1. 管理學 第十五章 激勵員工 Motivating Employees
People who produce good results feel good about themselves. —Ken Blanchard Few human being are proof against the implied flattery of rapt attention. — Jack Woodford

2. 不管怎樣，我一定支持你。沒關係，有我在 （摟摟肩）。 表揚，肯定，同儕激勵，慶功。 你給的都不是我要的！電台DJ, 國小校長
P=MAO
人生三樂
football coach
重賞之下必有勇夫。
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。沒關係，有我在 （摟摟肩）。
表揚，肯定，同儕激勵，慶功。
你給的都不是我要的！電台DJ, 國小校長 2

3. 綱要
15.1 激勵之基本概念 15.2 瞭解激勵之概念架構 15.3 有關激勵之當前課題 3

4. 15.1 激勵之基本概念
Motivation is the result of an interaction between the person and a situation; it is not a personal trait.
Energy: a measure of intensity or drive.
Direction: toward organizational goals
Persistence: exerting effort to achieve goals.
Motivation works best when individual needs are compatible with organizational goals.
早期理論及其缺點：Maslow, McGregor, Herzberg

5. Maslow’s Hierarchy of Needs Theory (five levels)
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.
討論：快樂 = P + 5E + 3H, Existence, Higher order needs

6. Maslow’s Hierarchy of Needs6

7. 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 7

8. 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.

9. Contrasting Views of Satisfaction-Dissatisfaction
Traditional View
Satisfaction Dissatisfaction
Herzberg’s View
Motivators
Hygienes
Satisfaction No Satisfaction
No Dissatisfaction Dissatisfaction
© Prentice Hall, 2002

10. 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

11. 15.2 瞭解激勵之概念架構
1. 三種需要理論 2. 目標設定理論 3. 增強理論 4. 設計激勵性工作 5. 公平理論 6. 期望理論 7. 整合模式 11

12. 激勵研究架構
X:激勵內容 Y:結果
‧三種需要 ‧績效
‧目標設定 Z:調節 ‧工作滿足感
‧承諾
‧回饋

13. 1. 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

15. 15

16. 「若思鏡」。 好管理者 VS. 好員工的 needs.16

17. 2. Goal-Setting Theory
Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals.
Is culture bound to the U.S. and Canada.
Provides for self-feedback (internal locus of control) that guides behavior and motivates performance (self-efficacy).
討論： The Galatea Effect

18. Goal-Setting Theory： 具體，困難，發自內心18

19. 3. Reinforcement Theory
Assumes that a desired behavior is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated.
Positive reinforcement is preferred for its long-term effects on performance
Ignoring undesired behavior is better than punishment which may create additional dysfunctional behaviors.
討論：Reinforcers, 戴勝益，王品 19

20. 4. 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.

21. 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? 21

22. Job Characteristics Model
Critical
Psychological States
Personal and
Work Outcomes
Core Job
Dimensions
High Internal Work Motivation
Experienced meaningfulness
of the work
Skill Variety
Task Identity
Task Significance
High-Quality
Work Performance
Autonomy
Experienced responsibility for outcomes of work
High Satisfaction with the Work
Feedback
Knowledge of the actual
results of the work
Low Absenteeism
and Turnover
Strength of Employee Growth Need
© Prentice Hall, 2002

23. Computing Motivating Potential Score

24. 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. 24

25. 工作特性模式分析－工程部門 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

26. 工作滿足－採購部門 工作內容 上司 工作環境 工作待遇 工作夥伴 升遷 3.46 3.75 4.00 3.63 3.81 部屬 3.71
3.93
3.89
3.50
4.06

27. 5. Equity Theory
Proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.

28. Equity Theory: 張學長，李教授，俄國老婦 捍衛戰警，慈濟精舍，林豪勳28

29. Distributive justice Procedural justice
The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what).
Influences an employee’s satisfaction.
Procedural justice
The perceived fairness of the process use to determine the distribution of rewards (i.e., how who received what).
Affects an employee’s organizational commitment. 29

30. 6. Expectancy Theory (Vroom)
States that 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

31. Simplified Expectancy Model
Individual
Effort
Performance A
Organizational
Rewards B
Individual
Goals C A
= Effort-performance linkage B
= Performance-reward linkage C
= Attractiveness
© Prentice Hall, 2002

32. 7. Integrating Contemporary Theories of Motivation
© Prentice Hall, 2002

33. 15.3 有關激勵之當前課題
1. 跨文化 2. 員工多元化 3. 依績效給獎酬 4. 管理意涵 33

34. 1. Cross-Cultural Challenges
Motivational programs are most applicable in cultures where individualism and quality of life are cultural characteristics
Uncertainty avoidance of some cultures inverts Maslow’s needs hierarchy.
The need for achievement (nAch) is lacking in other cultures.
豬瘦鴨子肥
Cross-Cultural Consistencies
Interesting work is widely desired, as is growth, achievement, and responsibility. 34

35. 2. Motivating a diverse workforce through flexibility
Flexible Work/Job schedules
Compressed work week
Flexible work hours (flextime)
Job Sharing
Telecommuting 35 35

36. Contingent Workers 派遣公司
Professionals 知識工作者
Job challenge
Organizational support of their work
Contingent Workers 派遣公司
Opportunity to become a permanent employee (training)
Equity in compensation and benefits
Low-Skilled, Minimum-Wage Employees
Employee recognition programs
Provision of sincere praise 36

37. 3. Designing Appropriate Rewards Programs
Open-book management 夥伴
Employee recognition programs 保險業海外高峰會
Pay-for-performance 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 37 37

38. 4. From Theory to Practice:
Use goals
Ensure that goals are perceived as attainable
Individualize rewards
Link rewards to performance
Check the system for equity
Use recognition
Show care and concern for employees
Don’t ignore money Money talk！ 38 38

39. 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。
工作成就，職場關係，公平對待。

40. 補充：Team work
1. Case study: a manager’s dilemma (p.356) 2. Thinking critically about ethics (p.371) 3. Internet-based exercise (p.382) 3. what you want from the job? 4. employee recognition programs. 5. great place to work. 40

41. 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 41

42. Terms to Know need for achievement (nAch) motivation
hierarchy of needs theory
self-actualization needs
Theory Y
motivation-hygiene theory
motivators
need for achievement (nAch)
need for power (nPow)
need for affiliation (nAff)
goal-setting theory
reinforcement theory

43. job enrichment
job characteristics model (JCM)
equity theory
distributive justice
procedural justice
expectancy theory
flexible work hours (flextime)
job sharing
open-book management
employee recognition programs
pay-for-performance programs
stock options