Motivation through job design and orientations to work: A theoretical reconstruction and synthesis

Abstract

The research findings and theoretical frameworks of leading proponents of social action and job design approaches to organizational behaviour are critically examined. It is suggested that despite apparent methodological, ontological, and epistemological differences, a theoretical synthesis of these approaches is possible and results in a more comprehensive and robust model of behaviour at work: one which generates more precise predictions and thus opens itself to close scientific and practical scrutiny. The major implication of the proposed model is that any theory which presupposes generic higher-level human needs in work is mistaken, and that values, particularly instrumental ones, play an important though as yet not clearly specified part in determining individual behaviour in organizations.