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Ch 7 8 Motivation
Ch 7 8 Motivation
MOTIVATION
정 동 일 (연세대학교 경영대학)
What Is Motivation?
동기부여의 3가지 요소
1. 수준 (Intensity): How hard a person tries
2. 방향 (Direction): Toward beneficial goal
3. 유지 (Persistence): How long a person tries
Performance = f(A x M x O)
Motivation의 중요성
동기부여 이론
괴벨과 브라운의 실증 연구 결과
안전욕구는 노인층에서 가장 높게 평가
Factors characterizing
events on the job that
led to extreme job
satisfaction
McClelland's Theory of Needs
• Need for Achievement (nAch)
– The drive to excel
• Need for Power (nPow)
– The need to make others behave in a way they would
not have behaved otherwise
• Need for Affiliation (nAff)
– The desire for friendly and close interpersonal
relationships
Specific
Relevant
Challenging Task Task
Commitment Effort Performance
Participation
Feedback
목표의 난이도와 성과
High
Task Performance
Area of
Optimal
Goal
Difficulty
3가지 구성요소
2)
수단성: 성과에 따라 조직으로부터 이에 상응하는 보상이 주어
질 확률
• 교육을 통해 업무 수행 시 필요한 역량 개발
• 필요한 역량을 갖춘 인재 선발
• 역할 (role)에 대한 명확한 정의
• 자원을 충분히 제공
• 성과에 대한 정확한 피드백과 코칭
P-to-O를 높이려면
• 성과 측정을 보다 정확하게 하기 위한 방법 모색
• 바람직한 결과에 대한 명확한 기준 전달
• 보상의 종류보다는 일관성과 공정성이 중요
기대이론의 시사점
Task Identity
The degree to which the job requires completion of a
whole and identifiable piece of work (from beginning to
end)
Task Significance
The degree to which the job has a substantial impact on
the lives or work of other people
Examples of High and Low Job Characteristics
Characteristics Examples
Skill Variety
• High variety The owner-operator of a garage who does electrical repair, rebuilds engines,
does body work, and interacts with customers
• Low variety A bodyshop worker who sprays paint eight hours a day
Task Identity
• High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds the
object, and finishes it to perfection
• Low identity A worker in a furniture factory who operates a lathe to make table legs
Task Significance
• High significance Nursing the sick in a hospital intensive care unit
• Low significance Sweeping hospital floors
Autonomy
• High autonomy A telephone installer who schedules his or her own work for the day, and
decides on the best techniques for a particular installation
• Low autonomy A telephone operator who must handle calls as they come according to a
routine, highly specified procedure
Feedback
• High feedback An electronics factory worker who assembles a radio and then tests it to
determine if it operates properly
• Low feedback An electronics factory worker who assembles a radio and then routes it to a
quality control inspector who tests and adjusts it
Job Design Theory (cont’d)
Autonomy
The degree to which the job provides substantial freedom
and discretion to the individual in scheduling the work
and in determining the procedures to be used in carrying
it out
Feedback
The degree to which carrying out the work activities
required by a job results in the individual obtaining direct
and clear information about the effectiveness of his or her
performance
Job Motivating Potential?
Job Design and Scheduling
Job Rotation
The periodic shifting of a worker from
one task to another
Job Enlargement
The horizontal expansion of
jobs
Job Enrichment
The vertical expansion of jobs
Alternative Work Arrangements
Flextime
Employees work during a common core time period each
day but have discretion in forming their total workday from
a flexible set of hours outside the core.
Alternative Work Arrangements, cont.
Telecommuting
Employees do their work at home on a computer that is
linked to their office.