• 沒有找到結果。

According to the definition of work motivation (Amabile, 1994), this study divides work motivation into four type. We only adopt two types: (High intrinsic motivation, Low extrinsic motivation) and (Low intrinsic motivation, High extrinsic motivation). (High intrinsic motivation, High extrinsic motivation) and (Low intrinsic motivation, Low extrinsic motivation) don‟t subsume to discuss in the research. The reason is that we could not identify the personality of the other two groups. Thus the limitation of this study could not predict and examine the match relationship between the other two groups and organizational characteristics. In addition, the other limitation is the choice of participants who work now in the high technology business.

Employees who work now in the high technology business could understand more the manipulations of the organizational designs. However, they maybe consider the situations and supplies of their actual organizations to compare the manipulated settings. It could make some subjective cognition so that we could not acquire the expectant response of experiment designs objectively and clearly.

There are two suggestions for future research. First, future research could consider other business as the sample. In addition to the high technology business,

49

individually-based and group-based organizational characteristics could also be found in the banking and insurance business. Therefore, future research could investigate work motivation-organizational characteristics fit of the banking and insurance business and compare with the high technology business. About the second suggestion, future study could adopt other personality characteristics of job seekers‟ needs or preference (e.g., risk taking, self-efficiency) to measure the relationship of needs-supplies fit. Individuals who have greatly the need for self-efficiency involve mostly in self-fulfillment when facing the challenge (Bandura, 1977). Thus they have perceived higher fit on individually-based organizational system.

50

References

Adkins, C. L., Russell, C. J., & Werbel, J. D. (1994). Judgments of fit in the selection process: The role of work value congruence. Personnel Psychology, 43(3), 605-623.

Alderfer, C. P. (1972). Existence relatedness and growth: Human needs in organizational settings. New York: Free Press.

Anderson, N. (2003). Applicant and recruiter reactions to new technology in selection:

a critical review and agenda for future research. International Journal of Selection and Assessment, 11(2–3), 121–136.

Amabile, T. M., Hill, K. G., Hennessey, B. A., & Tighe, E. (1994). The work preference inventory: Assessing intrinsic and extrinsic motivational orientations. Journal of Personality and Social Psychology, 66, 950-967.

Amabile, T. M. (1987). The work preference inventory. Unpublished Instrument, Brandeis University, Waltham, MA.

Argyris, C. (1957). The individual and organization: Some problems of mutual adjustment. Administrative Science quarterly, 2, 1–24.

Bandura A., Adams N. E. & Beyer J. (1977). Cognitive processes mediating behavioral change. Personal. Sot. Psychol. 35, 125-139.

Barber, A. E. (1998). Recruiting employees: Individual and organizational perspectives. Thousand Oaks, Cs: Sage.

Bowen, D. E., Ledford Jr., G. E.,& Nathan, B. R. (1991). Hiring for the organization, not the job. Academy of Management Executive, 5(4), 35–51.

Boxx, W. R., Odom, R. Y., & Dunn, M. G. (1991). Organizational values and value congruency and their impact on satisfaction, commitment and cohesion: An empirical examination within the public sector. Public Personnel Management, 20(2), 195-205.

Breaugh, J. A. (1992). Recruitment Science and Practice. Boston: PWS-Kent.

Bretz, R. D., Ash, R. A., & Dreher, G. F. (1989). Do people make the place: An examination of the attraction–selection–attrition hypothesis. Personnel Psychology, 42, 561–581.

51

Bretz, R. D. & Judge, T. A. (1994) Person-organization fit and the theory of work adjustment: Implications for satisfaction, tenure, and career success. Journal of Vocational Behavior, 44(1), 32-52.

Brief, A. P., & Aldag, R. J. (1977). The intrinsic-extrinsic dichotomy: Toward conceptual clarity. The Academy of Management Review, 2(3), 496-500.

Cable, D. M., & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 89, 822-834.

Cable, D. M., & Judge, T. A. (1994). Pay preferences and job search decisions: a person–organization fit perspective. Personnel Psychology, 47, 317–348.

Cable, D. M., & Judge T. A. (1997). Interviewer‟s perceptions of person-organization fit and organizational selection decisions. Journal of Applied Psychology, 82(4), 546-561.

