Techtalent’s Job-

Hopping Storm: Alarm or

Opportunity?
2021/12/29
 BOSS
i s a bo
Case Summary “Chin
ut to
Job-H
o p to
g Che the co
ng Tec mpeti
hnolo tor
CARACTOR AGE POSITION OVERVIEW gy”?
Mr. CHANG 50 Senior Vice President 16 yrs. Responsible for server design and the
development business for single customers. The head
of the largest business division in the company. Lin’s
supervisor.
Mr. LIN 48 Product Manager 13 yrs. Responsible for circuit design and the R&D
Department for single customers.
Mr. CHIU 39 Section Chief 8 yrs. Responsible for circuit design and the R&D for
certain products of single customers. Lin’s
subordinate.
Mr.
CHANG

Mr. LIN

Mr.
CHIU
If you were Lin or Chang, which
option would you choose:
STAY or LEAVE?
Basic Factors Influencing Decisions to Stay or Leave
Staying at Techtalent Leaving for Ching Cheng Technology
Work content Responsible for the server design and Responsible for server design and OEM
R&D business for single customers
CHANG Real salary Estimated annual salary totaling NT&5 Annual salary and performance bonus
million totaling at least NT$7 million
Position Vice president President, Business Division
Work content Responsible for managing the Circuit Responsible for managing the Circuit
Design and R&D Departments for single Design and R&D Divisions
LIN customers
Real salary Annual salary totaling NT&2.8 million Annual salary totaling NT$3.4 million
Position Manager Section Chief
Work content Responsible for circuit design and R&D Responsible for managing circuit
for certain products of single designs and R&D Department 1
customers
CHIU Real salary Annual salary totaling NT$2 million Annual salary totaling NT$2.5 million
Position Section Chief Section Chief and dandidate for
management
Maslow’s Hierarchy of Needs vs. ERG Theory

Source: https://www.pinterest.cl/pin/607704543442619790/
Needs-Based Theories and Analysis
Maslow’s ERF MR. CHANG Mr. LIN Mr. CHIU
Hierarchy of
Needs
Self- Growth
actualization

Self-esteem

Social belonging Relatednes

s

Safety needs Existence

Psychological
needs
What inducements could be
used to retain talents in
Techtalent?
Table 2 Evaluation and Comparison of Chiu’s Choices
Factors to consider Weight Rating (1 to 5) Score Rating (1 to 5) Score

Techtalent Ching Cheng Technology

Future development of the 10 4 40 4 40
company
Treatment/salary 9 3/NT$2 million in annually) 27 5/(NT$2.5 million annually) 45

Personal growth 9 3/Section chief 27 5/ Section chief and candidate 45

opportunities/stage for management
Corporate culture 8 5 40 4 32

Work atmosphere and 8 5 40 3 24

colleague interaction
Superior(s) 7 4 28 3 21

Work content 7 3 (responsible for cirtuit design and R&D for 21 5 (responsible for managing 35
the products of single customers) circuit design and R&D
department 1)
Working hours 6 4 24 3 18

Commute time 5 4 20 2 10

Benefits 5 5 15 4 12

Total: 282 Total: 282

Organizational Inducements
Inducement Types Inducements

INTRINSIC: Intrinsically motivated behaviors are performed 1. Challenging and interesting job
because of the sense of personal satisfaction that they bring. 2. Meaningful job
According to Deci (1971), these behaviors are defined as ones for 3. Participation in decision-making and
which the reward is the satisfaction of performing the activity freedom of creative expression
itself. Intrinsic motivation thus represents engagement in an 4. Continuous professional training
activity for its own sake. For example, if you are in college 5. Autonomous, controllable work
because you enjoy learning new things and expanding your 6. Career mentor
knowledge, you are intrinsically motivated to be there. 7. Tuition reimbursement

EXTRINSIC: Extrinsically motivated behaviors are performed in 1. Retirement benefits

order to receive something from others or avoid certain negative 2. Health care benefits
outcomes. Theorists define extrinsic motivation as “engaging in 3. Job security
an activity to obtain an outcome that is separable from the 4. Clear allocation of responsibilities
activity itself” (deCharms, 1968; Lepper & Greene, 1978). The 5. Reasonable workload
extrinsic motivator is outside of, and acts on, the individual. 6. Safe work environment
Rewards—such as a job promotion, money, a sticker, or candy—are
good examples of extrinsic motivators. Social and emotional
incentives like praise and attention are also extrinsic motivators
since they are bestowed on the individual by another person.
If you were Mr. Lin, how would
you discuss with Mr. Chiu about
his decision to stay or leave?

Will you persuade Mr. Chiu to stay or agree to

him to leave?

Table 2
How could Techtalent prevent
another Job-Hopping storm?