part 4: leading 1 chapter 10 motivating and rewarding employees 激勵與獎酬員工...

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Part 4: LeadingPart 4: Leading

Chapter 10Chapter 10

Motivating and Rewarding EmployeesMotivating and Rewarding Employees

激勵與獎酬員工激勵與獎酬員工Motivating and Rewarding EmployeesMotivating and Rewarding Employees

激勵與獎酬員工激勵與獎酬員工

Management-Motivation Dr. Wu 2008Management-Motivation Dr. Wu 2008 10-10-22

OutlineOutline

• Motivation

• Motivation Theories– Early

• Maslow, XY, Motivation-Hygiene

– Contemporary• Three-needs, Equity, Job characteristics model

(JCM), Expectancy theory

– Integrating theories

• Application and contemporary issues


Motivation And Individual NeedsMotivation And Individual Needs

• Motivation 動機，激勵– The willingness to exert high levels of effort to

reach organizational goals, conditioned by the effort’s ability to satisfy some individual need 滿足個人需求情況下，為達成組織目標而付出努力的意願。

• Need需求– An internal state that makes certain outcomes

appear attractive 對某結果具產生吸引力的心理狀態


Components of MotivationComponents of Motivation

OrganizationalOrganizationalGoalsGoals

NeedsNeeds

MotivationMotivation

EffortEffort


The Motivation ProcessThe Motivation Process

EXHIBIT 10.1

不滿足的需求

張力

趨力

搜尋行為

滿足需要

消除張力


Early Theories Of MotivationEarly Theories Of Motivation

• Hierarchy of needs theory 需求層級理論(Maslow) : a hierarchy of five human needs; as each becomes satisfied, the next becomes dominant.– Physiological 生理– Safety 安全– Social 社會– Esteem 尊重– Self-actualization 自我實現


Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

EXHIBIT 10.2

1. 自我實現 : personal growth and fulfillment

2. 尊重 : Internal (self-respect, autonomy, and achievement); external (status, recognition, and attention)

3. 社會： affiliation with others, affection, friendship

4. 安全： physical safety5. 生理： food, drink, shelter,

sex


馬思洛的需求層級理論馬思洛的需求層級理論

1 、生理需求：對食物、飲水、居所、性的滿足、或其它肉體上的需求。

2 、安全需求：安全及對身體及感情傷害的保護。3 、社會需求：感情、歸屬感、接納和友情。4 、尊重需求：內在的尊重因素，如自尊、自主與

成就感；以及外在的尊重因素，如地位、認同與受注意。

5 、自我實現需求：成長、發揮自我的潛能及自我實踐、完成自己有能力完成的事物之驅力。


Early Theories Of Motivation (cont’d)Early Theories Of Motivation (cont’d)

• Theory X (McGregor)

– The assumption that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform

• Theory Y

– The assumption that employees are creative, seek responsibility, and can exercise self-direction


Theory X PremisesTheory X Premises• A manager who views employees from a Theory X

(negative) perspective believes:– Employees inherently dislike work and,

whenever possible, will attempt to avoid it– Because employees dislike work, they must be

coerced, controlled, or threatened with punishment to achieve desired goals

– Employees will shirk responsibilities and seek formal direction whenever possible

– Most workers place security above all other factors associated with work and will display little ambition


Theory Y PremisesTheory Y Premises• A manager who views employees from a

Theory Y (positive) perspective believes:– Employees can view work as being as natural

as rest or play– Men and women will exercise self-direction and

self-control if they are committed to the objectives

– The average person can learn to accept, even seek, responsibility

– The ability to make good decisions is widely dispersed throughout the population and is not necessarily the sole province of managers


XX理論與理論與 YY理論理論 X 理論：以負面觀點對待員工的管理者相信：1 、員工天生不喜歡工作，如果可能的話會儘量避免工作；2 、因為員工不喜歡工作，因此必須施以強迫、控制或是威脅的處

罰以達到所追求的目標；3 、員工會逃避責任，可能的話儘量尋求正式的指揮；4 、大多數員工認為安全是工作中最重要的訴求，因此少有工作企

圖心。 Y 理論：以正面觀點對待員工的管理者相信：1 、員工視工作像休息和遊戲一樣的自然；2 、只要員工認同責任或目標，他們會自我要求和控制；3 、一般而言，員工會學習接受責任，甚而主動負責；4 、決策能力好的人才，並非侷限於經理階層，群體中也不難發掘。


