工作動機與組織特徵契合度對求職吸引力之影響-以個人組織契合度理論為基礎

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(1)國立高雄大學經營管理研究所碩士論文. Effect of Work Motivation and Organizational Characteristics Fit on Applicant Attraction based on Person-Organization Fit Theory 工作動機與組織特徵契合度對求職吸引力之影響 -以個人組織契合度理論為基礎. 研究生：蔡佳伶撰指導教授：吳毓麒博士. 中華民國九十九年七月.

(2) 誌謝這二年來的碩士生涯，不管是在學識上，或是知識上，都讓我獲益斐然。首先，必頇感謝我的指導教授吳毓麒老師，在充滿挑戰的研究生活中，您的笑容就像栩栩的陽光，照徹著我們的研所之路，讓我們充滿溫暖，因您的耐心與細心教導才讓此篇論文得以順利完成，由衷的謝謝您。接著我要感謝口試委員鄭育仁老師與蔡進士老師，在口試當中，可以感受到口試委員的一絲不苟與用心，並且提供一些寶貴意見與建議，使得論文更臻完備。感謝吳老師的團隊，我一起奮鬥的好夥伴，佳芸、佳慧與秉儒，不僅在研究上的彼此討論與共同克服難題，我們更一起赴美發表論文，建立了許多歡樂回憶，因為有你們，才讓我充滿鬥志，很榮幸可以跟你們一起成長學習。再來要感謝同班二年的同學，晉霖、信志、俊宏、棠祺、華順、省欣、欣潔、遠揚、威宏、瑞欣姐、慧君姐與昌禮哥，因為有你們的勉勵與關心，才得以順利完成學業。此外，更感謝學長姐的協助與鼓勵，以及學弟妹的細心關懷，讓我的研究生活更備感溫馨。謝謝爸爸媽媽長久以來給我全力的支持與付出，以及弟弟的鼓勵與打氣，使我能不顧一切勇往直前，你們是我心中最大的支柱，謝謝你們。最後，特別感謝宗翰，當我最強而有力的肩膀，總是不斷地鼓勵我，為我分勞解憂，謝謝你。需要感謝的人太多，無法三言二語道盡我心裡頭的謝意，未來我會帶著這份感恩的心以及各位的祝福，勇敢地邁向下一個階段，謝謝你們。. 蔡佳伶謹致於高雄大學經管所九十九年七月. I.

(3) Effect of Work Motivation and Organizational Characteristics Fit on Applicant Attraction based on Person-Organization Fit Theory. Advisor: Dr. Yu-Chi Wu Institute of Business and Management National University of Kaohsiung. Student: Chia-Ling Tsai Institute of Business and Management National University of Kaohsiung. ABSTRACT The concept of Person-organization fit (P-O fit) has been become an important recruitment issue during recent years. When organizations release the recruitment messages meeting the job seekers‟ needs, the messages could attract job seekers‟ attention, and promote the attractiveness of the organization. Therefore recruitment activities should consider carefully how to deliver the messages that could get job seeker‟s focus, and further, attract appropriate ones to apply. Most P-O fit researches have focused on discussing the congruence between individual and organizational values. Relatively less attention has been paid to the relationship of needs-supplies fit. This study applies the concept of supply and demand to explore the match between individual‟s work motivation (intrinsic motivation and extrinsic motivation) and organizational characteristics (individually-based setting and group-based setting). In addition, this study tries to examine whether work motivation-organizational characteristics fit influence applicant attraction. Using a between-subjects experimental design, 422 valid responses were collected. This study confirms the existence of fit relationship between work motivation and organizational characteristics. Especially, fit relationship between intrinsic motivation and individually-based organizational characteristics is significant. The result indicates that work motivation-organizational characteristics fit would positively influence applicant attraction. This study extends the basis of P-O fit theory, and managerial implications and future suggestions are discussed as well. Key Words: Person-Organization Fit, Work Motivation, Applicant Attraction II.

(4) 工作動機與組織特徵契合度對求職吸引力之影響 -以個人組織契合度理論為基礎. 指導教授：吳毓麒博士國立高雄大學經營管理所. 學生：蔡佳伶國立高雄大學經營管理所. 摘要近年來，個人組織契合度的概念已經成為企業招募員工時，需予以重視的管理原則。當企業傳遞出的招募訊息符合求職者的需求時，自然而然能夠引起求職者的注意，增加其對組織的吸引力，因此，招募活動應該謹慎地考量如何傳遞出求職者重視的訊息，吸引合適的人才前往應徵。而過去個人組織契合度的研究，大多探討個人與組織價值觀的一致性之議題，較少討論兩者間供需契合度之關係，因此，本研究採用供需互補的概念，探討個人工作動機(內在動機與外在動機)與組織特徵(個人為導向和團體為導向)間的契合度關係，以及其契合度是否影響求職吸引力的強弱。本文採用受試者間實驗設計，一共獲得 422 份有效問卷。本研究驗證了工作動機與組織特徵間存在契合度關係，特別是內在動機與個人為導向的組織特徵二者間呈現顯著的契合度關係。此外，結果顯示個人動機與組織特徵契合度正向影響著求職者吸引力。最後，本研究之結果除了擴展個人組織契合度的理論基礎，對企業招募人才方面亦提出實務意涵和後續研究方向。. 關鍵字：個人組織契合度、工作動機、求職吸引力 III.

(5) CONTENTS ACKNOWLEDGMENT ............................................................................................. I ABSTRACT IN ENGLISH ........................................................................................ II ABSTRACT IN CHINESE ...................................................................................... III CONTENTS............................................................................................................... IV LIST OF TABLES .................................................................................................... VII LIST OF FIGURES ................................................................................................. VII CHAPTER ONE ........................................................................................................... 1 1.1 RESEARCH MOTIVATION........................................................................................ 1 1.2 RESEARCH PURPOSES AND QUESTIONS ................................................................. 4 1.3 RESEARCH PROCEDURE......................................................................................... 5 CHAPTER TWO ........................................................................................................... 6 2.1 ATTRACTION-SELECTION-ATTRITION (ASA) FRAMEWORK ................................... 6 2.2 PERSON-ORGANIZATION FIT (P-O FIT)................................................................... 6 2.3 WORK MOTIVATION .............................................................................................. 9 2.3.1 The Concept of Work Motivation .................................................................. 9 2.3.2 Theories of Work Motivation ....................................................................... 10 2.3.3 Intrinsic and Extrinsic Work Motivation ..................................................... 12 2.4 ORGANIZATIONAL CHARACTERISTICS.................................................................. 13 2.5 APPLICANT ATTRACTION ..................................................................................... 16 CHAPTER THREE .................................................................................................... 17 3.1. RESEARCH HYPOTHESES .................................................................................... 17 3.1.1 Overview ..................................................................................................... 17 3.1.2 Work motivation-organizational characteristics fit .................................... 18. IV.

(6) 3.1.3 Work motivation-organizational characteristics fit affect applicant attraction .............................................................................................................. 19 3.2. RESEARCH DESIGN............................................................................................. 21 3.3 SAMPLE ............................................................................................................... 21 3.4 RESEARCH VARIABLES ........................................................................................ 22 3.4.1. Manipulation of Organizational Characteristics ....................................... 22 3.4.2 Measure of Work Motivation ....................................................................... 23 3.4.3 Measure of Work Motivation-Organizational Characteristics Fit ............. 23 3.4.4 Measure of Applicant Attraction ................................................................. 24 3.4.5 Control Variable .......................................................................................... 24 3.5 DATA ANALYSIS METHODS .................................................................................. 24 3.5.1 Descriptive Statistics ................................................................................... 25 3.5.2 Reliability Analysis ..................................................................................... 25 3.5.3 Correlation Analysis ................................................................................... 25 3.5.4 One-Way ANOVA ........................................................................................ 25 3.5.5 T-test Analysis ............................................................................................. 25 3.5.6 Regression Analysis .................................................................................... 26 CHAPTER FOUR ....................................................................................................... 27 4.1. DESCRIPTIVE STATISTICS .................................................................................... 27 4.1.1 Data Collection ........................................................................................... 27 4.1.2 Demographic Characteristics ..................................................................... 27 4.1.3 Manipulation Check .................................................................................... 30 4.1.4 Analysis in Demographics and Variables ................................................... 31 4.1.5 Work motivation classification .................................................................... 36 4.2 RELIABILITY ANALYSIS ....................................................................................... 36. V.

