工作态度与工作价值

1、chapterWORK VALUES AND ATTITUDES工作价值与工作态度工作价值与工作态度CHAPTER 3 Work Values and Attitudes1. Concepts:（概念） Work values（工作价值） Work attitudes（工作态度） Work moods（工作心境）2. The factors affecting job satisfaction （影响工作满意度的因素） 3. The theories of job satisfaction（有关工作满意度的理论） The Facet Model（要素模型） Herzbergs Motivato

2、r-Hygiene Theory （Herzberg的激励-保健理论） The Discrepancy Model（差异模型） The Steady-State Theory（稳态理论）4. The potential consequences of job satisfaction （工作满意的潜在影响）5. Organizational commitment（组织承诺）CHAPTER 3 Work Values and AttitudesWork Values（工作价值）（工作价值） A workers personal convictions about what outcomes on

3、e should expect from work and how one should behave at work.工作人员对工作可能带来的结果（可以获得什么）以及怎样工作所持的个人信念。CHAPTER 3 Work Values and Attitudes The most general and long-lasting feelings and beliefs people have that contribute to how they experience work. 影响工作体验的最广泛持久的观念。 Values can be intrinsic (i.e., related

4、to the nature of work itself) or extrinsic (i.e., related to the consequences of work). 可以是内在的（与工作本质有关）也可以是外在的（与工作带来的结果有关）。CHAPTER 3 Work Values and AttitudesIntrinsic vs. Extrinsic Work Values内在工作价值与外在工作价值Intrinsic Values Interesting work Challenging work Learning new things Making important contri

5、butions Responsibility and autonomy Being creative内在工作价值内在工作价值 有趣的工作 有挑战性的工作 学习新东西 做出重要贡献 责任和自主 创造力CHAPTER 3 Work Values and AttitudesExtrinsic Values High pay Job security Job benefits Status in wider community Social contacts Time with family Time for hobbies外在工作价值外在工作价值 高薪 工作安全性 工作福利 更大群体中的地位 社会接

6、触 与家人在一起的时间 可用于业余爱好的时间CHAPTER 3 Work Values and AttitudesWork Attitudes（工作态度）（工作态度） Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations.针对其工作和组织，工作人员目前所持的关于如何行动的感受、观念和想法。 Compared to values, attitudes are More specific Not

7、as long lasting 与工作价值相比，态度 更具特异性 没有那么持久CHAPTER 3 Work Values and Attitudes Specific work attitudes:（两种工作态度：） Job satisfaction is the collection of feelings and beliefs that people have about their current jobs. 工作满意度：工作人员针对目前工作所持的感受和观念。 Organizational commitment is the collection of feelings and bel

8、iefs that people have about their organizations as a whole. 组织承诺：工作人员针对所在组织所持的感受和观念。CHAPTER 3 Work Values and Attitudes工作态度情感要素：对于自己工作或组织的感受（情绪、情感）认知要素：对自己工作或组织状态的观念行为要素：对自己工作或组织如何行动的想法CHAPTER 3 Work Values and AttitudesWork Moods（工作心境）（工作心境） How people feel at the time they actually perform their j

9、obs.工作中工作人员眼下的感受。 More transitory than values and attitudes. 较价值和态度更短暂。 Can generally be categorized as positive or negative. 可以大体上分为积极的和消极的两大类。CHAPTER 3 Work Values and Attitudes Determining factors:（决定因素：） Personality（人格） Work situation（工作状况） Circumstances outside of work（工作外的环境因素）CHAPTER 3 Work V

10、alues and AttitudesAdvice to Managers（管理者建议）（管理者建议） Do not assume that most workers have strong intrinsic work values just because you do. 不要因为你自己有高的内在工作价值，就认为大多数工作人员也这样。 Realize that any attempt you make to improve attitudes, motivation, or performance will be most effective when the change you imp

11、lement is consistent with workers values. 当你试图提高工作人员的工作态度、工作动机或者工作业绩时，最有效的做法是你所作出的改变与工作人员的工作价值适配。CHAPTER 3 Work Values and Attitudes Make the work environment pleasant and attractive to help promote positive moods. 使工作环境更加愉悦、有吸引力，从而使工作人员心境更积极。CHAPTER 3 Work Values and Attitudes工作状态工作本身共事者、上司、下属工作物理环

12、境工作时间、薪酬和工作安全工作价值工作满意度人格社会环境共事者群体文化CHAPTER 3 Work Values and AttitudesTheories of Job Satisfaction（有关工作满意度的理论）（有关工作满意度的理论） Each theory of job satisfaction takes into account one or more of the four main determinants of job satisfaction and specifies, in more detail, what causes one worker to be sati

13、sfied with a job and another to be dissatisfied. 就工作满意度的以上四类决定因素，每个理论针对其中的一类或几类因素进行探讨，具体来说，就是什么原因导致某一工作人员对工作满意另一个则不满意。CHAPTER 3 Work Values and Attitudes Influential theories of job satisfaction include 关于工作满意度，有影响的理论包括： The Facet Model 要素模型 Herzbergs Motivator-Hygiene Theory Herzberg的激励-保健理论 The Di

