregularlytodiscusstheirqualityproblems,investigatecauses,recommendsolutions,andtakecorrectiveactions.ProblemselectionDecisionProblemidentificationProblemreviewSolutions

recommendedSolution

reviewEmployeeStockOwnershipPlans(ESOPs)Company-establishedbenefitplansinwhichemployeesacquirestockaspartoftheirbenefits.LinkingEIProgramsandMotivationTheoriesEmployeeInvolvementProgramsTheoryY

(Believingemployeeswanttobeinvolved)Two-FactorTheory

(IntrinsicMotivation)ERGTheory

(Employee

Needs)RewardingEmployees:FourAspectsWhattoPay(Internalvs.externalequity)HowtoPay(e.gPiecerate,meritbased,bonuses,profitsharing,gainsharing,ESOPs，skill-basedpay)WhatBenefitstoOffer(e.g.,Flexiblebenefits)HowtoRecognizeEmployeesRewardingEmployees:VariablePayProgramsVariablePayProgramsAportionofanemployee’spayisbasedonsomeindividualand/ororganizationmeasureofperformance.PieceratepayplansProfitsharingplansGainsharingplans VariablePayPrograms(cont’d)Profit-SharingPlansOrganizationwideprogramsthatdistributecompensationbasedonsomeestablishedformuladesignedaroundacompany’sprofitability.GainSharingAnincentiveplaninwhichimprovementsingroupproductivitydeterminethetotalamountofmoneythatisallocated.Piece-ratePayPlansWorkersarepaidafixedsumforeachunitofproductioncompleted.Skill-BasedPayPlansBenefitsofSkill-basedPayPlans:Providesstaffingflexibility.Facilitatescommunicationacrosstheorganization.Lessens“protectionofterritory”behaviors.Meetstheneedsofemployeesforadvancement(withoutpromotion).Leadstoperformanceimprovements.Paylevelsarebasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando.Skill-BasedPayPlans(cont’d)DrawbacksofSkill-basedPayPlans:Lackofadditionallearningopportunitiesthatwillincreaseemployeepay.Continuingtopayemployeesforskillsthathavebecomeobsolete.Payingforskillswhichareofnoimmediateusetotheorganization.Payingforaskill,notforthelevelofemploye