Motivating Motivating EmployeesEmployees

What is Motivation?

• Definition• Motivation = 激勵• More than 140 definitions

•The inner thrust behind behavior (Cohen, 1970)

• Performance ≠ Motivation

• Performance = Ability x Motivation

七大激勵迷思

1. 金錢能使鬼推磨2. 給大家相同的激勵 / 獎賞方式3. 激勵員工相當困難，並要花許多錢4. 沒有必要給予正式的獎項5. 獎勵員工的成就會引起其他員工忌妒6. 優良的表現只要給予一次激勵就好了7. 員工失去工作士氣時才需要予以激勵

MOTIVATION THEORIES

• The Pygmalion Effect• Need-Hierarchy Theory 需求層級理論• Manifest Need Theory• Y Theory• Two-Factor Theory 二因子理論• Expectancy Theory• Equity Theory• Goal Theory

The Pygmalion Effect

• Robert Rosenthal (1960)• Expectation makes difference• Positive impact you can make on

ees

Need-Hierarchy Theory

• Abraham Maslow (1950)• 五大需求層級

• 需求有層級位階• 生理需求滿足優先• 未滿足的需求方具激勵的力量

• 適用於 life situation than work setting

Theory Y

• Douglas McGregor (1960)• Theory X vs. Theory Y• Theory X

• 人討厭工作 people are lazy by nature• 人喜歡接受命令並避免承擔責任• 組織須以懲處的方式方能使員工努力工作

(need to be pushed into productive behavior)

• Theory Y• 人非天性厭惡工作 people DO enjoy

work• 控制與處罰不是唯一促使員工努力工作的方

法，人會自律的達成其所承諾的目標使命 (we are self-motivated)

• 人會不僅單純接受並會進一步尋求職責• $ 和成就感會促使人努力達成目標

Two-Factor Theory

• Frederick Herzberg (1966)• Also called “Motivation-Hygiene Theory”

激勵保健理論• Motivation factor

• Achievement, recognition, work itself, responsibility, advancement

• Hygiene factor• Company policy, supervision, salary, interpersonal

relationship, working condition

Expectancy Theory

• Victor H. Vroom (1964)• 激勵 = 期望 x 價值 x 工具

• Expectancy 期望 : 辛勤努力 (effort) 就會看到具體工作成效 (performance)

• Instrument 工具 : 工作成效 (performance) 將會被獎勵 (reward)

• Valence 價值 : 獎勵的東西非常吸引人• Effort Satisfactory performance

Desired rewards• Link b/w what one is doing and the

expected reward

Equity Theory

• J. S. Adams (1963)

• 投入 vs. 產出

Goal Theory

• Ed Locke (1986)

• 目標會引導員工努力的的方向• 給於員工清楚，明白，具有挑戰性的目

標會激勵員工努力完成使命• 與目標均等重要的昰給於員工

feedback

Manifest Needs Theory

• David McClelland (1950s)• Needs vs. environment• Three types of needs

• Achievement 成就• Power 權力• Affiliation 歸屬

• Based on different needs to develop different motivation plan

Achievement Need

• People tend to• 主動負責 • 目標導向 (moderate, realistic, attainable

goals)• 尋求挑戰性高的事務• 較適合獨立工作• 期望具體的 feedback

• How to motivate them?• 適合責任制工作• 給於不單要重複的工作• 常給於即時的 feedback

Power Need

• People tend to• 喜歡控制場面或人物• 喜歡競爭 ( 但前提是要有贏的機率 )• 會正面的挑戰不同的意見

• How to motivate?• 授於權力，決定工作內容• 讓他們參與決策

Affiliation Need

• People tend to• 追求與他人之間良好的關係• 希望自己是受到歡迎的• 享受社交場合• 尋找團體歸屬感

• How to motivate?• 指派 TEAM WORK• 常常給予許多讚美• 讓他們負責訓練新人

From the motivation theories, what have we learn?

How to apply the theories to the reality?

Techniques for Motivating Employees 1. Communication2. Job enhancement3. Delegation of responsibility4. Treating employees fairly and

respectfully5. Involving employees in organizational

rightsNational Restaurant

Association

Motivation……………Where to start?

• Conduct attitude survey to find out what motivate your employee

• Analyze your workforce and know what they want

Reward 工作報酬

• 內隱性 reward• 看不見的 Reward

• 學習成長• 成就感• 工作挑戰• 認同、地位

• 外顯性 reward• 看得見的 reward

公司報酬制度• 基本薪資

• 獎金

• 福利• 法定福利• 其他福利

Four myths about pay

• Myth#1: Labor rate vs. labor cost• Myth#2: Cutting labor cost by

cutting labor rate• Myth#3: Low labor rates to

maintain competitive edge• Myth#4: people work for money

• What is the problem with Pay for Performance?

Pay for Performance

• Problem• 不到 10% 的主管認為 PA 有效• Only 19% 的員工認同 pay for performance

(Parker &Wright, 2001)• PA無法振奮人心，反而製造問題• 消耗大量資源及管理時間• 零和遊戲，沒人高興• 惡性競爭，犧牲團隊效益• 明顯區隔權力施與者與接受者，破壞上下關係• 員工抗拒改變，以保持良好績效

• Can Money Motivate??• Pay vs. performance

• Short-term vs. long-term• Simple tasks vs. difficult tasks• Quantity vs. quality • Extrinsic reward vs. intrinsic reward• Control vs. respect

• Pay vs. commitment

• Pay people well• Pay people fairly• Then do everything possible to

take money off people’s minds ~Alfie Kohn

10 Guidelines for Applying Motivation Theory

1. Ees are eager to perform (Y Theory)

2. Recognize different needs (Needs theory) 辨識個人差異3. Know and meet ees’ needs ( Needs theory)

4. Ensure that ees are capable of performing at the expected level (Expectancy) 使工作與個人相配

5. Ees value intrinsic rewards as well (Y theory) 重視內隱性報酬6. Ensure the attractive rewards (Expectancy) 個人化報酬設計7. Reward good performance only (Equity theory) 報酬公平性8. Provide ongoing feedback (goal theory) 提供及時回饋9. Give clear and specific goal (goal theory) 使用目標並確認目標可被達成10.Job enrichment vs. KITA (kick-in-the-ass) (Y Theory)