14、screpancy Model 差异模型 The Steady-State Theory 稳态理论 These different theoretical approaches should be viewed as complementary. 这些理论存在差异，相互补充。CHAPTER 3 Work Values and AttitudesThe Facet Model（要素模型）（要素模型） Focuses primarily on work situation factors by breaking a job into its component elements, or job f

15、acets, and looking at how satisfied workers are with each. 首先将工作解构为组成成分，即要素，然后分析工作人员在各要素上的满意程度。 A workers overall job satisfaction is determined by summing his or her satisfaction with each facet of the job. 工作人员的总体满意度是其在各要素上的满意度的总和。CHAPTER 3 Work Values and Attitudes Sample job facets（要素示例） Ability

16、 utilization: the extent to which the job allows one to use ones abilities. 能力利用度：工作人员利用自己多少能力去完成工作。 Activity: being able to keep busy on the job. 工作活动度：工作忙碌程度。 Human relations supervision: the interpersonal skills of ones boss. 监督关系：上司的人际技能。CHAPTER 3 Work Values and AttitudesHerzbergs Motivator-Hyg

17、iene Theory（Herzberg 激励激励-保健理论）保健理论）uEvery worker has two sets of needs or requirements: motivator needs and hygiene needs.u工作人员具有两类需要：激励需要和保健需要。 Motivator needs are associated with the actual work itself and how challenging it is. 激励需要：与工作本身特点及其挑战性有关。 Facets: interesting work, autonomy, responsibil

18、ity 相当于工作要素中的工作兴趣、工作自主度、工作责任CHAPTER 3 Work Values and Attitudes Hygiene needs are associated with the physical and psychological context in which the work is performed. 保健需要：与完成工作的生理和心理情境有关。 Facets: physical working conditions, pay, security 相当于工作要素中的工作物质条件、薪酬、工作安全uHypothesized relationships between

19、 motivator needs, hygiene needs, and job satisfaction:u激励需要、保健需要与工作满意度之间的理论关系CHAPTER 3 Work Values and Attitudes When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied. 当激励需要得到满足时，工作人员对工作满意；当激励需要不能得到满足时，工作人员不能获得对工作的满意（没有满意）。 When hygiene

20、needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied. 当保健需要得到满足时，工作人员不会对工作不满意；当保健需要不能得到满足时，工作人员对工作不满意。CHAPTER 3 Work Values and Attitudesmet)met)CHAPTER 3 Work Values and AttitudesThe Discrepancy Model（差异模型）（差异模型） To determine how satisfied they

21、 are with their jobs, workers compare their job to some “ideal job.” 工作人员将自己的工作与“理想的工作”比较，从而表现出相应的满意水平。 This “ideal job” could be 所谓“理想的工作”，可以是 What one thinks the job should be like. 一个人认为工作应该是怎样的。CHAPTER 3 Work Values and Attitudes What one expected the job to be like 一个人期望的工作状况 What one wants fro

22、m a job 一个人想从工作得到什么 What ones former job was like 一个人以前的工作状况 Can be used in combination with the Facet Model. 在实际应用中可与要素模型结合CHAPTER 3 Work Values and AttitudesThe Steady-State Theory（稳态理论）（稳态理论） Each worker has a typical or characteristic level of job satisfaction, called the steady state or equilib

23、rium level. 每个工作人员都有一个特征性的工作满意水平，称为满意度稳态或满意度均衡水平。 Different situational factors or events at work may move a worker temporarily from this steady state, but the worker will eventually return to his or her equilibrium level. 不同的环境因素或工作事件可能让工作人员的满意度暂时偏离该稳态水平，但工作人员最终会回到自己的均衡水平。CHAPTER 3 Work Values and

24、AttitudesCHAPTER 3 Work Values and AttitudesAdvice to Managers（管理者建议）（管理者建议）Realize that some workers are going to be more satisfied than others with the same job simply because they have different personalities and work values. Also realize that you can take steps to increase levels of job satisfac

25、tion because it is determined not only by personality but also by the work situation.对于同样的工作，一些工作人员较另一些工作人员更满意，原因可能是他们有不同的人格特点和工作价值。但工作满意度还取决于工作状况，因此管理者仍可以提高工作人员的满意水平。Try to place newcomers in work groups whose members are satisfied with their jobs.将新来的工作人员安置到满意度高的工作群体中去工作。Ask workers what facets of

26、 their jobs are important to them, and do what you can to ensure that they are satisfied with these facets.询问工作人员哪些工作要素对他们来说更重要，尽可能保证工作人员对这些（重要的）工作要素满意。CHAPTER 3 Work Values and AttitudesBecause job satisfaction has the potential to impact workers behaviors in organizations and their well-being, use

