組織行為學 羅賓斯 12版本 第7章

Motivation:FromConceptstoApplicationsChapterSEVEN

JobDesignTheoryCharacteristicsSkillvarietyTaskidentityTasksignificanceAutonomyFeedbackJobCharacteristicsModelIdentifiesfivejobcharacteristicsandtheirrelationshiptopersonalandworkoutcomesJobDesignTheory(cont’d)JobCharacteristicsModelJobswithskillvariety,taskidentity,tasksignificance,autonomy,andforwhichfeedbackofresultsisgiven,directlyaffectthreepsychologicalstatesofemployees:KnowledgeofresultsMeaningfulnessofworkPersonalfeelingsofresponsibilityforresultsIncreasesinthesepsychologicalstatesresultinincreasedmotivation,performance,andjobsatisfaction.Characteristics

Examples SkillVariety

Highvariety

Theowner-operatorofagaragewhodoeselectricalrepair,rebuildsengines, doesbodywork,andinteractswithcustomers

Lowvariety

Abodyshopworkerwhosprayspainteighthoursaday TaskIdentity

Highidentity

Acabinetmakerwhodesignsapieceoffurniture,selectsthewood,buildsthe object,andfinishesittoperfection

Lowidentity

Aworkerinafurniturefactorywhooperatesalathetomaketablelegs TaskSignificance

Highsignificance

Nursingthesickinahospitalintensivecareunit

Lowsignificance

Sweepinghospitalfloors Autonomy

Highautonomy

Atelephoneinstallerwhoscheduleshisorherownworkfortheday,and decidesonthebesttechniquesforaparticularinstallation

Lowautonomy

Atelephoneoperatorwhomusthandlecallsastheycomeaccordingtoa routine,highlyspecifiedprocedure Feedback

Highfeedback

Anelectronicsfactoryworkerwhoassemblesaradioandthentestsitto determineifitoperatesproperly

Lowfeedback

Anelectronicsfactoryworkerwhoassemblesaradioandthenroutesittoa qualitycontrolinspectorwhotestsandadjustsit

ExamplesofHighandLowJobCharacteristicsTheJobCharacteristicsModelEXHIBIT7–1Source:J.R.HackmanandG.R.Oldham,WorkDesign(excerptedfrompp.78–80).?1980byAddison-WesleyPublishingCo.,Inc.ReprintedbypermissionofAddison-WesleyLongman,Inc.JobDesignTheory(cont’d)SkillVarietyThedegreetowhichajobrequiresavarietyofdifferentactivities(howmaydifferentskillsareusedinagivenday,week,month?)TaskIdentityThedegreetowhichthejobrequirescompletionofawholeandidentifiablepieceofwork(frombeginningtoend)TaskSignificanceThedegreetowhichthejobhasasubstantialimpactonthelivesorworkofotherpeopleJobDesignTheory(cont’d)AutonomyThedegreetowhichthejobprovidessubstantialfreedomanddiscretiontotheindividualinschedulingtheworkandindeterminingtheprocedurestobeusedincarryingitoutFeedbackThedegreetowhichcarryingouttheworkactivitiesrequiredbyajobresultsintheindividualobtainingdirectandclearinformationabouttheeffectivenessofhisorherperformanceComputingaMotivatingPotentialScorePeoplewhoworkonjobswithhighcoredimensionsaregenerallymoremotivated,satisfied,andproductive.Jobdimensionsoperatethroughthepsychologicalstatesininfluencingpersonalandworkoutcomevariablesratherthaninfluencingthemdirectly.JobDesignandSchedulingJobRotationTheperiodicshiftingofaworkerfromonetasktoanotherJobEnlargementThehorizontalexpansionofjobsJobEnrichmentTheverticalexpansionofjobsGuidelinesforEnrichingaJobEXHIBIT7–2Source:J.R.HackmanandJ.L.Suttle,eds.,ImprovingLifeatWork(Glenview,IL:ScottForesman,1977),p.138.AlternativeWorkArrangementsFlextimeEmployeesworkduringacommoncoretimeperiodeachdaybuthavediscretioninformingtheirtotalworkdayfromaflexiblesetofhoursoutsidethecore.JobSharingThepracticeofhavingtwoormorepeoplesplita40-hour-a-weekjobExampleofaFlextimeScheduleEXHIBIT7–3AlternativeWorkArrangements,cont.CategoriesofTelecommutingJobsRoutineinformation-handlingtasksMobileactivitiesProfessionalandotherknowledge-relatedtasksTelecommutingEmployeesdotheirworkathomeonacomputerthatislinkedtotheiroffice.TelecommutingAdvantagesLargerlaborpoolHigherproductivityLessturnoverImprovedmoraleReducedoffice-spacecostsDisadvantages(Employer)LessdirectsupervisionofemployeesDifficulttocoordinateteamworkDifficulttoevaluatenon-quantitativeperformancePerformance=f(AxMxO)EXHIBIT6–9Source:AdaptedfromM.BlumbergandC.D.Pringle,“TheMissingOpportunityinOrganizationalResearch:SomeImplicationsforaTheoryofWorkPerformance,”AcademyofManagementReview,October1982,p.565.WhatIsEmployeeInvolvement?EmployeeInvolvementProgramAparticipativeprocessthatusestheentirecapacityofemployeesandisdesignedtoencourageincreasedcommitmenttotheorganization’ssuccessExamplesofEmployeeInvolvementProgramsParticipativeManagementAprocessinwhichsubordinatesshareasignificantdegreeofdecision-makingpowerwiththeirimmediatesuperiorsExamplesofEmployeeInvolvementPrograms(cont’d)RepresentativeParticipationWorkersparticipateinorganizationaldecisionmakingthroughasmallgroupofrepresentativeemployees.WorksCouncilsGroupsofnominatedorelectedemployeeswhomustbeconsultedwhenmanage-mentmakesdecisionsinvolvingpersonnelBoardRepresentativeAformofrepresentativeparticipation;employeessitonacompany’sboardofdirectorsandrepresenttheinterestsofthefirm’semployees.ExamplesofEmployeeInvolvementPrograms(cont’d)QualityCircleAworkgroupofemployeeswhomeetregularlytodiscusstheirqualityproblems,investigatecauses,recommendsolutions,andtakecorrectiveactionsLinkingEIProgramsandMotivationTheoriesEmployeeInvolvementProgramsTheoryY