Early Theories Of Motivation (cont’d)Early Theories Of Motivation (cont’d)• Motivation-Hygiene theory (Herzberg)激勵 -保健因子理論： intrinsic factors are related to job satisfaction and extrinsic factors are related to job dissatisfaction– Hygiene factors 保健因子

• Factors, such as working conditions and salary, that, when adequate, may eliminate job dissatisfaction but do not necessarily increase job satisfaction

– Motivators 激勵因子– Factors, such as recognition and growth, that

increase job satisfaction


Herzberg’s Motivation-Hygiene TheoryHerzberg’s Motivation-Hygiene Theory

EXHIBIT 10.4


Contrasting Views of Satisfaction-Contrasting Views of Satisfaction-DissatisfactionDissatisfaction

EXHIBIT 10.5


Contemporary Theories Of MotivationContemporary Theories Of Motivation 現代現代的激勵理論的激勵理論

• Three-needs theory (McClelland) ： Three major motives in work– Need for achievement (nAch) 成就感 : the

drive to excel, to achieve in relation to a set of standards, to strive to succeed. 卓越、達到要求、追求成功

– Need for power (nPow) 權力 : The need to make others behave in a way that they would not have behaved otherwise. 影響他人的行為

– Need for affiliation (nAff) 歸屬感 : The desire for friendly and close interpersonal relationships. 追求友善及良好的人際關係


Contemporary (cont’d)Contemporary (cont’d)

• Equity theory 公平理論 (Adams)

–Employees perceive what they get from a job situation (outcomes) in relation to what they put into it (inputs) and then compare their input-outcome ratio with the input-outcome ratios of relevant others. 員工會知覺從工作中獲得的報酬是否和所付出有關，然後會以付出 - 獲得比率跟其他相比較。


Equity Theory (cont’d)Equity Theory (cont’d)

• Referent 參考對象– In equity theory, the other persons, the

systems, or the personal experiences against which individuals compare themselves to assess equity.參考對象可能是其他人、系統與自己的經驗。

– The choice of a particular set of referents is related to the information available about referents as well as to the perceived relevance.


Equity Theory RelationshipsEquity Theory Relationships

EXHIBIT 10.6

EMPLOYEE’S ASSESSMENT

Inequity (underrewarded)

報酬不足

Equity公平

Inequity (overrewarded)

報酬過多

*Person A is the employee, and Person B is a relevant other or referent.


Equity Theory (cont’d)Equity Theory (cont’d)

• When employees perceive an inequity they may:

– Distort either their own or others’ inputs or outcomes.

– Behave so as to induce others to change their inputs or outcomes.

– Behave so as to change their own inputs or outcomes.

– Choose a different comparison referent.

– Quit their job.


Job characteristics model (JCM)Job characteristics model (JCM) 工作工作特性模型特性模型

• Hackman and Oldham’s model:–The five core job dimensions – Internal rewards are obtained when:

• An employee learns (knowledge of results through feedback) that he or she personally (experienced responsibility through autonomy of work) has performed well on a task that he or she cares about (experienced meaningfulness through skill variety, task identity, and/or task significance).


Core Job DimensionsCore Job Dimensions 五大核心工作特性五大核心工作特性• Skill variety 技能多樣性

– The degree to which the job requires a variety of activities so the worker can use a number of different skills and talents 工作活動多樣性的需求程度，工作者需運用不同的技術與才能。

• Task identity 任務辨識度– The degree to which the job requires

completion of a whole and identifiable piece of work 工作完成的整體程度。

• Task significance 任務重要性– The degree to which the job affects the lives

or work of other people 工作影響其他人生活與工作的程度。


Core Job Dimensions (cont’d)Core Job Dimensions (cont’d)• Autonomy 自主性

– The degree to which the job provides freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out 工作是否提供自由、獨立、可自行安排進度與決定工作步驟的程度

• Feedback回饋– The degree to which carrying out the work

activities required by the job results in the individual’s obtaining direct and clear information about the effectiveness of his or her performance 個人是否直接且清楚得知工作成果及績效之程度。


The Job Characteristics ModelThe Job Characteristics Model


Guidelines for Job RedesignGuidelines for Job Redesign 工作設計指導原則工作設計指導原則


Expectancy theory (Vroom)Expectancy theory (Vroom) 期望理論期望理論• An individual tends to act in a certain way, in the

expectation that the act will be followed by given outcome, and according to the attractiveness of that outcome to the individual. 行為會導致結果；此結果對個人吸引力之程度。

• The extent to which individuals are motivated to perform to get a reward of value to them is based on their belief that their performance will result in the

reward they want.