(7) 4.3 CORRELATION ANALYSIS..................................................................................... 39 4.4 T-TEST ANALYSIS (HYPOTHESIS 1A AND 1B)........................................................ 40 4.5 REGRESSION ANALYSIS (HYPOTHESIS 2) ............................................................. 41 4.6 RESULTS OF HYPOTHESES ................................................................................... 42 CHAPTER FIVE ........................................................................................................ 44 5.1 PREAMBLE .......................................................................................................... 44 5.2 RESEARCH FINDINGS........................................................................................... 44 5.3 RESEARCH CONTRIBUTIONS ................................................................................ 46 5.3.1 Theoretical Implication ............................................................................... 46 5.3.2 Managerial Implication .............................................................................. 47 5.4 LIMITATIONS AND FUTURE RESEARCH ................................................................ 48 REFERENCES ........................................................................................................... 50 APPENDIX A………………………………………………………………………..56 APPENDIX B………………………………………………………………………..62. VI.

(8) LIST OF TABLES TABLE 2-1 THE CHARACTERISTICS OF THREE SYSTEM .................................................. 15 TABLE 4-1 RETURNED AND VALID QUESTIONNAIRES .................................................... 27 TABLE 4-2 FREQUENCY DISTRIBUTION OF THE SAMPLE CHARACTERISTIC ................... 29 TABLE 4-3 MANIPULATION CHECK ON ORGANIZATIONAL CHARACTERISTICS ............... 30 TABLE 4-4 T-TEST ANALYSIS ON SEX AND VARIABLES .................................................. 31 TABLE 4-5 ONE-WAY ANOVA ANALYSIS ON AGE AND VARIABLES ............................... 32 TABLE 4-6 ONE-WAY ANOVA ANALYSIS ON EDUCATIONAL LEVEL AND VARIABLES .... 33 TABLE 4-7 ONE-WAY ANOVA ANALYSIS ON JOB TENURE AND VARIABLES ................... 34 TABLE 4-8 ONE-WAY ANOVA ANALYSIS ON DEPARTMENT AND VARIABLES................. 35 TABLE 4-9 RELIABILITY OF MEASURES ......................................................................... 37 TABLE 4-10 CORRELATIONS AMONG VARIABLES ........................................................... 39 TABLE 4-11 FOUR COLLOCATIONS OF WORK MOTIVATION AND ORGANIZATIONAL DESIGN ................................................................................................................. 40 TABLE 4-12 T-TEST FOR CONTROL ON INDIVIDUALLY-BASED DESIGN ........................... 41 TABLE 4-13 T-TEST FOR CONTROL ON GROUP-BASED DESIGN ...................................... 41 TABLE 4-14 RESULT OF REGRESSION ANALYSIS ............................................................ 42 TABLE 4-15 SUMMARY OF HYPOTHESES TEST .............................................................. 43 TABLE 5-1 MEANS OF THE FOUR COLLOCATIONS OF FIT ............................................... 46. LIST OF FIGURES FIGURE 1-1 RESEARCH PROCEDURE................................................................................ 5 FIGURE 2-1 VARIOUS CONCEPTUALIZATIONS OF PERSON-ORGANIZATION FIT ................ 9 FIGURE 3-1 THE CONCEPTUAL FRAMEWORK AND HYPOTHESES ................................... 20. VII.

(9) Chapter One An Introduction 1.1 Research Motivation The founder of the Ford Motor Company, Henry Ford said “You can take my factories, burn up my buildings but give me my people and I'll build the business right back up again”. It showed that the vast assets of an organization are neither factories nor buildings, but they are the employees with the richer knowledge and competence. Therefore, it is a primary task of the organization to attract potential and outstanding employees. And employee recruitment is a pivotal process in order to attract more potential job seekers to apply (Barber, 1998). However, most organizations‟ resources and capital are limited. In order to reduce the unnecessary waste of human capital, organizations should attract more appropriate rather than potential job seekers to apply. Some recruitment studies assert that recruitment process should belong to two-way activity (Chatman, 1989; Bretz & Judge, 1994). When employers find the appropriate applicants, applicants also select the appropriate employers in the meantime. Hence employees and applicants select the appropriate each other as the main purpose at the pre-hire stage. Person-organization fit (P-O fit) is a topic that has attracted the attention of both scholars and managers during recent years. Kristof (1996) incorporated most the definition of P-O fit and proposed: “The compatibility between people and organizations that occurs when: (1) they share similar fundamental characteristics, or (2) at least one entity provides what the other needs, or (3) both.” Most existing researches focus on exploring the first situation. However, this study focuses on discussing the second situation which is discussed by few studies. Furthermore, P-O. 1.

(10) fit has been defined in a variety of ways including value congruence, goal congruence, needs-supplies fit, and demands-abilities fit (Kristof, 1996; Verquer, Beehr & Wagner, 2003). Value congruence, the most frequently assessed dimension of P-O fit, involves the similarity between organizational values and those of the organization‟s employees (e.g., Boxx, Odom, & Dunn, 1991; Kristof-Brown, Zimmerman, & Johnson, 2005). Needs-supplies fit may be the most important type of fit from an employee perspective (Cable & DeRue, 2002). Thus, differentiating from most studies which frequently explored value congruence, this study mainly investigates needs-supplies fit which were discussed by few studies (e.g., Turban & Keon, 1993). Achieving high levels of P-O fit through hiring process is often touted as the key to retaining a workforce with the flexibility and organizational commitment necessary to meet these competitive challenges (Bowen, Ledford & Nathan, 1991; Kristof, 1996). Thus, if the organization selective-related efforts are only focus on the organization side view, but neglect the employee view, which will lead the employer facing the highly employee left rate. The roots of P-O fit research can be traced back to Schneider‟s (1987) Attraction-Selection-Attrition (ASA) framework. According to ASA framework, organizations engage in specific behaviors that are designed to attract applicants who will perform effectively and interact well with others within their organization. For example, organizations may present organizational characteristics to call for individuals “who can suit with the particular situation.” At the same time, individuals who are attracted to an organization‟s personality and attitude; moreover they voluntarily submit their applications. Investigation of individual differences in motivational orientation is potentially important for both personality and social psychology (Amabile, Hill, Hennessey & Tighe, 1994). Especially, work motivation can directly express what individuals work for and needs for. Thus, this study chooses 2.

(11) job seekers‟ work motivation to explore the application of needs and supplies fit. As previously mentioned, recruitment process is two-way activity. If an employer can provide the organizational characteristics to fit in with job seekers‟ work motivation, job seekers will be attracted and apply to the employer. Generally, most recruitment messages mainly describe some scattered information about salary, training. Brandon (2005) suggested that employers should provide more complete information to select each other. Thus, the perspective of this study is different with most recruitment messages; we take an overall organizational view that contains pay, promotion, recourse allocation, train, and culture on designing recruitment messages and expect to provide more complete organizational information to help job seekers with different work motivation types to select appropriate organization quickly and accurately. But there is one point to deserve to note. Most recruitment messages only present the whole organizational system and the vacancies for different departments. However, there are different organizational designs in the different departments possibly. And different organizational designs could attract the different qualities employees. If an employer will release some vacancies for different departments, it only considers one whole organizational system as the context of recruitment message. Maybe the presentation is not suitable for hiring the different qualities employees, and further, the unfit employers will feel dissatisfy and leave the organization. Therefore, this thesis will discuss the circumstance that there are different organizational designs in the organization or different departments. Furthermore, employers could consider the relation of the needs-supplies fit to provide more detailed organizational information which also help themselves to attract appropriate job seekers who have higher fit with the organization. With the view of needs-supplies fit, more detailed and complete organizational information can save more time and energies on both sides at the pre-hire stage. 3.

