Ch. 17 Ch. 17 激勵激勵 Motivation

任維廉 教授任維廉 教授20142014

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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 = MAO2

綱要

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17.1 motivation

17.2 early theories of motivation

17.3 contemporary theories of motivation

17.4 current issues in motivation

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17.1 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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17.2 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-actualizationIndividuals 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

Satisfaction No Satisfaction No Dissatisfaction Dissatisfaction

Motivators Hygienes

Satisfaction Dissatisfaction

Herzberg’s View

Traditional View

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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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TAT Pictures

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「若思鏡」。好管理者 VS. 好員工的 needs.

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17.3 Contemporary Theories of Motivation

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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.

National culture: 不丹

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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：王品 戴勝益。奇裝異服：不理會。遲到：罰錢。績效高又有潛力：肯定，讚美，重用。

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3. Designing Motivating Jobs

Job enlargementIncreasing the job’s scope (number and frequency of

tasks)

Job enrichmentIncreasing 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?

討論：畢業生調查。22

Job Characteristics Model

Core JobDimensions

Skill VarietyTask IdentityTask Significance

Autonomy

Feedback

Experienced meaningfulnessof the work

Experienced responsibility for outcomes of work

Knowledge of the actualresults of the work

CriticalPsychological States

High Internal Work Motivation

High-QualityWork Performance

High Satisfaction with the Work

Low Absenteeismand Turnover

Personal andWork Outcomes

Strength of Employee Growth Need 23

Computing Motivating Potential Score

Motivating Potential Score

(MPS)==

Skill Variety

Task Identity

Task Significance

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++ ++×× ××Aotonomy Feedback

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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

工作特性模式分析－工程部門 工程部門之工作特性

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3.5

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4.5技能變化性

工作完整性

工作重要性自主性

回饋性

工程部門上司工程部門下屬

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採購部門之工作滿足

2.5

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3.5

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4.5工作內容

上司

工作環境

工作待遇

工作夥伴

升遷

採購部門上司採購部門下屬

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

工作滿足－採購部門

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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 ApproachesRelational 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.

Procedural justice - perceived fairness of the process used to determine the distribution of rewards

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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

IndividualEffort

IndividualPerformance

AOrganizational

RewardsB

IndividualGoals

C

A = Effort-performance linkage

B = Performance-reward linkage

C = Attractiveness

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6. Integrating Contemporary Theories of Motivation

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17.4 Current Issues in Motivation

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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 Contingent Workers 派遣公司Opportunity to become a permanent employeeOpportunity for trainingEquity in compensation and benefits

Motivating Low-Skilled, Minimum-Wage EmployeesEmployee recognition programsProvision of sincere praise

Motivating Unique Groups of Workers

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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. Stock option programs

討論：漲薪資不如發獎金？發獎金不如辦活動？獎金最好不公開？

4. Designing Appropriate Rewards Programs

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1. Define motivation.

2. Compare and contrast early theories of motivation.

3. Compare and contrast contemporary theories of motivation.

4. Discuss current issues in motivation.

Review

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1. Case study: a manager’s dilemma (p.530)

(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.554)

(1) Identifies Dilemma.

(2) Considers Stakeholders

(3) Analyzes Alternatives and Consequences

Team work

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3. Skill exercise (p.555) 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.

4. Team exercise (p.555)

Team work

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5. Internet-based exercise (p.556)

(1) what you want from the job?

(2) employee recognition programs.

(3) 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。

Team work

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Terms to Know

motivationhierarchy of needs theoryself-actualization needsTheory Ymotivation-hygiene theoryMotivatorsneed for achievement (nAch)need for power (nPow)need for affiliation (nAff)goal-setting theoryreinforcement theory

job enrichmentjob characteristics model (JCM)equity theorydistributive justiceexpectancy theoryflexible work hours (flextime)job sharingopen-book managementemployee recognition programspay-for-performance programs

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