現在有越來越多的員工不再將金錢視為唯一的工作動機。由於產業競爭激烈，使得工作時間普遍比以往增加許多。然而追求生活與工作的平衡是很多員工的心願，但是在目前的實務運作上卻很難圓滿達成。公司內的各部門主管及人力資源主管應該有更深入的改善或相互合作以提升並維持住員工的工作動機。本論文藉由探討員工工作動機的相關文獻並輔以恩隆案、美國太空總署及台積電的個案彰顯出管理員工已無法只著重於制式化的招募、教育訓練與績效考核的過程。此外，透過訪談高科技產業、傳統製造業及企管顧問業的部門主管跟人力資源主管，歸納分析出可應用於主管、部門、組織三個方面的結論與建議。
關鍵字: 動機因素,部門主管,人力資源主管

There are substantially researches talking about departments with various functions inside companies also external connections with different parties outside. No matter researching which perspective, employees are consistently playing a key role. Regarding to a company, there are some people with more or less specific knowledge backgrounds to be unified. In today’s business world, knowledge apparently becomes a surviving tool. It is the reason that “knowledge economics” was created and develop theories in “knowledge management” field.
As far as managers concerned, employees are a group of people inside the company who should be paid attention to not merely on skin deep level. By means of having further sensitivity to motivation factors of employees, a lot of helpful methods can be found for win-win solutions. If companies expect employees with motivations, the initiative is to figure out how to let employees really make themselves “motivated on jobs” instead of banking on only money matters. It is no doubt that line managers and HR managers should spend time working on this issue since one of the objectives to be managers is to manage people under authorities. This thesis would be practically valuable for managers on supplement by interview results because line managers, human resource managers and employees have extremely close relationships for organization’s brighter future.
Key Words: motivation factor, line manager, human resource manager

List of Content

Chapter 1 Introduction
1.1 Research Motivaiton……………………………………………1
1.2 Research Background………………………………………… 3
1.3 Research Purpose………………………………………………5
1.4 Research Procedure………………………………………………….6
Chapter 2 Literature Review
2.1 Definition of Terms………………………………………………….8
2.2 Overview of Current Theories and Frameworks……………………10
2.3 Case: Enron Corporation……………………………………………27
2.3.1 Enron Introduction…………………………………………….27
2.3.2 Enron’s Organizational Culture……………………………….29
2.3.3 Enron’s Failure………………………………………………..30
2.4 Case: National Aeronautics and Space Administration (NASA)
－ The Space Shuttle Columbia Disaster……………………32
2.4.1 NASA Introduction…………………………………………….32
2.4.2 The Columbia Accident Investigation Board (CAIB)…………33
2.4.3 NASA’s Organizational Culture…………………………34
2.5 Observations from Enron and NASA’s Case………………………38
2.6 Case: Taiwan Semiconductor Manufacturing Company (TSMC)…..39
2.6.1 TSMC Introduction……………………………………39
2.6.2 Human Resource Policy…………………………………41
2.6.3 Human Resource Challenge………………………………43
Chapter 3 Research Proposition………………………………………44
3.1 Motivation Factors of Employees…………………………………44
3.2 Proposition Developed…………………………………………46
Chapter 4 Research Design………………………………………50
Chapter 5 Managerial Implication……………………………………56
Chapter 6 Conclusion and Suggestion…………………………66
6.1 Individual Level………………………………………………66
6.2 Department Level………………………………………………69
6.3 Organization Level……………………………………………70

Reference………………………………………………………………74

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