(12) 1.2 Research Purposes and Questions P-O fit is an important issue at the pre-hire stage. Based on P-O fit theory, this research project proposes that when the organizations want to hire job seekers with the particular work motivation type, they should describe the particular organizational characteristics which attract to the particular ones. Therefore, the purpose of this study is to investigate how the fit between individuals work motivation and organization characteristics influences applicant attraction to organizations. And we expect to identify the link between applicants‟ work motivation and organizational characteristics and to provide employers samples on designing recruitment messages which can attract more appropriate job seekers to apply. This study attempts to address specific research questions as follows: 1. How do individuals‟ work motivation types determine the relative attraction of different organizational settings when they read recruitment messages? 2. How do applicants‟ work motivation and organizational characteristics fit affect applicant attraction?. 4.

(13) 1.3 Research Procedure The research procedure is illustrated in Figure 1-1. First, we confirm the research problems by a review of literature, where research hypotheses are defined accordingly. The research method is an empirical study where research design, sampling plan, questionnaires, and data analysis techniques are included. Research results and discussions are described. Finally, research implications, limitation, and future research are addressed.. Confirming research problems. Reviewing literature and formulating research hypotheses. Research design and questionnaire design. Data collection and analysis. Discussions and suggestions. Figure 1-1 Research Procedure. 5.

(14) Chapter Two Literature Review This chapter begins introducing relevant literatures and definitions about person-organization fit, work motivation, organizational characteristics and applicant attraction. These concepts and findings are important to offer the theoretical base for the current research.. 2.1 Attraction-Selection-Attrition (ASA) Framework One of the P-O fit models that have initiated much empirical research in the past decade is Schneider‟s attraction-selection-attrition (ASA) framework which develops on the basis of interactionist ideology (Schneider, 1987). This framework describes the mechanism of mutual adaptation between the person and the organization. People are not randomly assigned to organizations, but they select themselves into and out of organization. This selection process includes three steps. First, people find organizations differentially attractive as a function of their judgment of the congruence between the characteristics of the organization and their own characteristics (Cable & Judge, 1997; Schneider, et al., 1995). A second step in the matching process is the selection procedure through which those people are hired who are the attributes the organization desires. Finally, once people have become citizens of the organization and find that they do not fit their work environment, they will tend to leave. This study attempts empirical investigation of the congruent hypothesis at the attraction phase of the cycle.. 2.2 Person-Organization fit (P-O fit) Essentially, P-O fit theory posits that there are characteristics of organizations that have the potential to be congruent with characteristics of individuals, and those 6.

(15) individuals‟ attitudes and behaviors will be influenced by the degree of congruence or “fit” between individuals and organizations (Argyris, 1957; Pervin, 1989).Although most researchers would agree that P-O fit represents some sort of person-organization compatibility; there are numerous ways of defining what is meant by “compatibility” (Adkins, Russell, & Werbel, 1994). Kristof (1996) defined P-O fit as “the compatibility between people and the organizations in which they work.” This definition focuses on fit of the person with the whole organization rather than a specific job, vocation, or group (Kristof, 1996). It takes into account two types of relationships that may occur between an individual and an organization: The organization and the individual contribute to the fulfillment of needs of the other (i.e., complementary fit) or the organization and the individual share similar characteristics (i.e., supplementary fit). Moreover most researches deeply take complementary fit perspective on exploring value or goal congruence. And complementary fit has been further distinguished according to whether needs are held by the person or environment (Edwards, 1991; Kristof, 1996): (1) the degree to which the needs of the person are fulfilled by intrinsic and extrinsic rewards in the environment is termed needs–supplies fit (French, Caplan & Harrison, 1982; Kristof, 1996); (2) the degree to which needs of the environment are fulfilled by capabilities of the person is called demands–abilities fit, such that environmental needs are reframed as demands imposed on the person (French et al., 1982; Kristof,1996). Additionally, most P-O fit studies have classified to four main categories. The first category of P-O fit centers upon measuring similarity between fundamental characteristics of people and organizations. The most frequently used measure in this conceptualization is the congruence between individual and organizational values (e.g., Kristof-Brown et al., 2005; Ostroff, Shin and Kinicki, 2005). The second 7.

(16) category of P-O fit is goal congruence with organizational leaders or peers (Verquer et al., 2003; Sheldon & Kasser, 2001). The third category of P-O fit is match between individual preferences or needs and organizational systems and structures (Verquer et al., 2003; Cable & DeRue, 2002). This category reflects the needs-supplies fit perspective, while the first two categories primarily concern with the supplementary fit perspective. The four category of P-O fit is the match between the characteristics of individual personality and organizational climate sometimes labeled organizational personality (Verquer et al., 2003; Christiansen, Villanova & Mikulay, 1997). Because organizational climate is frequently operationalized in terms of organizational supplies (such as reward systems or communication patterns), this category is thought to include both complementary and needs-supplies fit perspectives. This study adapts the need and supply view to explore that the fit relationship between people and organization occurs while the organization can satisfy the needs of individual. Additionally, an abundance of research shows that P-O fit has important implications for a variety of outcomes (e.g., applicant attraction, job choice, job satisfaction, organizational commitment, turnover; Chapman, Uggerslev, Carroll, Piasentin, & Jones, 2005; Kristof-Brown et al., 2005; Verquer et al., 2003). P-O fit has more immediate relationship on applicant attraction than other outcomes at the pre-hire stage. Therefore, this study focuses on investigating the link between P-O fit and applicant attraction.. 8.

(17) Figure 2-1 Various Conceptualizations of Person-Organization Fit ( Kristof, 1996). 2.3 Work Motivation 2.3.1 The Concept of Work Motivation The different areas of psychology define and treat the concept of motivation in vastly different ways (Miner, 2006). The basic of motivation is to determine what causes certain behavior to happen and why people are doing what they are doing (Reeve, 1997). People are motivated by a great variety of needs, which in turn vary in order of importance and over time or in different situations. The understanding of human needs is, according to Wright (1989), only the first step towards predicting and influencing work behavior. There is no single definition of work motivation due to the. 9.

(18) complexity of the concept. Some theorists have found it more useful to concentrate on physiological aspects, whilst some stress the behavioral aspects and others the rationality of human beings (Pinder, 1998). Work motivation is that a set of energetic forces that originate both within as well as beyond an individual‟s being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration (Pinder, 1998). Furthermore, Locke and Latham (2004) deeply defined work motivation as the direction (choice), intensity (effort), and duration (persistence) of work behavior. This definition recognizes the influence on work-related behavior of both environmental forces (e.g. organizational reward systems) and forces inherent in the person (e.g. individual needs and motives).. 2.3.2 Theories of Work Motivation In general, there are two main types of work motivation theory that have been used to explain motivational issues like levels of work motivation, job satisfaction and what effects these aspects have on work behaviour (Lundberg, Gudmundson & Andersson, 2009). These theories are called need theories and process theories. While need theories concentrate on the emotional aspects of motivation, process theories of motivation emphasize the role of cognitive processes (however emotional factors are not ignored) (Wright, 1989). Process theories are suitable for in-depth case-studies whereas we believe that need theories provide a more suitable approach in order to reach our objective at a general level. Need theories of motivation will therefore be used in this study. Need theories are based on the assumption that people‟s needs provide the force, which directs action towards fulfillment of these needs (Wright, 1989; Pinder, 1998). Need theories stress the identification of different needs which motivate behavior. By identifying the needs and by fulfilling them it is assumed that people will become motivated at work (Wright, 1989).. 10.