27、 existing measurement scales to periodically survey your subordinates levels of job satisfaction. When levels of job satisfaction are low, follow the advice in the preceding step.由于工作满意度对工作人员行为和身心健康具有潜在影响，利用测量工具定期评估下属的工作满意度水平，如果工作满意度太低，按下一条建议予以改善。Recognize that workers evaluations of job facets, not

28、 what you think about them, determine how satisfied workers are and that changing some facets may have longer-lasting effects on job satisfaction than changing others.对于工作人员对工作要素的评价，要有清楚的认识，不要想当然。弄清针对各要素，工作人员的满意度水平如何，以及调整哪些要素会对工作满意度有更持久的影响。CHAPTER 3 Work Values and AttitudesPotential Consequences of

29、 Job Satisfaction（工作满意度的潜在影响）（工作满意度的潜在影响）: （工作业绩）: （缺席） (OCB): （组织公民行为 ）:（跳槽）CHAPTER 3 Work Values and Attitudes: Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers. 工作业绩：满意的工作人员比不满意的工作人员仅表现出轻微较高的工作业绩。 Satisfaction is most likely to affect work beh

30、aviors when workers are free to vary their behaviors and when a workers attitude is relevant to the behavior in question. 当工作人员可以自主行动，当他的态度与正在进行的工作活动有关时，满意度更可能对其工作行为造成影响。CHAPTER 3 Work Values and Attitudes: Satisfied workers are only slightly less likely to be absent than dissatisfied workers. 缺席：满意

31、的工作人员比不满意的工作人员仅表现出轻微的较少缺席。CHAPTER 3 Work Values and AttitudesDeterminants of Absence from Work（缺席的决定因素）（缺席的决定因素）Motivation（动机）（动机）to Attend Workis Affected by Job satisfaction（工作满意度） Organizations absence policy （组织的缺席政策） Other factors （其他因素）Ability（能力）（能力）to Attend Workis Affected by Illness and ac

32、cidents（生病、事故） Transportation problems（交通问题） Family responsibilities（家庭责任）CHAPTER 3 Work Values and Attitudes (OCB): Satisfied workers are more likely to engage in this behavior than dissatisfied workers. 组织公民行为（OCB）：满意的工作人员较不满的工作人员倾向于表现出更多的组织公民行为。 OCB: Behavior that is above and beyond the call of

33、duty but is nonetheless necessary for organizational survival and effectiveness OCB：超越工作责任要求的、对组织生存和效率有利的行为。 Helping coworkers, spreading goodwill 对同事的帮助，表示友好CHAPTER 3 Work Values and Attitudes: Satisfied workers are more likely to have strong well-being than dissatisfied workers. 工作人员的身心健康：满意的员工较不满

34、的员工身心更健康。 Worker well-being: How happy, healthy, and prosperous workers are 工作人员的身心健康：工作人员的幸福、健康、蓬勃的生命状态。CHAPTER 3 Work Values and Attitudes: Satisfied workers are less likely to leave the organization than dissatisfied workers. 跳槽：满意的工作人员较不满意的工作人员较小可能离开组织。CHAPTER 3 Work Values and AttitudesAdvice t

35、o Managers（管理者建议）（管理者建议）Do not assume that poor performers are dissatisfied with their jobs or that good performers are satisfied with their jobs.不要牵强地认为工作业绩差的工作人员对工作不满意，或者工作业绩好的工作人员对工作满意。Do not assume that workers who are absent are dissatisfied or that they were not motivated to come to work. Abse

36、nce is also a function of ability to attend.不要牵强地认为缺席的员工对工作不满意或者缺乏上班的动机，缺席同时也受出勤能力的影响。Manage absenteeism. Dont try to eliminate it, and keep in mind that a certain level of absence is often functional for workers and organizations.对缺席的管理：不要试图消除缺席，适度的缺席对工作人员和组织都有好处。CHAPTER 3 Work Values and Attitudes

37、Realize that turnover has both costs and benefits for an organization and that you need to evaluate both. In particular, before becoming concerned about worker turnover, examine the performance levels of those who quit.跳槽对组织有利也有害，需要权衡利弊。特别是，应首先评价跳槽者的工作业绩。If workers do only what they are told and rar

38、ely, if ever, exhibit organizational citizenship behavior, measure their levels of job satisfaction, identify the job facets they are dissatisfied with, and make changes where possible.如果工作人员仅仅做要求他们做的事，而很少表现出组织公民行为，应评估他们的满意度，弄清对哪些要素他们感到不满意，可能的话，对这些工作要素作出调整。Even if job satisfaction does not seem to h

39、ave an effect on important behaviors in your organization, keep in mind that it is an important factor in worker well-being.尽管工作满意度对重要的工作行为似乎没有多大影响，但它是工作人员身心健康的一个重要影响因素。CHAPTER 3 Work Values and AttitudesOrganizational Commitment（组织承诺）（组织承诺） exists when workers are happy to be members of an organization, believe in and feel good about the organization and what it stands for, are attached to the organization, and intend to do what is good for the organization. 情感承诺：工作人员乐意成为组织