Dreasang（1999）認為組織生產力主要是由員工的能力與工作動機所組成。其中，員工的工作動機高低更是關鍵因素，因此員工的工作動機成為組織生產力的核心，可以用來預測工作績效，作為甄選工具。在全球競爭激烈的環境中，人力資源主管在推行新的計畫時需要考慮組織內不同策略間的效用，效用分析可以透過有效且系統性的資料提供資源分配時的決策依據。因此，本研究除了探討內、外在工作動機與工作績效間的關係外，也期望透過BCG和RBN效用分析模型估算出工作動機對工作績效以金錢單位表示的影響程度，並比較兩者間的差異。 本研究以國內某知名媒體控股集團為研究對象，共發放700份問卷，回收460份，回收率為65.7%。工作績效的資料來源有員工自評及主管評工作績效，樣本資料經初步統計運算後，研究結果如下： 實證結果顯示：(1)內、外工作動機皆對員工自評績效有正向影響，即內、外工作動機愈高的員工，其自評工作績效會愈高；(2)內在動機與外在動機對自評工作績效的影響程度相當；(3)內、外在工作動機對主管評工作績效皆無正向影響效果；(4)BCG效用分析模型所計算出工作動機對工作績效以金錢單位表示的影響程度較RBN模型高。 This empirical study examined the relationship between motivation and job performance and used the motivation as a predictor of job performance and estimated the utility of motivation tests by using the Brogden-Cronbach-Gleser and the Raju-Burke-Normand utility models. 369 samples was gathered from the well-known media company. Amabile’s（1994）Work Preference Inventory（WPI）questionnaire is used. This study hypothesized that intrinsic and extrinsic motivation will have positive effect on job performance and the positive effect of intrinsic motivation will be stronger than the effect of extrinsic motivation. The results show that : (1) Intrinsic and extrinsic motivation have positive effect on job performance rated by oneself, but the positive effect of intrinsic motivation is not stronger than extrinsic motivation; (2) Intrinsic and extrinsic motivation have no effect on job performance rated by supervisors and the effect of intrinsic motivation is not stronger than extrinsic motivation; (3) In self-rating performance, total utility in motivation test yields NT$ 14,457,373.45 via Brogden-Cronbach-Gleser model and NT$2,560,829.58 via Raju-Burke-Normand model; (4) In supervisor-rating performance, total utility in motivation test yields NT$ 584,836.37 via Brogden-Cronbach-Gleser model and NT$ 187,079.503 via Raju-Burke-Normand model; (5) The dollar-values calculated by Brogden-Cronbach-Gleser model are higher than the dollar-values calculated by Raju-Burke-Normand model whether the job performance rated by supervisor or oneself.