(19) Several theoretical motive systems that emphasized the need for orientation of employees have been developed. Most notable of these are Herzberg‟s two-factor theory (1959), Maslow‟s need hierarchy theory (1954), McClelland‟s three needs (APA) theory (1961), Vroom‟s theory of motivation (1964), and Alderfer‟s existence, relatedness and growth (ERG) theory (1972). Especially, Herzberg was the first scholar who divided motivation to two factors. Therefore, two-factor theory was hereby made descriptions as follows. Two-Factor Theory. Herzberg‟s influential need theory of the 1960‟s, the. two-factor theory, suggested that humans have two different sets of needs and that the different elements of the work situation satisfies or dissatisfies these needs (Wright, 1989). The first set concerns the basic survival needs of a person – the hygiene factors (Herzberg, 1971; Herzberg, Mausner & Bloch Snyderman, 2005). These factors are not directly related to the job itself, but concern the conditions that surround performing that job. The factors are company policy such as reward system, salary, and interpersonal relations (Herzberg, 1971; Herzberg et al., 2005; Tietjen & Myers, 1998). According to Herzberg, these factors can cause dissatisfaction when not satisfied. However, when satisfied these factors do not motivate or cause satisfaction, they only prevent dissatisfaction (Herzberg, 1971; Herzberg et al., 2005). The second set of needs is growth needs, which refers to factors intrinsic within the work itself, for example recognition of a task completed, achievement, responsibility, advancement and work itself. These factors are according to Herzberg, the motivating factors, which implies that humans try to become all that they are capable of becoming and when satisfied they work as motivators (Herzberg, 1971, Herzberg et al., 2005). According to Herzberg, content of work, (e.g. opportunities for responsibility and advancement) is the only way to increase satisfaction and thereby. 11.

(20) enhance work motivation (Wright, 1989). However, when the growth factors are missing this does not cause dissatisfaction, simply an absence of satisfaction (Herzberg, 1971; Herzberg et al., 2005). It is important to note that the growth and hygiene factors are assumed to be separate and distinct, operating independently of one another. In other words, increased hygiene factors do not produce job satisfaction; they simply eliminate job dissatisfaction. Similarly, decreases in the adequacy of growth variable do not produce job dissatisfaction, but preclude job satisfaction (Hoff, Ellis & Crossley, 1988).. 2.3.3 Intrinsic and Extrinsic Work Motivation However, Brief and Aldag (1977) integrated most notable need theories of motivation and proposed the following definition: . Intrinsic work motivation is a cognitive state reflecting the extent to which the worker attributes the force of his or her task behaviors to outcomes derived from the task per se; that is, from outcomes which are not mediated by a source external to the task-person situation. Such a state of motivation can be characterized as a self-fulfilling experience. And intrinsic work motivation to engage in work primarily for its own sake, because the work itself is interesting, engaging, or in some way satisfying. (Amabile, et al., 1994) When intrinsically motivated, people engage in activities that interest them, and they do so freely, with a full sense of volition and without the necessity of material rewards or constraints (Deci & Ryan, 1985).. . Extrinsic work motivation is a cognitive state reflecting the extent to which the worker attributes the force of his or her task behaviors to having and/or expecting to receive or experience some extrinsic outcome. Such a state of motivation can. 12.

(21) be characterized as a regulated or instrumental experience. And extrinsic work motivation to work primarily in response to something apart from the work itself, such as reward or recognition or the dictates of other people(Amabile, et al., 1994). Extrinsic motivation, on the other hand, is instrumental in nature. They are performed not out of interest but because they are believed to be instrumental to some separable consequence (Deci & Ryan, 1985).. 2.4 Organizational characteristics According to the P-O fit theory, it refers that different kinds of applicant are attracted by the different types of organizations (Kristof, 1996; Schneider, 1987). Applicants could not understand the employer without insufficient information so that they only have mere information to make the construction on work situation of the employer (Turban, 2001; Greening & Turban, 2000; Breaugh, 1992; Rynes, 1991). Organizational characteristics influence job attitudes and behaviors of organizational. members.. Therefore,. one. might. expect. that. organizational. characteristics affect applicants' perceptions of and attraction to organizations. Organizational characteristics are easily observable and are likely to affect applicants' impressions of organizations (Rynes & Barber, 1990). In addition, it would form a perception of the individual and the organization fit to influence the attractiveness of the organization. And characteristics that vary across organizations and that can be known with certainty by applicants before job choice are likely to influence applicant attraction to organizations (Turban & Keon, 1993). Some research had specifically investigated the effects of organizational characteristics on job decisions; evidences suggested that different organization characteristics influence different individuals (Turban & Keon, 1993; Judge & Cable, 1997; Turban et al., 2001; Turban, 2001). Furthermore, Judge and Cable (1994) suggested that applicants determine the 13.

(22) intention to apply in terms of the match extent between individual and organizational characteristics. Most researches which discussed the effects of organizational characteristics on job decisions focused on reward systems or pay systems (e.g., Turban & Keon, 1993; Judge & Cable, 1994). However, Brandon (2005) suggested that organizations can proactively mold selected organizational characteristics such as the ability to pay, business strategy, culture, and values as a strategy to attract those considered most desirable in the labor force. Hence this study adopts the organizational systems which conclude the overall organizational strategy to investigate the effects between applicants‟ need and organizational characteristics, to influence impressions of the organization. Characteristics of the overall organizational strategy are presented in Table 2-1.. .. 14.

(23) Table 2-1 the Characteristics of Three Systems Organizational system Individually-based system. Description . Extrinsic rewards tied to individual performance.. . Individual-specific realistic and challenging goals.. . Individual performance evaluated and timely feedback given.. . Promotions made on the basis of individual skill and performance.. . Skill level in workforce built through training and development.. . Jobs designed to increase responsibility, variety, and significance.. Group-based system. . Organizing work around intact groups.. . Having groups charged with selection, training, and rewarding of members.. . Using groups to enforce strong norms for behavior, with group involvement in off-the-job as well as on-the-job behavior.. . Distributing resources on a group rather than individual basis.. . Allowing and perhaps even promoting intergroup rivalry so as to build within-group solidarity.. Organizationally-based system. . Job rotation common so that company loyalty replaces unit loyalty.. . Company-specific training reduces market opportunities and increases value within the organization.. . Long-term employment through explicit or implicit contracts increases company loyalty.. . Decentralized structure with few departments to compete for the loyalty of employees.. . Few status distinctions between organizational levels.. . Individual rewards tied to organizational performance through profit sharing, bonuses, and stock options.. Source: Staw, 1986. Citation in text. 15.

(24) 2.5 Applicant Attraction Recruitment outcomes include applicant attraction to the organization, intention to remain in the selection process, post-hire outcomes such as job performance, and organizational performance (Anderson, 2003; Barber, 1998). Of these, scholars suggest that applicant attraction should be a high priority because it can influence both the applicants‟ intentions to remain in the selection process and the post-hire outcomes (Barber, 1998; Carless, 2005; Rynes, Bretz, & Gerhart, 1991). Clearly, applicant attraction is an important antecedent to other recruitment outcomes. Because it is of the utmost importance that talented applicants with high potential remain in the selection, identifying the factors that increase organizational attractiveness to desirable candidates is a recruitment priority. Applicant attraction may be an important determinant of job acceptance (Rynes & Barber, 1990). Also, the applicant pool may increase if applicants say positive things to other potential employees following their selection experience (Rynes, 1993) or re-apply for jobs with the company in the future.. On the basis of the theoretical and practical value of. applicant attraction, the present study focuses on applicant attraction, rather than other recruitment outcomes.. 16.

