This document discusses factors that motivate employees at work. It explains that employees will be motivated if they have a personality that predisposes them to motivation, such as being conscientious. Their expectations also need to be met through realistic job previews. The job and company values must align with the employee's values. Employees require achievable goals, feedback on progress, and rewards for achieving goals. They need to feel they are treated fairly and see coworkers who are motivated. Personality traits, self-esteem, needs for achievement and intrinsic motivation can influence an individual's predisposition to motivation. Providing the right job characteristics, goals, feedback and rewards can enhance employee motivation.

1. 單元二
組織心理學 ：工作動機
1

2. 工作動機
Work Motivation
人為何要 打拼 ？！
2

3. Employees will be motivated if
• They have a personality that predisposes them to be
motivated
• Their expectations have been met
• The job and organization are consistent with their values
• The employees have been given achievable goals
• The employees receive feedback on their goal attainment
• The organization rewards them for achieving their goals
• The employees perceive they are being treated fairly, and
• Their coworkers demonstrate a high level of motivation
3

4. Is an Employee Predisposed to Being
Motivated?
• Personality
– Conscientiousness
• Self-esteem
– Chronic
– Situational
– Socially influenced
• Need for achievement
• Intrinsic motivation
4

11. 五大性格特質 (OCEAN)
• 經驗學習 (Openness to experience) （經驗開放 ）
• 勤勉審慎 (Conscientiousness) （勤勉審慎 ）
• 外向社交 (Extraversion) （外向實踐 ）
• 親和友善 (Agreeableness) （親和樂群 ）
• 情緒穩定 (Neuroticism/Emotional Stability) （情緒穩定 ）

12. 五大性格特質 (OCEAN)
• 穩定的特質
• 測驗結果之信度
• 測驗結果之效度
• 跨文化與跨國家之應用

13. 五大性格特質及其內涵
• 經驗學習 (Openness to experience)
– 定義：
• 對新事物以及新觀點接受的程度
• 富想像力、喜歡思考、勇於嘗試新事物

14. 五大性格特質及其內涵
• 勤勉審慎 (Conscientiousness)
– 定義：
• 做事細心謹慎、遵守規則、具有責任感
• 較有恆心毅力、追求卓越

15. 五大性格特質及其內涵
• 外向社交 (Extraversion)
– 定義：
• 喜歡參與社交活動
• 自信、健談、喜歡影響他人

16. 五大性格特質及其內涵
• 親和友善 (Agreeableness)
– 定義：
• 為人親切友善、易相處、溫和
• 寬容、體諒他人、服從

17. 五大性格特質及其內涵
• 情緒穩定 (Neuroticism/Emotional Stability)
– 定義：
• 情緒穩定、心情放鬆的
• 少有心情不好、焦慮、沮喪、適應不良

18. Is an Employee Predisposed to Being
Motivated?
• Personality
– Conscientiousness
• Self-esteem
– Chronic
– Situational
– Socially influenced
• Need for achievement
• Intrinsic motivation
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19. Increasing Self-Esteem
• Self-esteem workshops
• Experience with success
– self-fulfilling prophecy
– trying new experiences and taking little steps
• Supervisor behavior
– Pygmalion effect （是指我們會接受他人賦予我們的 ）
– Golem effect （是指我們會接受他人賦予我們的 ）
19

20. Is an Employee Predisposed to Being
Motivated?
• Personality
– Conscientiousness
• Self-esteem
– Chronic
– Situational
– Socially influenced
• Need for achievement
• Intrinsic motivation
20

21. Need for Achievement
• McClelland (1961)
• Three needs
– Need for
– Need for
– Need for
21

22. Is an Employee Predisposed to Being
Motivated?
• Personality
– Conscientiousness
• Self-esteem
– Chronic
– Situational
– Socially influenced
• Need for achievement
• Intrinsic motivation
22

23. Intrinsic motivation theory
一份工作只要讓從事者感覺到勝任愉快
，並讓他們覺得自己對自己的行為有完全的控
制權 ，就可以提高他們的內在動機 。
（一）外在動機：名利（外在酬賞）。
（二）內在動機：心理上的愉悅感。
（三） 外在酬賞會降低內在動機。
外在酬賞會降低內在動機
23