Expectancy RelationshipsExpectancy Relationships (Linkages)(Linkages)　期待理論之　期待理論之關聯性關聯性

• Effort–performance 努力─績效之關聯性– The perceived probability that exerting a

given amount of effort will lead to performance

• Performance–reward績效─獎勵之關聯性– The belief that performing at a particular level

will lead to the attainment of a desired outcome

• Attractiveness 結果或獎勵之吸引力– The importance placed on the potential

outcome or reward that can be achieved on the job.


Expectancy theory (Vroom)Expectancy theory (Vroom)

• Emphasizes self interest in the alignment of rewards with employee wants.

• Addresses why employees view certain outcomes (rewards) as attractive or unattractive.

• Emphasizes the connections among expected behaviors, rewards, and organizational goals.

• Is concerned with individual perceptions 個人知覺 and the provision of feedback回饋 .


Simplified Expectancy TheorySimplified Expectancy Theory

EXHIBIT 10.10

Training and development

Performance appraisal system績效評估系統

Human resources management


Integrating Integrating 整合整合 Theories of MotivationTheories of Motivation

EXHIBIT 10.11


Steps in Motivating EmployeesSteps in Motivating Employees

1. Recognize individual differences.

2. Match people to jobs.

3. Use goals.

4. Ensure that goals are perceived as attainable.

5. Individualize rewards.

6. Link rewards to performance.

7. Check the system for equity.

8. Don’t ignore money.


FlexibilityFlexibility 彈性彈性 : : The Key To Motivating A The Key To Motivating A Diverse WorkforceDiverse Workforce 激勵多元化工作人力激勵多元化工作人力

• Recognizing the different personal needs and goals of individuals

• Providing a diversity of rewards to match the varied needs of employees

• Being flexible in accommodating the cultural differences within a diverse workforce when attempting to motivate workers.


Motivation and CompensationMotivation and Compensation 激勵與報激勵與報酬酬

• Pay-for-performance programs按績效計酬– Compensation plans such as piece-rate

plans( 論件制 ), profit sharing( 獲利分享制 ), and the like that pay employees on the basis of performance measures not directly related to time spent on the job.


Compensation AlternativesCompensation Alternatives

• Competency-based compensation依能力計酬– A program that pays and rewards employees

on the basis of skills, knowledge, or behaviors they possess

• Stock options股票選擇權– A program that allows employees to purchase

company stock at a fixed price and profit when company performance increases its stock value.


Work-Life Balance: Alternative Work Work-Life Balance: Alternative Work SchedulesSchedules

• Flextime彈性上班時間– A scheduling option that allows employees

select what their work hours will be within some specified parameters.

• Job sharing 工作分攤– A type part-time work that allows two or more

workers to split a traditional 40-hour-a-week job

• Telecommuting電信通勤– A system of working at home on a computer

that is linked to the office


Employee empowerment: How Employee empowerment: How Entrepreneurs Motivate EmployeesEntrepreneurs Motivate Employees

• Giving employees power by:– Allowing them to complete the whole job.– Having employees work together across

departments and functions in the organization.

– Using participative decision making in which employees provide input into decisions.

– Delegating decisions and duties, turning over the responsibility for carrying them out to employees.

– Redesigning their jobs so they have discretion over the way they do their work.


Homework 5 Homework 5 個人作業：激勵理論之運個人作業：激勵理論之運用用

1.請舉出本章的兩個激勵理論（如較熟悉或喜歡），概述其理論內容。

2.請運用這兩個理論，以您自身的經驗或觀察他人（例如學習、做事等）作為實例，解釋這些事件當時動機如何？是高或低，為什麼？

3. 第十四週上課時繳交（每人交一份）

part 4: leading 1 chapter 10 motivating and rewarding employees 激勵與獎酬員工...

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