(25) Chapter Three Research Methodology 3.1. Research Hypotheses 3.1.1 Overview Person-organization fit (P-O fit) has been defined as the compatibility between people and organizations that occur when at least one entity provides what the other need (Kristof, 1996). Empirical evidence supports that job seekers are affected by congruence between their preferences or need and organizational characteristics (Bretz et al., 1989; Cable & Judge, 1994; Turban & keon, 1993; Turban, et al., 2001). Organizational characteristics may involve aspects such structure, tasks, technology, attitudes and organizational system. Staw (1986) proposed two organizational systems: individually-based system, group-based system and organizationally-based system. Two of the organizational systems (i.e., individually-based system and group-based system) adopted in this study are very common organizational characteristics in Taiwan. Individually-based system represents an environment that encourages and rewards individual behavior. The characteristics of individually-based system tend towards the style of America enterprise which is found from most organizations in Taiwan. And the other system encourages and rewards effort directed at the group's participant. In fact, much of organizational life could be designed around groups (Staw, 1986). And Chinese value the interpersonal relationship; hence the group-based system usually exists in Taiwan. Characteristics of each system are presented in Table 2-1. Schneider (1987) suggested that personality measures may be useful in determining which types of individuals are attracted to which types of organizations.. 17.

(26) While the attractiveness is identified, that is, individuals and organization have a P-O fit relationship. Work motivation is a set of many needs which can answer “why people have to work hard” (Liu, 1991). Generally, individual‟s work motivation has existence with intrinsic and extrinsic (Deci & Ryan, 1985). When people's extrinsic motivation is higher, the features of extrinsic motivation appear more obviously than intrinsic motivation, and vice verse. For example, when individuals are driven by intrinsic motive, they feel the existence of self-determination (Deci and Ryan, 1985). And self-determination is an obviously feature of intrinsic motivation.. 3.1.2 Work motivation-organizational characteristics fit Bretz et al. (1989) compared the degree of variation on need for achievement and need for affiliation between those who choose the organization with the individually-oriented reward system and those who choose the organization with the organizationally-oriented reward system. And the results indicated that subjects who found the individually-oriented system to be more attractive exhibited need for achievement. Therefore, Bretz et al. (1989) further proposed that job seekers with similar needs are attracted to particular organizations and tend to stay in those organizations if their needs are met. The features describe that include a focus on needs for individual effort, achievement and competitive disposition, and pursuit to work challenge and enjoyment. These features of intrinsic work motivation are highly matched with the individually-based organizational characteristics that work by tapping the desires and goals of individuals (Staw, 1986). Hypothesis 1a: When organizations are designed by individually-based, the intrinsic work motivation applicants will perceive that they and those organizations have higher fit than the extrinsic work motivation applicants.. 18.

(27) Alternatively, the features describe that include a desire for high levels of cooperative disposition, and get other people's praise and recognition. These features of extrinsic work motivation are highly matched with the group-based organizational characteristics that work by taking advantage of more social selves, using group pressures and loyalty as the means of enforcing desired behavior and dispensing praise for accomplishment (Staw, 1986). Hypothesis 1b: When organizations are designed by group-based, the extrinsic work motivation applicants will perceive that they and those organizations have higher fit than the intrinsic work motivation applicants. Summarily, subjects finding Individually-based organizational characteristics more attractive should display higher intrinsic motivation while those finding Group-based organizational characteristics more attractive should display higher extrinsic. As the result, this study presents the following hypotheses further. 3.1.3 Work motivation-organizational characteristics fit affect applicant attraction The main purpose of this research extends the concept of P-O fit and investigates the relationship among work motivation, organizational characteristic and applicant attraction. In a recruitment context, P-O fit models generally argue that applicants tend to be attracted to, select, and remain in those organizations whose work environments best match their own personal characteristics or needs (Cable & Judge, 1994; Kristof, 1996). Prior P-O fit studies in the context of recruitment found a positive relationship between P-O fit and applicant attraction (Dineen, Ash & Noe, 2002; Judge & Cable, 1997). Furthermore, some applicant attraction studies (e.g., Kristof-Brown et al., 2005; Chapman et al., 2005) also support that P-O fit is one of relevant predictors of applicant attraction at the pre-hire stage. And theories of need fulfillment (e.g., Locke, 19.

(28) 1976; Rice, McFarlin, Hunt, & Near, 1985) explain the primary mechanism by which needs-supplies fit influence applicant attraction and the attitude to apply (Kristof-Brown, et al., 2005). Some applicant attraction studies found that the different characteristics of organization have diverse attractiveness to different individuals (Turban, 2001; Turban, Lau, Ngo, Chow & Si, 2001; Cable & Judge, 1997; Cable & Judge, 1994). Cable and Judge (1994) proposed that job seekers considered the match degree between the individual self and organizational characteristics to decide to apply. Therefore, this study expects that the relationship between organizational characteristics and individual preferences or needs which form from the conception of needs-supplies fit has effect on applicant attraction. As mentioned above, this study generates the following hypothesis. Hypothesis 2: Work motivation-organizational characteristics fit has a positive influence on applicant attraction.. Based on the outcome of the literature review, this thesis extends the concept of needs-supplies fit. Figure 3-1 shows the predicted relationship between work motivation and organizational characteristics on applicant attraction in a model. The model only shows the Hypothesis 2. According to Hypothesis 1a and 1b, they are discussed in the collocation of work motivation-organizational characteristics fit.. H2. Work motivation-organizational characteristic Fit. Applicant Attraction. Figure 3-1 the Conceptual Framework and Hypotheses. 20.

(29) 3.2. Research Design Primarily, this research attempts to identify component of needs-supplies fit in the recruitment message. We make the assumptions what an employer should send out organizational information in order to attract to job seekers who have intrinsic work motivation (or extrinsic work motivation). Thus, the experimental design used here manipulates. organizational. characteristics. into. two. situations,. that. is,. individually-based setting and group-based setting. And we presume that the different departments usually have the different organizational designs in an organization. An organization should have varied organizational designs that are composed of the different departments. The department is a unit of organizational design. However, the two situations of organizational characteristics could be found from the high technology business. For example, the organizational design emphasizes individuals‟ arrangement in the research and development department of the high technology business (e.g., promotion base on individual performance). And the organizational design has more cooperation-oriented organizational climate and characteristics in the humor resource department of the high technology business (e.g., build within-group solidarity). Thus we determine the high technology business for the experiment design context. Huang, Chang and Du (2002) indicated that firm size, capital, and firm development influenced the receivers‟ perceptions through reading the organizational information. For the reason that this study controls the firm size, capital, and firm development in the experimental design. And work motivation and applicant attraction are directly measured.. 3.3 Sample Bretz et al. (1988) asserted that if the participants have so little work experience (or even have no work experience), the relevant job- or organization-specific 21.

(30) attributes conveyed in the manipulations may be irrelevant. In other words, the participants who lack work experience may understand what the organizational characteristics are from the recruitment message, but they may not know what working under the type of organizational setting would really be like. Oppositely, participants who have more work experience highly realize that (1) setting for affiliation of the group or (2) setting for individual‟s self is more important to work in the organization. These two settings are organizational characteristics which were manipulated in the experimental design. And the two organizational characteristics could be found from the high technology business, that is, individual-oriented and group-oriented. Hence, we select the persons who have work experience and now work in the high technology business as this study‟s subjects. And the population is from Hsinchu Science Park (HSP), Southern Taiwan Science Park (STSP) and Nanzih Export Processing Zone (EPZA).. 3.4 Research Variables 3.4.1. Manipulation of Organizational Characteristics The recruitment messages include two experimental conditions that represent different organizational characteristics. Organizational characteristics of this research adopt the conception of Staw‟s (1986) organizational systems. Individually-based setting manipulation was described as “Promotions and rewards make on the basis of individual skill and performance. And we often arrange training activities in accordance with personal interests.” In the contrary, Group-based setting manipulation was described as “Rewards make on the basis of overall group performance. We organize regular training activities and encourage employees to actively participate in. Generally, we emphasize on within-group solidarity.”. 22.