Carless, S. A. (2005). Person-job fit versus person-organization fit as predictors of organizational attraction and job acceptance intentions: a longitudinal study.

Journal of Occupational & Organizational Psychology, 78(3), 411-429.

Chapman, D. S., Uggerslev, K. L., Carroll, S. A., Piasentin, K. A., & Jones, D. A.

(2005). Applicant attraction to organizations and job choice: A meta-analytic review of the correlates of recruiting outcomes. Journal of Applied Psychology, 90, 928-944.

Chatman, J. A. (1989). Improving interactional organizational research: A model of person-organization fit. Academy of Management Review, 14(3), 333-349.

Chen, C. C., Peng, M. W., & Saparito, P. A. (2002). Individualism, collectivism, and opportunism: A cultural perspective on transaction cost economics. Journal of Management, 28(4), 567-583.

Christiansen, N., Villanova, P., & Mikulay, S. (1997). Political influence compatibility: Fitting the person to the climate. Journal of Organizational Behavior, 18, 709-730.

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum Press.

Dineen, B. R., Ash, S. R., & Noe, R. A. (2002). A web of applicant attraction:

person–organization fit in the context of Web-based recruitment. Journal of

52

Applied Psychology, 87(4), 723-734.

Edwards, J. R. (1991). Person-job Wt: A conceptual integration, literature review, and methodological critique. International Review of Industrial and Organizational Psychology, 6, 283-357.

French, J. R. P. Jr., Caplan, R. D., & Harrison, R. V. (1982). The mechanisms of job stress and strain. New York: Wiley.

Greening, D. W., & Turban, D. B. (2000). Corporate social performance as a competitive advantage in attracting a quality workforce. Business and society, 39, 254-280.

Herzberg, G., Mausner, B., & Snyderman, B. (1959). The motivation to work (2nd ed.). New York:Wiley.

Herzberg, F. (1971). Work and the nature of man. New York: World Publishing.

Herzberg, F., Mausner, B., & Bloch Snyderman, B. (2005). The motivation to work.

New Jersey: Transaction Publishers.

Hoff, A., Ellis, G., & Crossley, J. (1988). Employment motives of summer job seekers in recreation settings: A test of Herzberg‟s motivation-hygiene theory. Journal of Park and Recreation Administration, 6 (1), 66-73.

Huang, I. C., Chang, K. I., & Du, P. L. (2002). The Content and appeal of recruitment advertisements in newspapers: Sponsor versus job seeker. Journal of Human Resource Management, 2(2), 99-112. (In Chinese)

Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49, 1-49.

Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals‟ fit at work: A meta-analysis of person-job, person-organization, person-group, and person-supervisor fit. Personnel Psychology, 58, 281-342.

Liu, C. (1992). The development of work motivation theories. Journal of Applied Psychology, 1, 39-51. (In Chinese)

Locke, E. A., & Latham, G. P. (2004). What should we do about motivation theory?

Six recommendations for the twenty-first century. Academy of Management

53

Review, 29, 388-403.

Lundberg, C., Gudmundson, A., & Andersson, T. D. (2009). Herzberg‟s two-factor theory of work motivation tested empirically on seasonal workers in hospitality and tourism. Tourism Management, 30, 890-899.

Maslow, A. H. (1954). Motivation and personality. New York: Harper & Row.

McClelland, D. C. (1961). The achieving society. New York: Van Nostrand -Rheinhold.

Miner, J. B. (2006). Role motivation theories. In J. C. Thomas, D. L. Segal, & M.

Hersen (Eds.), Comprehensive Handbook of Personality and Psychopathology,1, 233-250.

Morris, M. W. & Peng, K. (1994). Culture and cause: American and Chinese attributions for social and physical events. Journal of Personality and Social Psychology, 67 (6), 949-971.

Nunnally, J. (1978). Psychometric theory. In 2 (Ed.). New York: McGraw-Hill.

Ostroff, C, Shin, Y, & Kinicki, A. J. (2005). Multiple perspectives of congruence:

Relationships between value congruence and employee attitudes. Journal of Organizational Behavior, 26, 591-623.

Reeve, J. (1997). Understanding motivation and emotion. New York: Harcourt Brace College Publisher.

Rice, R. W., McFarlin, R. G., & Near, J. P. (1985). Organizational work and the perceived quality of life: Toward a conceptual model. Academy of Management Review, 20(2), 296-310.