25. Employees will be motivated if
• They have a personality that predisposes them to be
motivated
• Their expectations have been met
• The job and organization are consistent with their values
• The employees have been given achievable goals
• The employees receive feedback on their goal attainment
• The organization rewards them for achieving their goals
• The employees perceive they are being treated fairly, and
• Their coworkers demonstrate a high level of motivation
25

26. Employee Values and Expectations
• Have the employee’s expectations
been met?
– Realistic job previews (RJPs)
– Job descriptions
• Have the employee’s needs, values
and wants been met?
– Maslow’s Needs Hierarchy
– ERG Theory
– Two-factor Theory
26

27. 27

28. Employee Values and Expectations
• Have the employee’s expectations
been met?
– Realistic job previews (RJPs)
– Job descriptions
• Have the employee’s needs, values
and wants been met?
– Maslow’s Needs Hierarchy
– ERG Theory
– Two-factor Theory
28

29. 29

30. 30

31. Employee Values and Expectations
• Have the employee’s expectations
been met?
– Realistic job previews (RJPs)
– Job descriptions
• Have the employee’s needs, values
and wants been met?
– Maslow’s Needs Hierarchy
– ERG Theory
– Two-factor Theory
31

32. Need hierarchical theory
Higher
Order
Order of progression
Lower
Order
32

33. Employee Values and Expectations
• Have the employee’s expectations
been met?
– Realistic job previews (RJPs)
– Job descriptions
• Have the employee’s needs, values
and wants been met?
– Maslow’s Needs Hierarchy
– ERG Theory
– Two-factor Theory
33

34. ERG Theory
• G
• R
• E
34

35. ERG theory
35

36. Employee Values and Expectations
• Have the employee’s expectations
been met?
– Realistic job previews (RJPs)
– Job descriptions
• Have the employee’s needs, values
and wants been met?
– Maslow’s Needs Hierarchy
– ERG Theory
– Two-factor Theory
36

37. Two-Factor Theory
• Motivators
– R
– G
– C
– J
• Hygiene factors
– P
– B
– C
– S
37

38. 38

39. Comparison of Needs Theories
Maslow ERG Two-Factor
Self-actualization
Growth Motivators
Ego
Social Relatedness
Safety Hygiene Factors
Existence
Physical
39

41. Job Characteristics Theory
• Employees desire jobs that are
–M
– Allow a
– Provide them with
• Jobs will have motivating potential if they have
– Skill
– Task
– Task
41

42. Motivating Potential Score
=( )/3 ＊ ＊
42

43. Growth
Need
Strength
Motivating Potential Score
=( )/3 ＊ ＊
43

44. Job Characteristics and Work Behavior
Fried and Ferris (1987) meta-analysis
Correlation with Work Behavior
Job characteristic Satisfaction Performance Absenteeism
Skill variety .45 .09 -.24
Task identity .26 .13 -.15
Task significance .35 .14 .14
Autonomy .48 .18 -.29
Job feedback .43 .22 -.19
Motivating potential score .63 .22 -.32
44

45. Employees will be motivated if
• They have a personality that predisposes them to be
motivated
• Their expectations have been met
• The job and organization are consistent with their values
• The employees have been given achievable goals
• The employees receive feedback on their goal attainment
• The organization rewards them for achieving their goals
• The employees perceive they are being treated fairly, and
• Their coworkers demonstrate a high level of motivation
45

46. Goal setting theory
一、研究總結：（ Locke & Latham, 1990 ）
（一）有目標 > 沒目標。
（二）清楚明確目標 > 模糊目標。
（三）困難目標 （被個體所接受） > 容易目標。
二 、目標的效果
（一）激發（ arouse ） （二）持久
（ duration ）
（三）導引（ direction ） （四）促發工作策略 （ task
strategy ）
三 、目標管理 （ Management by objectives ，簡稱 ＭＢＯ
）
46

47. Setting Goals
• S
• M
• Difficult but A
• R
• T
• Employee P
http://www.youtube.com/watch?v=qpmUYa1f_5Q&feature=youtu.be
47

48. The Goal-Setting Process
48

49. Employees will be motivated if
• They have a personality that predisposes them to be
motivated
• Their expectations have been met
• The job and organization are consistent with their values
• The employees have been given achievable goals
• The employees receive feedback on their goal attainment
• The organization rewards them for achieving their goals
• The employees perceive they are being treated fairly, and
• Their coworkers demonstrate a high level of motivation
49

