西方管理学(HUMAN RESOURCE)10.pptVIP

Job Rotation, Enlargement, and Enrichment Job rotation Changing from one routine task to another to alleviate boredom Job enlargement Giving people additional tasks at the same time to alleviate boredom. 13-* Job Rotation, Enlargement, and Enrichment Job enrichment Changing a task to make it inherently more rewarding, motivating, and satisfying. 13-* Herzberg’s Two-Factor Theory Hygiene factors Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied. Motivators Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement 13-* The Hackman and Oldham Model of Job Design 13-* Figure 13.4 The Hackman and Oldham Model of Job Design Skill variety different job activities involving several skills and talents. Task identity the completion of a whole, identifiable piece of work Task significance an important, positive impact on the lives of others 13-* The Hackman and Oldham Model of Job Design Autonomy independence and discretion in making decisions. Feedback information about job performance 13-* The Hackman and Oldham Model of Job Design Growth need strength The degree to which individuals want personal and psychological development. 13-* Empowerment Empowerment The process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization. 13-* Achieving Fairness Equity theory A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs. 13-* Equity Theory Outcomes refer to the various things the person receives on the job: recognition, pay, benefits, satisfaction, security, job assignments, and punishments Inputs refer to the contributions the person makes to the organization: effort, time, talent, performance, extra