(31) 3.4.2 Measure of Work Motivation This study adapts Work Preference Inventory (WPI) scale that was developed by Amabile and colleagues (1994) to measure individual‟s work motivation. WPI scale contains 30 items which were divided into basic primary dimensions: intrinsic motivation and extrinsic motivation. Coefficient alpha was 0.72 for intrinsic orientation and 0.73 for extrinsic orientation (Amabile et al., 1994). And each primary dimensions also had two subdimensions. The two intrinsic subdimensions were interpretable as Challenge (5 items) and Enjoyment (10 items), and the two extrinsic subdimensions were interpretable as Compensation (5 items) and Outward (oriented toward the recognition and the dictates of others, 10 items). Nevertheless, this thesis deletes the 4 items that have ambiguous definition on classifying into intrinsic or extrinsic motivation for Chinese and the original (American). They are, “I want to find out how good I really can be at my work.” “I am keenly aware of the income/goals I have for myself.” “I’m not that concerned about exactly what I’m paid.” and “I prefer work I know I can do well over work that stretches my abilities.” Deci and Ryan (1985) suggested that intrinsic and extrinsic motivation might coexist. Thus, individual‟s work motivation only can differentiate the strength of intrinsic and extrinsic, rather than directly categorize individual's motivation as intrinsic or extrinsic. All items are measured on a 6-point Likert type scale ranging from 1 (completely disagree) to 5 (completely agree).. 3.4.3. Measure of Work Motivation-Organizational Characteristics Fit. To measure work motivation and organizational characteristics fit, we modify three items from P-O fit scale (Cable and DeRue, 2002). All items are measured on a 7-point Likert type scale ranging from 1 (completely disagree) to 7 (completely agree). The items are, „„this organization is similar to my ideal organization.‟‟ „„I want the 23.

(32) organizational characteristics which can be found out in this organization.‟‟ and “This organization provided everything and what I want is similar.‟‟ The higher scores indicated that subjects perceived themselves have more fit with the organization.. 3.4.4 Measure of Applicant Attraction We use five items to measure the applicant attraction to the organization. These items were adapted from previous studies on recruitment (Turban & Keon, 1993; Cable & Judge, 1994, 1997). All items are measured on a 5-point Likert type scale ranging from 1 (completely disagree) to 5 (completely agree). An example is, „„I would accept a job offer from the organization, if it were offered.‟‟. 3.4.5 Control Variable Recruiting researchers have investigated gender differences in job attribute preferences and applicant attraction (Chapman et al., 2005). A potential rationale for these gender differences is the influence of role conflict (Wiersma, 1990). For example, job and organizational attributes that reduce conflict with non-work roles (e.g., flexible hours, family-friendly benefits) may be more attractive to women than to men. Nonetheless, female applicants might weigh job and organizational characteristics that have the potential to reduce role conflict more heavily than might men (Chapman et al., 2005). Therefore, gender is considered as the control variable.. 3.5 Data Analysis Methods According to the research purpose of this study and the need for test hypotheses, this study uses SPSS 12.0 statistical software for the analysis tool.. 24.

(33) 3.5.1 Descriptive Statistics All variables use descriptive Statistics analysis to individually explain the variables‟ mean and standard deviation. And the analysis transforms the raw data into a form included frequency allocation and percentage for easy to understand the information of samples.. 3.5.2 Reliability Analysis Test of reliability using internal consistency method is also used to get the Cronbach Alpha of each variable using SPSS 12.0. And the reliability coefficients should meet the acceptance criteria of 0.70 (Nunnally, 1978).. 3.5.3 Correlation Analysis The Pearson‟s correlation analysis is used to explore the correlation between each variable. In addition, this study could confirm the relationship between work motivation-organizational characteristics fit and applicant attraction (that is, H2).. 3.5.4 One-Way ANOVA This study uses one-way ANOVA to test whether the demographic variable (sex, age, educational level, job tenure and department) could influence work motivation, work motivation-organizational characteristics fit and applicant attraction.. 3.5.5 T-test Analysis T-test analysis assesses whether the means of two groups are statistically different from each other. This analysis is appropriate to compare the means of two groups, and especially appropriate as the analysis for the posttest-only two-group randomized experimental design. Thus, this study uses t-test analysis to measure the 25.

(34) relationship among work motivation, organizational characteristics and work motivation -organizational characteristics fit (that is, H1a and H1b).. 3.5.6 Regression Analysis This study uses regression analysis to test the effect of work motivation -organizational characteristics fit on applicant attraction (that is, H2). It has two steps. The first step is entering the control variable (sex) and the second step is entering the independent variable (work motivation -organizational characteristics fit).. 26.

(35) Chapter Four Data Analysis and Results 4.1. Descriptive Statistics 4.1.1 Data Collection The study sample consists of 448 individuals working in the high technology business. The primary data were obtained from several important areas gathering with high technology business in Taiwan (e.g., HSP, STSP and EPZA). In the process of questionnaire distribution, 502 pieces of questionnaires were distributed and 448 collected. After data cleaning, 422 questionnaires were effective samples participated in the study. The total response rate was 89% and the valid response rate was 94%. It is listed in Table 4-1. The 89% overall response rate was higher than expected. This high response rate may have been because this research was implemented using a convenience sample instead of randomly selecting subjects. Table 4-1 Returned and Valid Questionnaires. Questionnaires. Sampled. Returned. Respond rate. Valid. Valid respond rate. 502. 448. 89%. 422. 94%. 4.1.2 Demographic Characteristics The basic information of participants including their sex, age, educational level, job tenure and department is described in detail as follows. The result is listed in Table 4-2. This sample consists of 237 (56.2%) male and 185 (43.8%) female participants. Among the samples, most participants‟ age (187 participants) is 21-30 years old, which occupy 44.3% of the total. The next is the participants‟ age (170 participants) between 31-40 years old, which occupy 40.3%. Education level in sample there are 85 participants (20.1%) with senior high degree, 211 participants 27.

(36) (50.0%) with university degree, and 126 participants (29.9%) with master (or above) degree. About participants‟ job tenure, the most frequency is 5-10 years, includes 144 participants (34.1%). And 1-5 years of job tenure includes 117 participants (27.7%). Additionally, most participants of this study are engineers; hence, the majority participants work in the manufacture department (33.9%) and the research and development department (21.1%).. 28.

(37) Table 4-2 Frequency Distribution of the Sample Characteristic Sex Male. 237. 56.2%. Female. 185. 43.8%. 5. 1.2%. 21 to 30 years old. 187. 44.3%. 31 to 40 years old. 170. 40.3%. 41 to 50 years old. 51. 12.1%. More than 50 years old. 9. 2.1%. Less than junior high school. 0. 0%. Senior high school. 85. 20.1%. University. 211. 50.0%. Master or above. 126. 29.9%. Less than 1 year. 56. 13.3%. 1 to 5 (below) years. 117. 27.7%. 5 to 10 (below) years. 144. 34.1%. 10 to 15 (below) years. 63. 14.9%. 15 to 20 (below) years. 23. 5.5%. More than 20 years. 19. 4.5%. Personnel. 3. 0.7%. Research and development. 89. 21.1%. Finance and Accounting. 67. 15.9%. Manufacture. 143. 33.9%. Marketing. 12. 2.8%. Quality Control. 50. 11.8%. Other. 58. 13.7%. Total. 422. 100%. Age Less than 20 years old. Educational level. Job tenure. Department. 29.