(BelievingEmployeesWanttoBeInvolved)Two-FactorTheory

(IntrinsicMotivation)ERGTheory

(Employee

Needs)RewardingEmployees:FourAspectsWhattoPay(Internalvs.externalequity)HowtoPay(e.g.,Piecerate,meritbased,bonuses,profitsharing,gainsharing,ESOPs,skill-basedpay)WhatBenefitstoOffer(e.g.,Flexiblebenefits)HowtoRecognizeEmployeesRewardingEmployees:VariablePayProgramsVariablePayProgramsAportionofanemployee’spayisbasedonsomeindividualand/ororganizationmeasureofperformance.PieceratepayplansProfitsharingplansGainsharingplans

VariablePayPrograms(cont’d)ProfitSharingPlansOrganization-wideprogramsthatdistributecompensationbasedonsomeestablishedformuladesignedaroundacompany’sprofitabilityGainSharingAnincentiveplaninwhichimprovementsingroupproductivitydeterminethetotalamountofmoneythatisallocated.PieceRatePayPlansWorkersarepaidafixedsumforeachunitofproductioncompleted.RewardingEmployeesEmployeeStockOwnershipPlans(ESOPs)Company-establishedbenefitplansinwhichemployeesacquirestockaspartoftheirbenefits.Skill-basedPayPlansBenefitsofSkill-basedPayPlans:ProvidesstaffingflexibilityFacilitatescommunicationacrosstheorganizationLessens“protectionofterritory”behaviorsMeetstheneedsofemployeesforadvancement(withoutpromotion)LeadstoperformanceimprovementsPaylevelsarebasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando.Skill-basedPayPlans(cont’d)DrawbacksofSkill-basedPayPlans:LackofadditionallearningopportunitiesthatwillincreaseemployeepayContinuingtopayemployeesforskillsthathavebecomeobsoletePayingforskillsthatareofnoimmediateusetotheorganizationPayingforaskill,notforthelevelofemployeeperformancefortheparticularskillLinkingSkill-basedPlansandMotivationTheoriesSkill-basedPayPlansReinforcementTheoryEquityTheory

ERGTheory(Growth)McClelland’sNeedforAchievementFlexibleBenefitsFlexibleSpendingPlansAllowemployeestousetheirtax-freebenefitdollarstopurchasebenefitsandpayservicepremiumsModularPlans

PredesignedbenefitspackagesforspecificgroupsofemployeesCore-PlusPlans

Acoreofessentialbenefitsandamenu-likeselectionofotherbenefitoptionsEmployeestailortheirbenefitprogramtomeettheirpersonalneedbypickingandchoosingfromamenuofbenefitoptions.EmployeeRecognitionProgramsIntrinsicrewards:StimulateIntrinsicMotivationPersonalattentiongiventoemployeeApprovalandappreciationforajobwelldoneGrowinginpopularityandusageBenefitsofProgramsFulfillemployees’desireforrecognitionInexpensivetoimplementEncouragesrepetitionofdesiredbehaviorsDrawbacksofProg