Rynes, S. L. (1993). Who‟s selecting whom? Effects of selection practices on applicant attitudes and behavior. See Schmitt & Borman 1993, 240-74.

Rynes, S. L., & Barber, A. E. (1990). Applicant attraction strategies: An

54

organizational perspective. Academy of Management Review, 15, 286-310.

Rynes, S. L., Bretz, R. D., & Gerhart, B. (1991). The importance of recruitment in job choice: a different way of looking. Personnel Psychology, 44(3), 487-521.

Rynes, S. L. (1991). Recruitment, job choice, and post-hire consequences: A call for new research directions. In Dunnette, M. D. & Hough, L. M. (Eds.), Hanbook of industrial and organizational psychology, 2, 399-444. Palo Alto:

Consulting Psychologists Press.

Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437-453.

Schneider, B., Goldstein, H. W., Smith, D. B. (1995). The ASA framework: An update. Personnel Psychology, 48(4), 747-773.

Sheldon, K. M., & Kasser, T. (2001). Getting older, getting better? Personal strivings and psychological maturity across the lifespan. Developmental Psychology, 37, 491-501.

Smith M. (1994). A theory of the validity of predictors in selection. Journal of Occupational and Organizational Psychology, 67, 13-31.

Staw, B. M. (1986). Organizational psychology and the pursuit of the happy/productive worker. California Management Review, 28 (4), 40-53.

Strunk, D. R. & Chang, E. C. (1999). Distinguishing between fundamental dimensions of individualism-collectivism relations to sociopolitical attitudes and beliefs. Personality and Individual Differences, 27 (4), 665-671.

Tietjen, M. A., & Myers, R. M. (1998). Motivation and job satisfaction. Management Decision, 36(4), 226–231.

Turban, D. B. (2001). Organizational attractiveness as an employer on college campus:

an examination of the applicant population. Journal of Vocational Behavior, 58, 293-312.

Turban, D. B., & Keon, T. L. (1993). Organization attractiveness: An interactionist persperctive organizational attachment. Administrative Science Quarterly, 37, 549-579.

Turban, D. B., Lau, C. M., Ngo, H. Y., Chow, I. H. S., & Si, S. X. (2001).

Organizational attractiveness of firms in the People's Republic of China: A

55

person-organization fit perspective. Journal of Applied Psychology, 86( 2), 194-206.

Verquer, M. L., Beehr, T. A., & Wagner, S. H. (2003). A meta-analysis of relations between person-organization fit and work attitudes. Journal of Vocational Behavior, 63, 473-489.

Vroom, V. H.(1964). Work and motivation. New York: Wiley.

Wiersma, U. J. (1990). Gender differences in job attribute preferences: Work–home role conflict and job level as mediating variables. Journal of Occupational Psychology, 63, 231–243.

Wright, P. (1989). Motivation and job satisfaction. In C. Molander (Ed.), Human resource management. Lund, Sweden: Studentlitteratur.

56

Part I

The part is to measure the state and feeling of your work. According to your actual feeling to circle the number that corresponds closely to your desired response (1= strongly disagree, 5=

strongly agree).

Strongly Disagree Disagree Neutral Agree Strongly Agree

1. I enjoy tackling problems that are completely new to me……….. 1 2 3 4 5 2. I enjoy trying to solve complex problems……….. 1 2 3 4 5 3. The more difficult the problem, the more I enjoy trying to solve it……… 1 2 3 4 5 4. I want my work to provide me with opportunities for increasing my

knowledge and skills………... 1 2 3 4 5

5. Curiosity is the driving force behind much of what I do……… 1 2 3 4 5 6. I prefer to figure things out for myself……… 1 2 3 4 5 7. What matters most to me is enjoying what I do………... 1 2 3 4 5 8. I enjoy doing work that is so absorbing that I forget about everything

else……… 1 2 3 4 5

【Continued on next page】

Introduction:

This survey questionnaire is designed to explore the applicants’ preference for organization. We hope to seek the assistance through your experiences to receive some valuable suggestions. This anonymous survey questionnaire will be used only for academic research. Please fill in the survey questionnaire at ease. Thanks for your cooperation. Wish you the best of luck!