(38) 4.1.3 Manipulation Check Before analyzing the data, it is important to conduct some statistical tests to guarantee that the appropriate findings could be obtained to accurately confirm to the thesis purpose. Organizational characteristics were manipulated through the article written into two types: individually-based and group-based organizational characteristics. In order to assess whether the organizational characteristics manipulation were perceived as intend, participants were asked to choose the right answer from the information they read. Each condition had two questions. There were two choices on the each question for participant, but they had to select one answer based on the recruitment message. In terms of two different conditions, the right answers were coded as right or wrong. Both two questions of each condition have to get right answers, and it just was coded as a right. Chi-square test was conducted, revealing significant result with χ 2=204.825 (p<0.001). The details of manipulation on participants‟ perception were shown in Table 4-3. In the frequency of answers, there are significant difference between right and wrong. It shows that participant could choose the right answer clearly. This suggests that the manipulation of organizational characteristics was successful and respondents correctly identified the emphasis that recruitment messages were design to convey. Table 4-3 Manipulation Check on Organizational Characteristics Variable. Answer. Frequency. Chi-square value. Organizational characteristics (individual-based setting and group-based setting). Right. 358. 204.825***. Wrong. 64. *** P<0.001. 30.

(39) 4.1.4 Analysis in Demographics and Variables This study uses one-way ANOVA and t-test to determine whether or not there are any effects of demographic variables on intrinsic motivation, extrinsic motivation, work motivation-organizational characteristics fit and applicant attraction. As seen Table 4-4, sex has a significant difference on intrinsic motivation. It represents that male job seekers have higher degree on intrinsic motivation than female. Table 4-4 T-test Analysis on Sex and Variables Variables. 1 Male (n=237). Sex (Mean) 2 Female (n=185) t value. Intrinsic. Extrinsic. Work motivation-. Applicant. motivation. motivation. organizational characteristics fit. attraction. 3.8727. 3.6388. 4.7764. 3.6962. 3.7739. 3.5810. 4.6613. 3.7070. 2.323*. 1.472. 1.417. -0.202. *p<0.05 As seen Table 4-5, age has significant differences on intrinsic motivation, extrinsic motivation and work motivation-organizational characteristics fit. And further, we get some comparative results from Scheffe test. It indicates that all 21 to 30 years old, 31 to 40 years old and 41 to 50 years old job seekers have higher degree on intrinsic motivation than below 20 years old. In addition, it also shows that all 21 to 30 years old, 31 to 40 years old, 41 to 50 years old and over 50 years old job seekers have higher degree on work motivation-organizational characteristics fit than below 20 years old. 31.

(40) Table 4 5 One-way ANOVA Analysis on Age and Variables Variables. Intrinsic motivation. Extrinsic motivation. Work motivationorganizational characteristics fit. Applicant attraction. 3.1500. 3.1600. 3.3333. 3.3600. 3.8543. 3.6813. 4.7380. 3.7198. 3.8127. 3.5870. 4.7353. 3.6871. 3.8333. 3.5000. 4.7190. 3.6902. 3.8294. 3.6135. 5.1111. 3.8222. F value. 3.386**. 2.495**. 4.016**. 0.774. Scheffe test. 2>1; 3>1; 4>1. 1 Less than 20 years old (n=5) 2 21 to 30 years old (n=187) Age. 3 31 to 40 years old (n=170). (Mean). 4 41 to 50 years old (n=51) 5 More than 50 years old (n=9). 2>1; 3>1; 4>1; 5>1. **P<0.01 There are significant differences between educational level and intrinsic motivation, extrinsic motivation and work motivation-organizational characteristics fit. It is showed in Table 4-6. From Scheffe test, we could find that the university degree and master (or above) degree job seekers have higher degree on intrinsic motivation and work motivation-organizational characteristics fit than the senior high school degree. And job seekers who have master (or above) degree perceive higher degree on extrinsic motivation than the university degree and the senior high school degree.. 32.

(41) Table 4 6 One-way ANOVA Analysis on Educational Level and Variables Variables. Intrinsic motivation. Extrinsic motivation. Work motivationorganizational characteristics fit. Applicant attraction. 3.5647. 3.5541. 4.4471. 3.6988. 3.8653. 3.5473. 4.7773. 3.6919. 3.9478. 3.7643. 4.8280. 3.7175. F value. 23.247***. 13.475***. 6.326**. 0.086. Scheffe test. 2>1; 3>1. 3>1; 3>2. 2>1; 3>1. 1 Senior. Educational level (Mean). high school (n=85) 2 University (n=211) 3 Master or above (n=126). **P<0.01, ***P<0.001. There are significant differences between job tenure and intrinsic motivation and extrinsic motivation. As seen Table 4-7, job seekers who have below one year job tenure whose perceive higher degree on intrinsic motivation and extrinsic motivation than 10 to 15 (below) years job tenure.. 33.

(42) Table 4- 7 One-way ANOVA Analysis on Job Tenure and Variables Variables. Intrinsic motivation. Extrinsic motivation. Work motivationorganizational characteristics fit. Applicant attraction. 3.9807. 3. 7768. 4.8512. 3.7821. 3.8575. 3.6572. 4.8034. 3.7282. 3.8160. 3.5896. 4.6713. 3.6931. 3.6944. 3.5032. 4.5661. 3.6349. 3.8841. 3.5217. 4.7681. 3.5913. 3.6930. 3.5211. 4.7719. 3.7053. F value. 3.207**. 3.755**. 1.078. 0.677. Scheffe test. 1>4. 1>4. 1 Less than 1 year (n=56) 2 1 to 5 (below) years (n=117) 3 5 to 10 (below) years Job tenure (Mean). (n=144) 4 10 to 15 (below) years (n=63) 5 15 to 20 (below) years (n=23) 6 More than 20 years (n=19). **p<0.01,. From the result of Table 4-8, department has significant differences on intrinsic motivation, extrinsic motivation, work motivation-organizational characteristics fit and applicant attraction. It could explain that different departments have different perceptions on work motivation, P-O fit and applicant attraction. After conduction Scheffe comparison, job seekers who work in research and development department 34.

(43) have higher degree on intrinsic motivation than in manufacture department. Additionally, job seekers who work in research and development department, manufacture department and other department (e.g., purchasing department) have higher degree on extrinsic motivation than in quality control department. Table 4-8 One-way ANOVA Analysis on Department and Variables Variables. Intrinsic motivation. Extrinsic motivation. Work motivationorganizational characteristics fit. Applicant attraction. 4.1111. 3.6667. 5.7778. 4.0667. 3.9522. 3.7427. 4.7940. 3.6921. 3.9117. 3.5597. 4.9055. 3.6836. 4 Manufacture (n=143). 3.7418. 3.6419. 4.6830. 3.7678. 5 Marketing (n=12). 3.7361. 3.6083. 4.3611. 3.4000. 3.7267. 3.3300. 4.4467. 3.4840. 3.8549. 3.6500. 4.7816. 3.8000. 3.449**. 6.608***. 2.949**. 2.907**. 2>4. 2>6; 4>6; 7>6. 1 Personnel (n=3) 2 Research and development (n=89) 3 Finance and Accounting Department (Mean). (n=67). 6 Quality Control (n=50) 7 Other (n=58) F value Scheffe test. **P<0.01, ***P<0.001. 35.