50. Providing Feedback
• Positive Feedback
– should be s
– should be s
– should be t
• Negative Feedback
– should be c
– concentrate on b
– always give in p
• Self-Regulation Theory
50

51. Self-regulation theory
Goal
F
Performance a theory of motivation
based on the setting of
goals and receipt of
accurate feedback that
is monitored to enhance
the likelihood of goal
attainment 51

52. Employees will be motivated if
• They have a personality that predisposes them to be
motivated
• Their expectations have been met
• The job and organization are consistent with their values
• The employees have been given achievable goals
• The employees receive feedback on their goal attainment
• The organization rewards them for achieving their goals
• The employees perceive they are being treated fairly, and
• Their coworkers demonstrate a high level of motivation
52

53. Rewarding Excellent Performance
• Timing of the reward
• Contingency of the
reward
• Type of reward
http://www.youtube.com/watch?v=A-ZlYBps1p0&feature=related
53

54. Sample Reinforcement Hierarchy
Most Desired
- Money
- Time off from work
- Lunch time
- Working next to Wanda
- Supervisor praise
- Running the press
- Getting printing plates
- Throwing out oily rags
- Typesetting
- Cleaning the press
Least Desired
54

55. Financial Incentive Plans
• Individual Incentive Plans
– pay for performance
– merit pay
• Organizational Incentive Plans
– profit sharing
– gainsharing
– stock options
http://www.youtube.com/watch?v=aRzkFCijjOQ&feature=youtu.be
55

56. Punishing Poor Performance
56

57. Reinforcement theory
57

58. The Premack Principle
• Different things reinforce different people
• We can get people to engage in behaviors they
don’t like (e.g., studying) by reinforcing them
with the opportunity to engage in behaviors
they like better (e.g., taking out the trash)
利用個人較喜歡的活動 ，來增強較不喜歡的活
動。
58

59. Employees will be motivated if
• They have a personality that predisposes them to be
motivated
• Their expectations have been met
• The job and organization are consistent with their values
• The employees have been given achievable goals
• The employees receive feedback on their goal attainment
• The organization rewards them for achieving their goals
• The employees perceive they are being treated fairly, and
• Their coworkers demonstrate a high level of motivation
59

60. Are Rewards And Resources Given
Equitably?
• Equity Theory
• Components
– inputs
– outputs
– input/output ratio
• Possible Situations
– underpayment
– overpayment
– equal payment
60

61. Equity theory
61

62. Equity Theory
• Underpayment • Overpayment
– Work less hard – No guilt feelings
– Become more selfish – Work harder
– Lower job satisfaction – Become more team
oriented
62

63. Inequity Quality Quantity
Overpayment hourly
Overpayment piece rate
Underpayment hourly
Underpayment piece rate
• Underpayment • Overpayment
– Work less hard – No guilt feelings
– Become more selfish – Work harder
– Lower job – Become more team
satisfaction oriented
63

64. Expectancy Theory
• Expectancy
• Instrumentality
• Valence
64

65. Expectancy theory
Effort Valences
-1.0 ～ -10 ～ 10
1.0
VIE 理
論
65

66. Employees will be motivated if
• They have a personality that predisposes them to be
motivated
• Their expectations have been met
• The job and organization are consistent with their values
• The employees have been given achievable goals
• The employees receive feedback on their goal attainment
• The organization rewards them for achieving their goals
• The employees perceive they are being treated fairly, and
• Their coworkers demonstrate a high level of motivation
66

67. Motivation Level of Other Employees
Social Learning
67

68. 68

69. 作業
作業目標：
請利用課程講授的動機理論（可以擇一或選擇多個），設
計一套方案：（三擇一）
1. 讓系上學生與老師都樂於參與系學會舉辦的各項活動。
2. 讓系上畢業學長姐都樂於參與系友會舉辦的各項活動。
3. 讓學生能認真修習本課程（工商心理學概論）。
報告方式：
1. 以 PPT 簡報方式進行，報告時間為 10 分鐘。
2. 報告程序
（ 1 ）先以故事開場，說明貴組預擬解決的議題。
（ 2 ）說明方案的內容、運用的理論及期望產生的成效
。
（ 3 ）說明檢驗方案成效的指標。
備註：請在 23:00 之前，事先將 PPT 寄給助教與老師彙
整 69