National University of Kaohsiung Institute of Business and Management

Advisor: Dr. Wu, Yu-Chi Graduate Student: Tsai, Chia-Ling

Appendix A

57

Strongly Disagree Disagree Neutral Agree Strongly Agree

9. It is important for me to have an outlet for self-expression……….... 1 2 3 4 5 10. No matter what the outcome of a project, I am satisfied if I feel I gained

a new experience………... 1 2 3 4 5 11. I‟m more comfortable when I can set my own goals……… 1 2 3 4 5 12. It is important for me to be able to do what I most enjoy………... 1 2 3 4 5 13. I enjoy relatively simple, straight forward tasks………... 1 2 3 4 5 14. I am strongly motivated by the money I can earn………. 1 2 3 4 5 15. I am strongly motivated by the recognition I can earn from other

people……….. 1 2 3 4 5

16. I want other people to find out how good I really can be at my work….. 1 2 3 4 5 17. I seldom think about salary and promotions………... 1 2 3 4 5 18. To me, success means doing better than other people……….. 1 2 3 4 5 19. I have to feel that I‟m learning something for that I do……… 1 2 3 4 5 20. As long as I can do what I enjoy………... 1 2 3 4 5 21. I believe that there is no point in doing a good job if nobody else knows

about it………... 1 2 3 4 5

22. I‟m concerned about how other people are going to react to my ideas…. 1 2 3 4 5 23. I prefer working on projects with clearly specified procedures………… 1 2 3 4 5 24. I‟m less concerned with what work I do than what I get for it………... 1 2 3 4 5 25. I am not that concerned about what other people think of my work……. 1 2 3 4 5 26. I prefer having someone set clear goals for me in my work…………... 1 2 3 4 5

【Read the recruitment message on next page】

58

Our company founded in Taiwan, 1985. Until now, we have more than 7,000 employees around the world, including Taiwan, the United State, Japan, Korea, Singapore, New Zealand, Australia, Brazil and China. Our company is committed to the high-tech industry; moreover, we in line with respect for talent and employees, and convince that “employees are the most important asset of the industry.” In addition, the positive and

integral management systems are actively used not only to enhance the quality of staff‟s welfare but also to promote their career development. And we take social responsibility as the goal. Our company is undoubtedly the best choice for the like-minded people who are ambitious, active and yearned for

challenges. We are finding the high-tech elite to join us, for the purpose to build up the dream which is to create the more competitive global product band.

 Product Introduction/ Services:

Business includes computer and communication, consuming electronic, semiconductor, and precision machinery.

 Organizational system:

The company based on the abilities and performance of individual as a benchmark for staff‟s promotion and reward. According to each individual, we set difference realistic and challenging goals. The organizational culture also encourages employees to realize their own goals and achievement. Furthermore, we pay attention to training, development, and arrange the training activities according to each employee‟s interests and need, such as, language courses and professional skill courses. Employees could get the job abilities through the trainings. In addition, we arrange for variety of job design (e.g., Based on employees‟

abilities, the company will adjust their positions anytime, through the way of job rotation to make the employees‟ jobs more enrichment.) Employees could fully develop their potential to be the elite in the high-tech industry.

59

Our company founded in Taiwan, 1985. Until now, we have more than 7,000 employees around the world, including Taiwan, the United State, Japan, Korea, Singapore, New Zealand, Australia, Brazil and China. Our company is committed to the high-tech industry; moreover, we in line with respect for talent and employees, and convince that “employees are the most important asset of the industry.” In addition, the positive and integral

management systems are actively used not only to enhance the quality of staff‟s welfare but also to promote their career development. And we take social responsibility as the goal. Our company is undoubtedly the best choice for the like-minded people who are ambitious, active and yearned for challenges. We are finding the high-tech elite to join us, for the purpose to build up the dream which is to create the more competitive global product band.

 Product Introduction/ Services:

Business includes computer and communication, consuming electronic, semiconductor, and precision machinery.

 Organizational system:

According to the organizational structure, each department of company is divided into several groups. The company bases on the performance of the whole group as a benchmark to adjust the staff‟s reward. We also take place staff training and development activities, such as, language courses and professional skill courses. And we encourage each employee to participate in the training activities by group, and positively cheer on the outstanding employees who are recommended by each group. In terms of organizational culture, we emphasize the employees‟

unity and norms within the group so that to establish the team‟s joy and regulative the work climate. Moreover, everyone could obtain their own deserved resources and enjoy the additional resources within their own groups (e.g., the exclusive workrooms of each group are provided).