(44) 4.1.5 Work motivation classification Most simply, individuals could be divided into four motivation types: dually motivated, intrinsically motivated, extrinsically motivated, and unmotivated (Amabile, 1994). Additionally, some scholars suggested that intrinsic and extrinsic motivation might coexist (e.g., Deci & Ryan, 1985). Thus, this study divides intrinsic motivation (Mean=3.83, SD=0.44) and extrinsic motivation (Mean=3.61, SD=0.40) into four types: (High intrinsic motivation, High extrinsic motivation), (High intrinsic motivation, Low extrinsic motivation), (Low intrinsic motivation, High extrinsic motivation) and (Low intrinsic motivation, Low extrinsic motivation). As noted early, we don‟t deny that individual have the coexistence of intrinsic motivation and extrinsic motivation. Nevertheless, individuals possibly emphasize more intrinsic motivation (or extrinsic motivation). In terms of the purpose of this study, we only adopt two higher of work motivation type, namely (High intrinsic motivation, Low extrinsic motivation) and (Low intrinsic motivation, High extrinsic motivation) as intrinsic motivation and extrinsic motivation to discuss.. 4.2 Reliability Analysis Reliability means accuracy of measurement questionnaire. This research tests reliability analysis to confirm the internal consistency. Using Cronbach‟s coefficient alpha measures reliability of the four scales. The higher the coefficient of Cronbach‟ alpha is, the stronger the interrelationship of each item of measurement as well as the higher the internal consistency is. In general, alpha value is considered acceptable as it is greater than 0.7 (Nunnally, 1978). Reliability analyses are conducted for intrinsic motivation, extrinsic motivation, work motivation-organizational characteristics fit, and applicant attraction. The reliability coefficients for each variable are reported in Table 4-9. The result indicates 36.

(45) that Cronbach‟ alpha of intrinsic motivation is 0.821(12 items), extrinsic motivation is 0.715(10 items), work motivation-organizational characteristics fit is 0.850(3 items), and applicant attraction is 0.873(5 items). The results are showed in Table 4-9. Especially, the Cronbach‟ alpha of work motivation-organizational characteristics fit (0.850) shows that the internal consistency is high. It could explain the work motivation-organizational characteristics fit scale modified three items from P-O fit scale (Cable & DeRue, 2002) by this study is reliable. Table 4-9 Reliability of Measures Variable. Items 1.. I enjoy tackling problems that are. 2. 3.. completely new to me I enjoy trying to solve complex problems. The more difficult the problem, the more I. 4.. 5. 6. Intrinsic motivation. 7. 8. 9.. alpha value. enjoy trying to solve it I want my work to provide me with opportunities for increasing my knowledge and skills. Curiosity is the driving force behind much of what I do. I prefer to figure things out for myself. What matters most to me is enjoying what I do. I enjoy doing work that is so absorbing that I forget about everything else. It is important for me to have an outlet for self-expression.. 10. No matter what the outcome of a project, I am satisfied if I feel I gained a new experience. 11. I‟m more comfortable when I can set my own goals. 12. It is important for me to be able to do what I most enjoy.. 37. 0.821.

(46) Table 4-9 Reliability of Measures (cont.) 14.. I am strongly motivated by the money I can earn. 15. I am strongly motivated by the 16. 17. 18.. Extrinsic motivation. 19. 21. 22. 23. 26.. Work motivationorganizational characteristics fit. other people. I have to feel that I‟m learning something for that I do.. are going to react to my ideas. I prefer working on projects with clearly specified procedures. I prefer having someone set clear goals for me in my work. This organization is similar to my ideal organization.. 2.. I want the organizational characteristics which can be found out in this organization. This organization provided everything and what I want is similar.. 1. 2. 3. 4. 5.. 0.715. I believe that there is no point in doing a good job if nobody else knows about it. I‟m concerned about how other people. 1.. 3.. Applicant attraction. recognition I can earn from other people. I want other people to find out how good I really can be at my work. I seldom think about salary and promotions. To me, success means doing better than. 0.850. I will actively strive for an interview opportunity of the organization. If the organization offers an interview opportunity, I would go for an interview. I would accept a job offer from the organization, if it were offered. I would like to work in the organization. Overall, the organization is very attractive to me.. 38. 0.873.

(47) 4.3 Correlation Analysis Table 4-10 gives the means, standard deviations and correlations among intrinsic motivation, extrinsic motivation, work motivation-organizational characteristics fit and applicant attraction. This study uses the Pearson‟s correlation coefficient to see what the association level is between each variable. Generally, the correlation coefficient between 0.7-1 represents highly correlated, and the correlation coefficient between 0.3-0.7 means medium correlated, and the correlation coefficient between 0-0.3 represents low correlated. There are significant and positive correlations between each two variables. Especially, work motivation-organizational characteristics fit and applicant attraction have significant and medium positive correlations (0.609, p<0.01). Thus the result supports the relationship illustrated in the formation of research hypothesis (H2). Furthermore, both intrinsic motivation and extrinsic motivation have positive correlations relationship with work motivation-organizational characteristics fit (0.305, p<0.01; 0.208, p<0.01) and applicant attraction (0.261, p<0.01; 0.259, p<0.01).. Table 4-10 Correlations among Variables (N=358) Variable. Mean. SD. 1. 1.Intrinsic motivation. 3.83. 0.44. --. 2.Extrinsic motivation. 3.61. 0.40. 0.209**. --. 3. work motivation-organizational characteristics fit. 4.73. 0.83. 0.305**. 0.208**. --. 4.Applicant Attraction. 3.70. 0.55. 0.261**. 0.259**. 0.609**. ** Correlation is significant at the 0.01 level (2-tailed). 39. 2. 3. 4. --.

(48) 4.4 T-test Analysis (Hypothesis 1a and 1b) In order to explore deeply the collocation about P-O fit, this study uses t-test analysis to examine the relationship between work motivation and organizational characteristics. Work motivation and organizational characteristics can divide into two dimensions respectively. Thus there are four collocations to explain that job seekers have the fit difference between intrinsic motivation and extrinsic motivation in the individually-based/group-based organizational design, and higher intrinsic motivation /extrinsic motivation job seekers have the fit difference between in the individually-based and group-based organizational design. It is showed in Table 4-11. And we hypothesize two collocations (that is, In-I and Ex-G) have fit. Table 4-11 Four Collocations of Work Motivation and Organizational Design Organizational Design Work Motivation. Individually-based. Group-based. Intrinsic motivation. In-I. In-G. Extrinsic motivation. Ex-I. Ex-G. Hypothesis 1a, which focuses on individually-based organizational design, contends that intrinsic motivation job seekers have perceived higher fit than extrinsic motivation job seekers. As seen Table 4-12, there are significant differences between the intrinsic motivation job seekers and extrinsic motivation job seekers in the individually-based organizational design (2.292, p<0.05). Thus Hypothesis 1a is supported. However, Hypothesis 1b predicts that extrinsic motivation job seekers have higher fit in the group-based organizational design than intrinsic motivation job seekers. The result of Table 4-13 shows that there are no significant difference. 40.

(49) between the intrinsic motivation job seekers and extrinsic motivation job seekers in the group-based organizational design (-1.624, p>0.05). It could not provide support for Hypothesis 1b. Table 4-12 T-test for Control on Individually-based Design Work motivation-organizational characteristics fit Work motivation:. Mean. Intrinsic motivation (n=46). 4.826. Extrinsic motivation (n=55). 4.382. t value. 2.292*. * p<0.05. Table 4-13 T-test for Control on Group-based Design Work motivation-organizational characteristics fit Work motivation:. Mean. Intrinsic motivation (n=64). 4.683. Extrinsic motivation (n=42). 4.889. t value. -1.624. 4.5 Regression Analysis (Hypothesis 2) To test the hypothesis 2, regression analysis is used to estimate the relation between work motivation-organizational characteristics fit and applicant attraction. Hypothesis 2 proposed that work motivation and organizational characteristics fit positively affect applicant attraction. The result of regression to test the hypothesis 2. 41.