人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_11.docx

CHAPTERIXMOTIVATINGANDREWARDINGEMP1.OYEES1.EARNINGOUTCOMESAfterreadingthischapter,studentsshouldbeableto:Il-1.Defineandexplainmotivation.11-2.Compareandcont11stearlytheoriesofmotivation.113,Compareandcontrastcontemporarytheoriesofmotivation.11-4.Discusscurrentissuesinmotivatingemployees.ManagementMythMyth:Motivationisallabout“showmethemoney."Truth:Therearemanyoptionsavailablemanagers,asidefromn)ney,ibrimprovingemployeemotivation.Thesecretobeingeffectiveisunderstandinganindividuasuniqueneeds.TeaChineTips：WhenstudentshearthatcompanieslikeGooglcgivesuchgreatbenefits,theyimmediatelythink.fcdliketoworkthere!,Togetstudentsthinkingabouthowmotivationworks,askthefollowingquestions:1. Askstudentstoidentifywhatmotivatesthem.Isitmoney?Isittimeof?2. DoyouthinkthatmotivationtheoriesandpracticesthatmotivateindividualsataU.S.basedcompanywouldbeeffectiveinexplainingandgeneratingmotivationinothercountries?Ifso,whichcountries?Ifnot,why?(MostmotivationtheoriesarcU.S.basedandarcculturebound.)I.VVHATISMOTIVATIONA.I)einition1. Manyincorrectlyviewmotivationasapersonaltrail.2. MotivationistheresultoftheinteractionbetweentheindividualandIhesituation.a) Individualsdifferinmotivationaldrive.b) Anindividual'smotivationvariesfromsituationtosituation.3. Motivationrefen>totheprocessbywhichaperson'sCITbrtSareenergized,directed,andsustainedtowariattainingagoal.4. Threekeyelemenis:energy,direction,andpersistence.a) Theenergyelementisameasureofintensity.(1) Whensomeoneismotivaled,heorshepulsfortheffortandIrieshard.(2) Qualityandintensitymustbemeasured.b) Theeffortmustbechanneledinadirectionthatbenefitstheorganization.(1) EfYbrtdirectedtoward,andconsistentwith,theorganization'sgoals.c) Persistenceisthethirdkeyelement.(1) Wcwantemployees(opersistinputtingforthefforttoachievethosegoals.5. ArecentGalluppollfoundthatalargemajorityofU.S.employees-some64percentarcnotexcitedabouttheirwork.FOUREAR1.YTHEORIESOFMOTIVATION(1950s&1960s)A. Introduction1. Studentsshouldknowthesetheoriesbecause:a) heyrepresentthefoundationfromwhichContemporarj-theoriesgrew.b) Practicingmanagersregularlyusethesetheoriestoexplainemployeemotivation.B. WhatIsMaSlow'sHierarchyofNeedsTheory?1. Tliebest-knowntheoryofmotivation.2. Withineveryhumanbeing,thereexistsahierarchyoffiveneeds.a) Physiologicalneeds.b) Safelyneeds.c) Socialneeds.d) Esteemneeds.e) ScgClUaliZaliOnneeds.3. Aseachneedissubstantiallysalislled,thenextneedbecomesdominant.(Exhibitll-l.)4. l>wer-orderneedsareSaIiSfICXIpredominantlyexternallyandhigher-orderneedsareWiSfiCdinternally.5. Noneediseverfullygratified,asubstantiallysatisfiedneednolongermolivates.6. Ton)tivate,youneedtounderstandwherethatpersonisinthehierarchyandfocusonsatisfyingneedsatorabovethatlevel.7. Widelyrecogni/rd,particularlyamongpracticingmanagers,itspopularitycanbeattribuiedtothetheory'sintuitivelogicandeaseofunderstanding.8. Researchdoesnoigenerallyvalidatethetheory.9. Maslowhadnoempiricalsubslantialionforhistheory,andseveralstudiesfoundnosupport.C. WhatIsMcGregor,sTheoryXandTheoryY?1. DouglasMcGregorPrOPoSedtwodis(inclviewsofthenatureofhumanbeings.a) Abasicallynegativeview,labeledThCoryX.(1) Assumesthatworkershavelittleambition,dislikework,wanttoavoidresponsibility,andneedIobecloselyCOnlrOIlCdtoworkefficiently.b) Abasicallypositiveview,labeledThcorjrY.(1) Assumesthatemployeesenjoywork,seekoutandacceptresponsibility,andexerciseself-direction.2. Tomaximizeemployeemotivation,useTheoryYpractices-allowemployeestoparticipateindecisions,createresponsibleandChallcngingjobs.andencouragegoodgrouprelations.3. NoevidencetoconfirmeithersetofassumptionsorthatbeingaThcorjfYmanageristheonlywaytomotivateemployees.D. WhatIsHerzberg,sTwo-FactorTheory?1. FrederickHcrzbcrg*stwo-factortheor),(alsocalledmotivation-hygienetheory)-intrinsicfactorsarcrelatedtojobsatisfaction,whileextrinsicfactorsarcassociatedwithjobdissatisfaction.a) Populartheoryfromthe1960stotheearly1980s.b) Criticizedforbeingtoosimplistic.c) Influencedtoday'sapproachtojobdesign.2. Researchfocus:Whenpeoplefeltexceptionallygood(factorsontheleftsideofExhibit11-2)orbadabouttheirjobs(factorsontherightsideofExhibit11-2).3. RepliesshowtheseweretwoVerydifferentfactors.a) Whenpeoplefeltgoodabouttheirwork,theyIendedtociteintrinsicfactorsarisingfromthejobcontent,suchasachievement,recognition,andresponsibility.b) Whentheyweredissatisfied,theytendedtociteextrinsicfactorsarisingfrom(hejobcontext,suchascompanypolicyandadministration.SUPerViSion.interpersonalrelationships,andworkingconditions.4. Theoppositeofsatisfactionisnotdisadstac(ion,aswastraditionallybelieved.a) Removingdissatisf(ingcharacteristicsdoesnotnecessarilymakethejobsatisfying.b) Exhibit113,theoppositeof“satis-“nosatisfaction/*andtheoppositeof"dissatisfaction"is*nodissatisfaction/'E. WhatISMcClellandThree-NeedsTheorj?1. DavidMcClellandandothershaveproposedthethree-needstheory.2