We hope to provide more plentiful resources in the normative work environment, so that employees could fully develop their potential to be the elite in the high-tech industry.

60

Part II

Please indicate the extent to which you agree or disagree with the following statements according to content of the recruitment message (1= strongly disagree, 7= strongly agree).

Part III

Please indicate the extent to which you agree or disagree with the following statements according to content of the recruitment message (1= strongly disagree, 5= strongly agree).

Strongly Disagree Slightly Disagree Disagree Neutral Agree Slightly Agree Strongly Agree

1. This organization is similar to my ideal organization………... 1 2 3 4 5 6 7 2. I want the organizational characteristics which can be found out in

this organization……….. 1 2 3 4 5 6 7 3. This organization provided everything and what I want is

similar………... 1 2 3 4 5 6 7

Strongly Disagree Disagree Neutral Agree Strongly Agree

1. I will actively strive for an interview opportunity of the organization…… 1 2 3 4 5 2. If the organization offers an interview opportunity, I would go for an

interview………... 1 2 3 4 5

3. I would accept a job offer from the organization, if it were offered…... 1 2 3 4 5 4. I would like to work in the organization………... 1 2 3 4 5 5. Overall, the organization is very attractive to me……… 1 2 3 4 5

61

Part IV

According to the content of the recruitment message, choose the answer that corresponds closely to your desired response.

1. The company based on the performance of __________ as a benchmark for reward.

□individual □whole group

2. Organizational culture of the company focuses on ___________.

□self-realization □unity of group

Part V

Personal Information 1. Sex □Male □Female

2. Age □Less than 20 years old □21 to 30 years old □31 to 40 years old □41 to 50 years old □More than 50 years old

3. Educational Level □Less than junior high school □Senior high school

□University □Master or above

4. Job tenure □Less than 1 year □1 to 5 (blow) years □5 to 10(blow) years □10 to 15(blow) years □15 to 20(blow) years □More than 20 years

5. Department □Personnel □Research and development □Finance and Accounting

□Manufacture □Marketing □Quality Control □Other: ______________

Thank you for taking the time to fill in!

62

63

64

○○企業股份有限公司

 公司介紹:

產業描述:高科技產業 員工人數:7000 多人 資本額:650 億元

 公司簡介:

本公司為高科技產業公司,創立於西元 1985 年,至此 全球員工人數已超過 7000 人。本公司立基台灣,客戶 服務與業務代表的據點包括台灣、美國、日本、韓國、

新加坡、紐澳、巴西及中國大陸等地。本公司除了致 力於本業,更本著重視人才、 尊重員工之信念,堅信

「人是企業最重要的資產」。除此之外,以積極健全 之管理制度提昇員工福利品質、促進員工生涯發展並 善盡社會責任為目標,對於有企圖心、 積極進取、嚮 往更具挑戰而有前景的志同道合之士,無疑是最佳選 擇。期盼高科技菁英們能加入本公司的行列,共同為 建構最具競爭力的全球化品牌產品之理想而努力。

 產品簡介/服務內容:

業務範圍包括電腦與通訊、消費性電子、半導體及精密機械等。

 組織制度:

本公司將根據個人能力和績效表現作為員工升遷與獎賞的基準,並針對每個人量 身設定實際又具挑戰性的目標,而組織文化亦鼓勵員工實現自我目標與成就。此 外,本公司重視員工的訓練發展,並依照個人興趣與需求安排其訓練活動(例如:

語言課程、專業技術課程等),員工可透過培訓獲得工作所需的能力,除此之外 本公司會安排更多職責與多樣化的工作設計 (例如本公司會依據員工的能力不 定時的調整其職務,藉由工作輪調的方式讓員工的工作更為豐富化),使員工更

語言課程、專業技術課程等),員工可透過培訓獲得工作所需的能力,除此之外 本公司會安排更多職責與多樣化的工作設計 (例如本公司會依據員工的能力不 定時的調整其職務,藉由工作輪調的方式讓員工的工作更為豐富化),使員工更

相關文件