管理學第十五章激勵員工 -...

國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系

管理學管理學管理學管理學管理學管理學管理學管理學第十五章第十五章第十五章第十五章第十五章第十五章第十五章第十五章激勵員工激勵員工激勵員工激勵員工激勵員工激勵員工激勵員工激勵員工

Motivating Employees

People who produce good results feel good about themselves.

——Ken BlanchardKen Blanchard

Few human being are proof against the implied flattery of rapt attention.

—— Jack WoodfordJack Woodford

國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系 2

� P=MAO

�人生三樂人生三樂人生三樂人生三樂

� football coach

�重賞之下必有勇夫重賞之下必有勇夫重賞之下必有勇夫重賞之下必有勇夫。。。。

�你做得到的你做得到的你做得到的你做得到的。。。。我以你為榮我以你為榮我以你為榮我以你為榮（（（（豎起大拇指豎起大拇指豎起大拇指豎起大拇指）。）。）。）。

不管怎樣不管怎樣不管怎樣不管怎樣，，，，我一定支持你我一定支持你我一定支持你我一定支持你。。。。沒關係沒關係沒關係沒關係，，，，有我在有我在有我在有我在（（（（摟摟肩摟摟肩摟摟肩摟摟肩）。）。）。）。

表揚表揚表揚表揚，，，，肯定肯定肯定肯定，，，，同儕激勵同儕激勵同儕激勵同儕激勵，，，，慶功慶功慶功慶功。。。。

�你給的都不是我要的你給的都不是我要的你給的都不是我要的你給的都不是我要的！！！！電台電台電台電台DJ, 國小校長國小校長國小校長國小校長

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綱要綱要綱要綱要

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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

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15.1 激勵之基本概念激勵之基本概念激勵之基本概念激勵之基本概念

� 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

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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.

討論討論討論討論：：：：快樂快樂快樂快樂 = P + 5E + 3H, Existence, Higher order needs

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Maslow’s Hierarchy of Needs

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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.

討論討論討論討論：：：：The Pygmalion Effect. McGregor’s 經驗

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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

© Prentice Hall, 20029


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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15.2 瞭解激勵之概念架構瞭解激勵之概念架構瞭解激勵之概念架構瞭解激勵之概念架構

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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

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X:激勵內容激勵內容激勵內容激勵內容 Y:結果結果結果結果

‧‧‧‧三種需要三種需要三種需要三種需要 ‧‧‧‧績效績效績效績效

‧‧‧‧目標設定目標設定目標設定目標設定 Z:調節調節調節調節 ‧‧‧‧工作滿足感工作滿足感工作滿足感工作滿足感

‧‧‧‧承諾承諾承諾承諾

‧‧‧‧回饋回饋回饋回饋

激勵研究架構激勵研究架構激勵研究架構激勵研究架構

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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

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「「「「若思鏡若思鏡若思鏡若思鏡」。」。」。」。好管理者好管理者好管理者好管理者 VS. 好員工的好員工的好員工的好員工的 needs.

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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).

討論討論討論討論：：：： The Galatea Effect

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Goal-Setting Theory：具體具體具體具體，，，，困難困難困難困難，，，，發自內心發自內心發自內心發自內心


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

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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.

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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

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

Experienced

meaningfulness

of the work

Experienced responsibility

for outcomes of work

Knowledge of the actual

results of the work

Critical

Psychological States

High Internal

Work Motivation

High-Quality

Work

Performance

High Satisfaction

with the Work

Low Absenteeism

and Turnover

Personal and

Work Outcomes

Strength of Employee Growth

Need 22


Computing Motivating

Potential Score

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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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國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系技能變化性技能變化性技能變化性技能變化性工作完整性工作完整性工作完整性工作完整性工作重要性工作重要性工作重要性工作重要性自主性自主性自主性自主性回饋性回饋性回饋性回饋性

激勵潛在激勵潛在激勵潛在激勵潛在

分數分數分數分數

上司上司上司上司 3.89 4.39 4.00 3.93 3.83 61.61

部屬部屬部屬部屬 3.65 4.30 4.06 3.85 3.62 55.79

工作特性模式工作特性模式工作特性模式工作特性模式分析分析分析分析－－－－工程部門工程部門工程部門工程部門工程部門之工作特性

2.5

3

3.5

4

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

3

3.5

4

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

工作內容工作內容工作內容工作內容上司上司上司上司工作環境工作環境工作環境工作環境工作待遇工作待遇工作待遇工作待遇工作夥伴工作夥伴工作夥伴工作夥伴升遷升遷升遷升遷

上司上司上司上司 3.46 3.75 4.00 3.63 3.81 4.00

部屬部屬部屬部屬 3.71 3.93 3.89 3.50 4.06 3.50

工作滿足工作滿足工作滿足工作滿足－－－－採購部門採購部門採購部門採購部門

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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.

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Equity Theory: 張學長張學長張學長張學長，，，，李教授李教授李教授李教授，，，，俄國老婦俄國老婦俄國老婦俄國老婦

捍衛戰警捍衛戰警捍衛戰警捍衛戰警，，，，慈濟精舍慈濟精舍慈濟精舍慈濟精舍，，，，林豪勳林豪勳林豪勳林豪勳

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�Distributive 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.

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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

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Simplified Expectancy Model

Individual

Effort

Individual

PerformanceA

Organizational

RewardsB

Individual

GoalsC

A = Effort-performance linkage

B = Performance-reward linkage

C = Attractiveness



7. Integrating Contemporary Theories

of Motivation



15.3 有關激勵之當前課題有關激勵之當前課題有關激勵之當前課題有關激勵之當前課題

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1. 跨文化

2.員工多元化

3. 依績效給獎酬

4. 管理意涵

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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.

� 豬瘦鴨子肥豬瘦鴨子肥豬瘦鴨子肥豬瘦鴨子肥

� Cross-Cultural Consistencies

� Interesting work is widely desired, as is growth, achievement, and responsibility.

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2. Motivating a diverse workforce

through flexibility

� Flexible Work/Job schedules

�Compressed work week

� Flexible work hours (flextime)

� Job Sharing

�Telecommuting

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� 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

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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

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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！

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快樂工作人大獎快樂工作人大獎快樂工作人大獎快樂工作人大獎

� 最佳企業雇主獎最佳企業雇主獎最佳企業雇主獎最佳企業雇主獎：：：：

玉山銀，台灣禮來，安捷倫，信義房，麥當

勞，福特六合汽車。

� 工作成就工作成就工作成就工作成就，，，，職場關係職場關係職場關係職場關係，，，，公平對待公平對待公平對待公平對待。。。。

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補充補充補充補充：：：：Team work

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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.

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回回回回顧顧顧顧

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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

� 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

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� 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

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管理學第十五章激勵員工 -...

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