Ch. 16 激勵
Motivation
 重賞之下必有勇夫。
 肯定，表揚，慶功。
你做得到的！
我以你為榮（豎起大拇指）。
不管怎樣，我一定支持你（摟摟肩）。
 你給的都不是我要的！
 football coach
 P = MAO
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綱要
16.1 motivation
16.2 early theories of motivation
16.3 contemporary theories of motivation
16.4 current issues in motivation
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15.1 What Is Motivation?
 Motivation is the process by which a person’s efforts are
energized, directed, and sustained toward attaining a goal.
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15.2 Early Theories of Motivation
1. Maslow’s Hierarchy of Needs
2. McGregor’s Theories X and Y
3. Herzberg’s Two-Factor Theory
4. McClelland’s Three Needs Theory
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1. Maslow’s Hierarchy of Needs Theory
 Lower-order (external): physiological, safety
 Higher-order (internal): social, esteem, self-actualization
 Individuals must satisfy lower-order needs before they can
satisfy higher order needs.
 Satisfied needs will no longer motivate.
 Motivating a person depends on knowing at what level that
person is on the hierarchy.
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Maslow’s Hierarchy of Needs (five levels)
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2. McGregor’s Theory X and Theory Y
 Theory X: Assumes that workers have little ambition, dislike
work, avoid responsibility, and require close supervision.
 Theory Y: Assumes that workers can exercise self-direction,
desire responsibility, and like to work.
 Assumption: Motivation is maximized by participative decision
making, interesting jobs, and good group relations.
討論：The Pygmalion Effect, McGregor’s 經驗
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3. Herzberg’s Motivation-Hygiene Theory
 Job satisfaction and job dissatisfaction are created by
different factors.
 Hygiene factors: extrinsic (environmental) factors that
create job dissatisfaction.
 Motivators: intrinsic (psychological) factors that create job
satisfaction.
 The opposite of satisfaction is not dissatisfaction, but rather
no satisfaction.
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Contrasting Views of Satisfaction-Dissatisfaction
Traditional View
Satisfaction
Dissatisfaction
Herzberg’s View
Motivators
Satisfaction
No Satisfaction
Hygienes
No Dissatisfaction
Dissatisfaction
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慎用農藥：正常結構性薪資……
多用肥料：主管肯定、重用，偶發性獎金
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4. Three-Needs Theory (McClelland)
 There are three major acquired needs that are
major motives in work.
 Need for achievement (nAch)

The drive to excel and succeed
 Need for power (nPow)

The need to influence the behavior of others
 Need of affiliation (nAff)

