7-1 Motivation intensity intensivlik, direction- yo’nalish, persistence- qatiylik

Interpersonal Justice The second type of justice relevant to interactions between managers and employees is interpersonal justice, which reflects whether employees are treated with dignity and respect. Compared to the other forms of justice we’ve discussed, interpersonal justice is unique because it can occur in everyday interactions between managers and employees
Shaxslararo adolat - o'zaro munosabatlarga tegishli adolatning ikkinchi turi menejerlar va xodimlar o'rtasidagi shaxslararo adolatni aks ettiradi xodimlarga hurmat va hurmat bilan munosabatda bo'ladimi. Boshqasi bilan solishtirganda Biz muhokama qilgan adolat shakllari, shaxslararo adolat noyobdir, chunki u mumkin menejerlar va xodimlar o'rtasidagi kundalik o'zaro munosabatlarda sodir bo'ladi

Justice outcomes

After all this talk about types of justice, how much does justice really matter to employees? A great deal, as it turns out. When employees feel fairly treated, they respond in many positive ways. All the types of justice discussed in this section have been linked to higher levels of task performance and citizenship behaviors such as helping coworkers, as well as lower levels of counterproductive behaviors such as shirking job duties.98 Distributive and procedural justice are more strongly associated with task performance, while informational and interpersonal justice are more strongly associated with citizenship behavior. Even more physiological outcomes, such as how well employees sleep and the
state of their health, have been linked to fair treatment.
Bularning barchasi adolat turlari haqida gap ketgandan so'ng, adolat qanchalik muhim xodimlar? Ma'lum bo'lishicha, juda yaxshi. Xodimlar adolatli munosabatda bo'lganda, ular ko'p ijobiy tarzda javob berishadi. Bunda adolatning barcha turlari muhokama qilinadi bo'lim yuqori darajadagi vazifalarni bajarish va fuqarolik bilan bog'langan hamkasblarga yordam berish kabi xatti-harakatlar, shuningdek, past darajadagi qarama-qarshiliklar ish vazifalaridan qochish kabi xatti-harakatlar.98 Taqsimlash va protsessual adolat ko'proq kuchli vazifa bajarish bilan bog'liq bo'lsa, axborot va shaxslararo adolat fuqarolik xulq-atvori bilan kuchliroq bog'liqdir. Bundan ham ko'proq fiziologik natijalar, masalan, xodimlarning qanchalik yaxshi uxlashlari va ularning sog'lig'i holati, adolatli muomala bilan bog'langan.

PROMOTING JUSTICE

How can an organization affect the justice perceptions and rule adherence of its managers? This depends on the motivation of each manager. Some managers are likely to calculate justice by their degree of adherence to the justice rules of the organization. These managers will try to gain greater subordinate compliance with behavioral expectations, create an identity of being fair to their employees, or establish norms of fairness.
Tashkilot adolatni idrok etish va qoidalarga rioya qilishga qanday ta'sir qilishi mumkin uning menejerlari? Bu har bir menejerning motivatsiyasiga bog'liq. Ba'zi menejerlar adolatni adolatga sodiqlik darajasi bilan hisoblashlari mumkin tashkilot qoidalari. Bu menejerlar ko'proq bo'ysunuvchilarni topishga harakat qilishadi xulq-atvorning taxminlariga muvofiqlik, adolatli shaxsni yaratish ularning xodimlari, yoki adolat me'yorlarini o'rnatish.

CULTURE AND JUSTICE

Across nations, the same basic principles of procedural justice are respected: Workers around the world prefer rewards based on performance and skills over rewards based on seniority.109 However, inputs and outcomes are valued differently in various cultures.
Butun mamlakatlarda protsessual adolatning bir xil asosiy tamoyillari hurmat qilinadi: Butun dunyodagi ishchilar ishlash va ko'nikmalarga asoslangan mukofotlarni afzal ko'rishadi ish stajiga qarab mukofotlar.109 Biroq, kirish va natijalar turlicha baholanadi turli madaniyatlarda.

JOB ENGAGEMENT

7-6 Identify the implications of
employee job engagement
for managers.

job engagement The investment of an employee’s physical, cognitive, and emotional energies into job performance.

Ishga jalb qilish Xodimning jismoniy, kognitiv va hissiy energiyasini ish samaradorligiga investitsiya qilish.

INTEGRATING CINTEMPORARY THEORIES OF MOTIVATION

7-7 Describe how the contemporary
theories of motivation
complement one another
SUMMARY
Motivation describes the processes (e.g., intensity, direction, and persistence) underlying how employees and other individuals in the workplace direct their efforts toward a goal. Although not well supported, many early foundational theories of motivation focused on the needs that employees have along with the consequences of need satisfaction
Motivatsiya xodimlar va ish joyidagi boshqa shaxslar o'z sa'y-harakatlarini maqsadga yo'naltirishlari asosidagi jarayonlarni (masalan, intensivlik, yo'nalish va qat'iyatlilik) tavsiflaydi. Yaxshi qo'llab-quvvatlanmagan bo'lsa-da, motivatsiyaning ko'plab dastlabki nazariyalari xodimlarning ehtiyojlari va ehtiyojni qondirish oqibatlariga qaratilgan.
IMPLICATIONS FOR MANAGERS
●● Make sure extrinsic rewards for employees are not viewed as coercive but
instead provide information about competence and relatedness.
●● Either set or inspire your employees to set specific, difficult goals and
provide quality, developmental feedback on their progress toward those
goals.
●● Try to align or tie employee goals to the goals of your organization.
●● Model the types of behaviors you would like to see performed by your
employees.
●● Expectancy theory offers a powerful explanation of performance variables
such as employee productivity, absenteeism, and turnover.
●● When making decisions regarding resources in your organization, make
sure to consider how the resources are being distributed (and who is
affected), the fairness of the decision, and whether your actions demonstrate
that you respect those involved.
●● Xodimlar uchun tashqi mukofotlar majburiy emas, balki majburlash sifatida ko‘rilishiga ishonch hosil qiling
Buning o'rniga vakolat va aloqadorlik haqida ma'lumot bering.
●● Xodimlaringizni aniq, qiyin maqsadlar qo‘yishga qo‘ying yoki ilhomlantiring va
ularning muvaffaqiyati haqida sifatli, rivojlanish bo'yicha fikr-mulohazalarni taqdim eting
maqsadlar.
●● Xodimlarning maqsadlarini tashkilotingiz maqsadlariga moslashtirishga yoki bog‘lashga harakat qiling.
●● O‘zingiz amalga oshirishni istagan xatti-harakatlar turlarini modellang
xodimlar.
●● Kutish nazariyasi samaradorlik o‘zgaruvchilarining kuchli izohini taklif etadi
xodimlarning unumdorligi, ishda bo'lmaganligi va aylanmasi kabi.
●● Tashkilotingizdagi resurslarga oid qarorlarni qabul qilishda
Resurslar qanday taqsimlanayotganini (va kim ekanligini) ko'rib chiqing
ta'sir ko'rsatadi), qarorning adolatliligi va sizning harakatlaringiz ko'rsatadimi
ishtirokchilarni hurmat qilish.