Motivating and Rewarding Employees 202217 Chapter 10 1

Motivating and Rewarding Employees 員 激勵與計酬 © 2022/1/7 Chapter 10 1

Learning Outcomes 學習成果 • Describe the motivation process 描述激勵過程 • Define needs 定義需求 • Explain the hierarchy of needs theory 解釋需求層級理論 • Compare Theory X and Theory Y 比較 X 理論與 Y 理論 • Examine the motivation-hygiene theory 解釋激勵-衛生雙因子理論 © 2022/1/7 Chapter 10 2

Learning Outcomes 學習目標 • Examine motivation and equity theory 檢視激勵與公平理論 • Explain expectancy theory 解釋期望理論 • Design jobs to maximize performance 設計 作以達最高績效 • Discuss workforce diversity and motivation 討論人力多元化與激勵 © 2022/1/7 Chapter 10 3

The Motivation Process 激勵過程 Unsatisfied Need 未滿足之需求 Search Behavior 尋找行為 Reduction of Tension 緊張減少 Tension 緊張 Drives 驅動力 © 2022/1/7 Satisfied Need 滿足之需求 Chapter 10 4

Maslow’s Hierarchy of Needs 馬斯洛的 需求層次論 Self 自我實現 Esteem 自尊 Social 社會需求 Safety 安全需求 Physiological 生理需求 © 2022/1/7 Chapter 10 5

Little Ambition 無大志 Theory X Workers X理論員 Dislike Work 不喜歡 作 Avoid Responsibility 逃避責任 Self-Directed 自我鞭策 Theory Y Workers Y理論員 Enjoy Work 樂在 作 Accept Responsibility 接受責任 © 2022/1/7 Chapter 10 6

Herzberg’s Two-Factor Theory 雙因子理論 Hygiene Factors Motivators 保健因子 激勵因子 • Quality of supervision 管理監督的品質 • Career advancement 職業晉升 • Salary and benefits 薪資與福利 • Company policies 公司政策 • Recognition 表揚 • Working conditions 作環境 • Work itself 作本身 • Relations with others • Responsibility 責任 與他人的關係 • Advancement 晉級 • Security and status • Growth 成長 安全與地位 High © 2022/1/7 Job Dissatisfaction 0 Chapter 10 Job Satisfaction High 7

Need for Achievement Theory of Needs (n. Ach) 成就需求 需求理論 Need for Power (n. Pow) 權力需求 Need for Affiliation David Mc. Clelland (n. Aff) 依附需求 © 2022/1/7 Chapter 10 8

Equity Theory 公平理論 Ratio 比率對照 Comparison* Outcomes A < Inputs A Outcomes A Inputs A *Where Outcomes B Inputs B = Inputs A Outcomes A Employee’s Perception 員 的知覺 Outcomes B Inequity (Under-Rewarded) 不公平( 報酬過低) Equity 公平 Inputs B > Outcomes B Inputs B Inequity (Over-Rewarded) 不公平( 報酬過高) A is the employee, and B is a relevant other or referent. © 2022/1/7 Chapter 10 9

Skill Variety 技巧變異度 The Job Characteristics Model 作特徵模式 Task Identity 任務明確度 Task Significance 任務重要性 Autonomy 自主性 Feedback 回饋 © 2022/1/7 Chapter 10 10

Examples of High and Low Job Characteristics 作特徵高低的範例 Characteristics 特徵 • High variety • Low variety Examples 範例 Skill Variety The owner-operator of a garage who does electrical repair, rebuilds engines, does body work, and interacts with customers A bodyshop worker who sprays paint eight hours a day Task Identity • High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds the object, and finishes it to perfection • Low identity A worker in a furniture factory who operates a lathe to make table legs Task Significance • High significance Nursing the sick in a hospital intensive-care unit • Low significance Sweeping hospital floors Autonomy • High autonomy A telephone installer who schedules his or her own work for the day, and decides on the best techniques for a particular installation • Low autonomy A telephone operator who must handle calls as they come according to a routine, highly specified procedure Feedback • High feedback An electronics factory worker who assembles a radio and then tests it to determine if it operates properly • Low feedback An electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts it © 2022/1/7 Chapter 10 11

The Job Characteristics Model 作特徵模式 Core Job Dimensions 核心 作構面 Skill variety 技巧變異性 Task identify 任務確定性 Task significance 任務重要性 Autonomy 自主性 Feedback 回饋 © 2022/1/7 Critical Psychological States 關鍵的心理狀態 Experienced meaningfulness of the work 經驗有意義 作 Experienced responsibility for outcomes of the work 經驗 作成果的責任 Knowledge of the actual results of the work activities 知道實際 作活動的結果 Employee Growth Need Strength 員 成長需要力量 Chapter 10 Personal and Work Outcomes 個人與 作成果 High internal work motivation 高內在 作動機 High-quality work performance 高品質 作表現 High satisfaction with the work 對 作高度滿意 Low absenteeism and turnover 低缺勤率和離職率 12

The Motivating Potential Score 激勵潛能分數 Motivating = Potential Score (MPS) 激勵潛能分數 = Skill + Task X Autonomy X Feedback Variety Identity Significance 3 技巧 + 任務 + 變異性 完整性 任務 重要性 X 自主性 X 回饋 3 High MPS Increases Motivation Performance Satisfaction 高MPS分數會增加 - 激勵/成效/滿意; © 2022/1/7 Chapter 10 and Decreases Absence Turnover 並減少缺勤和離職 13

Expectancy Theory 期望理論 Individual Effort 個人努力 1 Individual Performance 個人績效 1. Effort-performance relationship 努力與績效的關係 2. Performance-rewards relationship 績效與報酬的關係 3. Rewards-personal goals relationship 報酬與個人目標的關係 © 2022/1/7 Chapter 10 2 Organizational Rewards 組織報酬 3 Individual Goals 個人目標 14

An Integrative Model of Motivation 激勵的整合模型 High n. Ach Ability 能力 Opportunity 機會 Individual Effort 個人努力 Performance Appraisal Criteria 成果評量標準 Individual Performance 個人表現 Performance Appraisal System 成果評量系統 © 2022/1/7 Equity Comparison 公平比較 O O IA IB Organization Rewards 組織獎勵 Reinforcement 增強 Goals Direct Behavior 目標指導行為 Chapter 10 Personal Goals 個人目標 Dominant Needs 首位需求 15

Contemporary Motivation Issues 當代激勵課題 • Workforce diversity 作人力多元化 • Pay-for-performance 績效獎金 • Minimum-wage workers 最低 資 人 • Professional employees 專業員 • Technical workers 技術 人 © 2022/1/7 Chapter 10 16

Flexible Work Options 彈性 作的幾種選擇 Compressed Workweek 壓縮 作周數 Job Sharing 作分享 Flextime 彈性 作時間 Telecommuting 電子通勤 © 2022/1/7 Chapter 10 17