The desire for interpersonal relationships
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Exhibit 16-4: TAT Pictures
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「若思鏡」。好管理者VS. 好員工的 needs.
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15.3 Contemporary Theories of Motivation
1. Goal-setting theory
2. Reinforcement theory
3. Designing Motivating Jobs
4. Equity Theory
5. Expectancy Theory
6. Integrating Model
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1. Goal-Setting Theory
 specific goals increase performance and that
difficult goals, when accepted, result in higher
performance than do easy goals.
 Self-efficacy - an individual’s belief that he or she is
capable of performing a task.
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Goal-Setting Theory：具體，困難，發自內心
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2. Reinforcement Theory
 behavior is a function of its consequences.
 Reinforcers - consequences immediately following
a behavior which increase the probability that the
behavior will be repeated.
討論：戴勝益，王品
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3. Designing Motivating Jobs
 Job enlargement
 Increasing the job’s scope (number and frequency of
tasks)
 Job enrichment
 Increasing responsibility and autonomy (depth) in a job.
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Five primary job characteristics
 Skill variety: how many skills and talents are needed?
 Task identity: does the job produce a complete work?
 Task significance: how important is the job?
 Autonomy: how much independence does the jobholder have?
 Feedback: do workers know how well they are doing?
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Job Characteristics Model
Core Job
Dimensions
Critical
Psychological States
Skill Variety
Task Identity
Task Significance
Experienced
meaningfulness
of the work
Autonomy
Experienced responsibility
for outcomes of work
Feedback
Personal and
Work Outcomes
High Internal
Work Motivation
High-Quality
Work Performance
Knowledge of the actual
results of the work
Strength of Employee Growth
Need
High Satisfaction
with the Work
Low Absenteeism
and Turnover
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Computing Motivating Potential Score
Motivating
Potential Score
(MPS)
=
Skill
Variety
+
Task
Identity
Task
+ Significance
×
Aotonomy
×
Feedback
3
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工作特性模式分析－工程部門
工程部門之工作特性
工程部門上司
工程部門下屬
技能變化性
4.5
4
3.5
回饋性
工作完整性
3
2.5
自主性
工作重要性
技能變化性 工作完整性 工作重要性
自主性
回饋性
激勵潛在
分數
上司
3.89
4.39
4.00
3.93
3.83
61.61
部屬
3.65
4.30
4.06
3.85
3.62
55.79
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工作滿足－採購部門
採購部門之工作滿足
採購部門上司
採購部門下屬
工作內容
4.5
4
升遷
上司
3.5
3
2.5
工作夥伴
工作環境
工作待遇
工作內容
上司
工作環境
工作待遇
工作夥伴
升遷
上司
3.46
3.75
4.00
3.63
3.81
4.00
部屬
3.71
3.93
3.89
3.50
4.06
3.50
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Guidelines for Job Redesign
Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work
(Glenview, IL: Scott, Foresman, 1977). With permission of the authors.
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Redesigning Job Design Approaches
 Relational perspective of work design - an approach to
job design that focuses on how people’s tasks and jobs are
increasingly based on social relationships.
 Proactive perspective of work design - an approach to job
design in which employees take the initiative to change
how their work is performed.
 High-involvement work practices - work practices
designed to elicit greater input or involvement from
workers.
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4. Equity Theory
 Equity theory - the theory that an employee compares his
or her job’s input-outcome ratio with that of relevant others
and then corrects any inequity.
 Referents - the persons, systems, or selves against which
individuals compare themselves to assess equity.
 Distributive justice - perceived fairness of the amount and
allocation of rewards among individuals.
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Equity Theory: 張學長，李教授，俄國老婦，慈濟精舍
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5. Expectancy Theory (Vroom)
 an individual tends to act in a certain way based
on the expectation that the act will be followed
by a given outcome and on the attractiveness of
that outcome to the individual.
 Effort: employee abilities and training/development
 Performance: valid appraisal systems
 Rewards (goals): understanding employee needs
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Simplified Expectancy Model
Individual
Effort
A
Individual
Performance
B
A
= Effort-performance linkage
B
= Performance-reward linkage
C
= Attractiveness
Organizational
Rewards
C
Individual
Goals
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6. Integrating Contemporary Theories of Motivation
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15.4 Current Issues in Motivation
1. Motivating in Tough Economic Circumstance
2. Cross-Cultural Challenges
3. Motivating Unique Groups of Workers
4. Designing Appropriate Rewards Programs
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1. Motivating in Tough Economic Circumstance
 Layoffs, tight budgets, minimal or no pay raises,
benefit cuts, no bonus …… 無薪假！
1. Holding meetings with employees to keep the lines of
communication open and to get their input on issues.
2. Establishing a common goal, such as maintaining
excellent customer service, to keep everyone focused.
3. Creating a community feel so employees could see that
managers cared about them and their work.
4. Giving employees opportunities to continue to learn and
grow.
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2. Cross-Cultural Challenges
 Motivational programs are most applicable in cultures
where individualism and achievement are cultural
characteristics.
 Uncertainty avoidance of some cultures inverts Maslow’s needs
hierarchy.
 The need for achievement (nAch) is lacking in other cultures.
 Collectivist cultures view rewards as “entitlements” to be
distributed based on individual needs, not individual performance.
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3. Motivating Unique Groups of Workers
 Motivating a Diverse Workforce through flexibility:
 Men desire more autonomy than do women.
 Women desire learning opportunities, flexible work schedules,
and good interpersonal relations. E.g. Compressed workweek,
Flexible work hours (flextime), Job Sharing, Telecommuting
 Motivating Professionals 知識工作者
 Loyalty is to their profession, not to the employer
 Have the need to regularly update their knowledge
 Don’t define their workweek as 8:00 am to 5:00 pm.
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Motivating Unique Groups of Workers
 Motivating Contingent Workers 派遣公司
 Opportunity to become a permanent employee
 Opportunity for training
 Equity in compensation and benefits
 Motivating Low-Skilled, Minimum-Wage Employees
 Employee recognition programs
 Provision of sincere praise
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4. Designing Appropriate Rewards Programs
 Open-book management - a motivational approach in which an
organization’s financial statements (the “books”) are shared with
all employees. 夥伴關係
 Employee recognition programs - programs based on personal
attention and expression of interest, approval, and appreciation for
a job well done. 保險業海外高峰會
 Pay-for-performance programs - variable compensation plans
that pay employees on the basis of some performance measure.
漲薪資不如發獎金？發獎金不如辦活動？獎金最好不公開？
Stock option programs
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Team work
1. Case study: a manager’s dilemma (p.458)
(1) Identify and articulate business problems
(2) Gather and analyze information applicable
(3) Identify and apply an appropriate tool for solving problems.
2. Thinking critically about ethics (p.481)
(1) Identifies Dilemma.
(2) Considers Stakeholders
(3) Analyzes Alternatives and Consequences
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Team work
Skill exercise (p.482)
 Recognize individual differences.
 Match people to jobs.
 Use goals.
 Ensure that goals are perceived as attainable.
 Individualize rewards.
 Link rewards to performance.
 Check the system for equity.
 Don’t ignore money. Money talk！
 Show care and concern for employees.
Team exercise (p.482)
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Team work
Internet-based exercise (p.483)
3. what you want from the job?
4. employee recognition programs.
5. great place to work, best companies to work, 各找一個例子。
快樂工作人大獎，最佳企業雇主獎：
玉山銀，台灣禮來，安捷倫，信義房，麥當勞，福特六合汽車。
判準：工作成就，職場關係，公平對待。
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回 顧
1. 比較 Job enlargement vs. Job enrichment
2. 比較 nAch, nPow, vs. nAff
3. 區分 Job characteristics vs. Job satisfaction
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Terms to Know
 motivation
 job enrichment
 hierarchy of needs theory
 job characteristics model (JCM)
 self-actualization needs
 equity theory
 Theory Y
 distributive justice
 motivation-hygiene theory
 expectancy theory
 Motivators
 flexible work hours (flextime)
 need for achievement (nAch)
 job sharing
 need for power (nPow)
 open-book management
 need for affiliation (nAff)
 employee recognition programs
 goal-setting theory
 pay-for-performance programs
 reinforcement theory
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