近年來，企業在因應外在競爭激烈的市場環境下，紛紛採用「績效薪資制度」作為激勵員工以提升績效的方法，尤其對以銷售績效為經營核心目標的企業而言，績效薪資制度都有不錯的成效。但企業需要去思考的是金錢上的酬償與員工績效間是否具有強烈的連結關係，又是否真能達到激勵員工的作用，是本研究欲探的重點。由於房屋仲介產業特性的關係，組織的存續是直接與員工的績效緊緊相連，因此，本研究以房屋仲介的業務人員為研究對象，探討績效薪酬對業務人員工作績效的關係、及績效薪酬是否會透過工作動機間接的影響業務人員工作績效，另外，亦探討績效薪酬透過業務人員的個人報酬導向及組織的管理機制調節後是否會對業務人員的工作績效造成影響。
本研究採用問卷調查方法，針對台北、台中及高雄三大主要城市的房屋仲介公司進行研究，共發放500份問卷，回收425份問卷，其中346份為有效問卷，經統計分析，主要發現如下：
一、績效薪酬對行為績效有正向的影響。
二、績效薪酬對結果績效有正向的影響。
三、績效薪酬對工作動機構面中的工作樂趣性、薪酬重要性有正向的影響，但對工作挑戰性及認同感追求無顯著影響。
四、工作動機構面中的工作挑戰性、工作樂趣性及薪酬重要性對行為績效有正向的影響，惟有認同感追求對行為績效無顯著影響。
五、工作動機構面中的工作挑戰性、工作樂趣性、薪酬重要性及認同感追求對結果績效有正向的影響。
六、績效薪酬會透過工作動機的中介效果而影響業務人員的工作績效。
1. 績效薪酬會透過工作動機的中介效果而影響業務人員的行為績效。
2. 績效薪酬會透過工作動機的中介效果而影響業務人員的結果績效。
七、報酬導向對績效薪酬與行為績效之間的關係無顯著調節效果。
1. 內在報酬導向與績效薪酬的交互作用對行為績效無顯著調節效果。
2. 外在報酬導向與績效薪酬的交互作用對行為績效無顯著調節效果。
八、報酬導向對績效薪酬與結果績效之間的關係無顯著調節效果。
1. 內在報酬導向與績效薪酬的交互作用對結果績效無顯著調節效果。
2. 外在報酬導向與績效薪酬的交互作用對結果績效無顯著調節效果。
九、組織管理機制對績效薪酬與行為績效之間的關係有調節效果。
1. 銷售成果管理機制與績效薪酬的交互作用對行為績效有負向的調節效果。
2. 銷售技能管理機制與績效薪酬的交互作用對行為績效有負向的調節效果。
十、組織管理機制對績效薪酬與結果績效之間的關係有調節效果。
1. 銷售成果管理機制與績效薪酬的交互作用對結果績效無顯著調節效果。
2. 銷售技能管理機制與績效薪酬的交互作用對結果績效有負向的調節效果。

In these years, more and more organizations adopt “pay for performance programs” to encourage employees to increase their performance in order to survive from the intensively industrial competition. For the organizations which value the sales performance as nuclear operating target, pay for performance programs seem to work out fairly. However, organizations still need to figure out if the pecuniary compensation really relate to employees’ performance and if the pecuniary compensation really encourage employees for better performance which are also the main discussions for this research. The characteristics of real estate industrial is that the realtors’ performance directly relate to the continuity of the organization. Therefore, this research conducts realtors to discuss the connection between performance contingent compensation and sales personnel performance. This research also discusses if performance contingent compensation would indirectly affect sales personnel performance by working motivation. At the same time, it discuesses how the performance contingent compensation affects sales personnel performance accroding to the differentiation of their personal reward orientation and sales control system in the organizations.
This research is conducted through opinion survey to realtors in Taipei, Taichung, and Kaohsiung City. Within the total number of 500 copies of questionnaires, 425 copies are retrieved, and 346 copies are valid. With statistics analysis, the findings of the research are summarized as follows:
1.Performance contingent compensation has positive impact on behavioral performance.
2.Performance contingent compensation has positive impact on outcome performance.
3.Performance contingent compensation has positive impact on task enjoyment and compensation seeking from the aspect of working motivation, but it has unapparent impact on challenge seeking and recognition seeking.
4.Behavioral performance has positive impact on challenge seeking, task enjoyment, and compensation seeking from the aspect of working motivation, but it has unapparent impact on recognition seeking.
5.Outcome performance has positive impact on challenge seeking, task enjoyment, compensation seeking, and recognition seeking from the aspect of working motivation.
6.Working motivation mediates the relationship between performance contingent compensation and sales personnel performance.
a. Working motivation mediates the relationship between performance contingent compensation and sales personnel behavioral performance.
b. Working motivation mediates the relationship between performance contingent compensation and sales personnel outcome performance.
7.Reward oriented has unapparent interference effect on performance contingent compensation and behavioral performance.
a. Intrinsic reward oriented has unapparent interference effect on performance contingent and behavioral performance.
b. Extrinsic reward oriented has unapparent interference effect on performance contingent and behavioral performance.
8.Reward oriented has unapparent interference effect on performance contingent compensation and outcome performance.
a. Intrinsic reward oriented has unapparent interference effect on performance contingent and outcome performance.
b. Extrinsic reward oriented has unapparent interference effect on performance contingent and outcome performance.
9.Sales control system has interference effect on performance contingent compensation and behavioral performance.
a. Activity control has negative interference effect on performance contingent and behavioral performance.
b. Capability control has negative interference effect on performance contingent and behavioral performance.
10.Sales control system has interference effect on performance contingent compensation and outcome performance.
a. Activity control has unapparent interference effect on performance contingent and outcome performance.
b. Capability control has negative interference effect on performance contingent and outcome performance.

第一章 緒論 ........................................................................1
第一節 研究背景................................................................1
第二節 研究動機................................................................3
第三節 研究目的................................................................5
第四節 研究流程................................................................7

第二章 文獻探討...............................................................10
第一節 績效薪酬...............................................................10
第二節 台灣房屋仲介業薪資制度...................................14
第三節 工作績效...............................................................19
第四節 工作動機...............................................................23
第五節 報酬導向...............................................................33
第六節 組織管理機制.......................................................36

第三章 研究方法...............................................................40
第一節 研究架構與研究假設...........................................40
第二節 操作性定義與衡量方式.......................................44
第三節 資料蒐集方法與樣本特性分析...........................53
第四節 資料分析方法.......................................................56

第四章 資料分析與討論...................................................57
第一節 各項研究變數之描述性統計分析.......................57
第二節 不同個人屬性在各研究變項上之差異分析.......59
第三節 績效薪酬與工作動機、工作績效之間相關性分析.........................................................................73
第四節 各研究變項之影響性分析...................................76
第五節 工作動機之中介效果分析與探討.......................82第六節 報酬導向、組織管理機制之調節效果分析與探
討.........................................................................85

第五章 結論與建議...........................................................97
第一節 研究結論與管理意涵...........................................97
第二節 研究限制與後續研究建議.................................106

參考文獻 ..........................................................................108
一、中文部分...................................................................108
二、英文部分...................................................................110

附錄一、英文原始量表...................................................116
附錄二、正式問卷...........................................................118

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