Theory Of Work Motivation Research Articles

The changing face of work in the United States: Implications for individual, institutional, and societal survival.

Changes in the world of work are posing major challenges to workers, institutions, and society. Not only has the nature of work been affected by the changing work environment, increased global competition, and technological revolutions, but the characteristics of the workforce can only be described as revolutionary. Societal forces have resulted in what the authors call the "changing complexion of the workforce", the "feminization of the workforce", and the "graying of the workforce". Traditional theories of work motivation, employer-employee relations, and the role of psychology must also evolve to accommodate this challenge. The collision of these structural and demographic forces has resulted in major upheaval in society and the world of work. The authors discuss implications of these changes and urge psychologists to use their accumulated knowledge and wisdom to positively impact social policy for the greater good of people, institutions, and society.

Misbehavior in Organizations: A Motivational Framework

Observers of organizations recognize now that work related misconduct is both pervasive and costly. There is ample evidence that members of organizations sabotage processes, steal company property, harass others, cheat the government, or mislead customers. Companies and the public pay dearly. What are the motivational forces that drive organizational members to exhibit such varied forms of misconduct? Are these forces different from those that drive them to engage in constructive behavior? What kinds of personal and organizational factors influence such acts of intentional misbehavior? Our basic objectives in this paper are three-fold; first, to formally define a new construct of Organizational Misbehavior (OMB), and to discuss the theoretical implications of the definition; second, to identify different types of OMB; and third, to develop a conceptual framework that would allow the inclusion of OMB in a comprehensive theory of work motivation, applicable to both proper and improper conduct. We define Organizational Misbehavior as “any intentional action by members of organizations that violates core organizational and/or societal norms.” A crucial element in the definition is the intention underlying the misbehavior. It therefore serves as the basis for the distinction among three types or organizational misbehavior: (a) OMB Type S, misbehavior that intends to benefit the self; (b) OMB Type O, misbehavior that intends to benefit the organization; and (c) OMB Type D, misbehavior that intends to inflict damage. In order to integrate these forms of misconduct within a comprehensive motivational framework, we use the distinction between normative and instrumental sources of motivation. We propose that people who engage in OMB Type S are primarily motivated by self-interest consideration (i.e., instrumental processes), whereas those that perpetrate OMB Type O do so mostly because of strong identification with and loyalty to their organization (i.e., normative processes). OMB Type D, however, may he triggered by either instrumental or normative forces, or by both at the same time. The various instrumental and normative factors that influence misbehavior are not only personal; they can also be organizational. On the individual level, we refer to such factors as the stage of moral development and personal need satisfaction At the organization level, we examine the role of such factors as organization culture and cohesiveness. We finally use the instrumental-normative framework to derive a set of formal propositions about the effects of some of these factors on the form and intensity of OMB.

Different kinds of work, different kinds of pay: An examination of the overjustification effect

The Overjustification effect demonstrates that payment for an activity can have negative after-effects on performance. The implications of this effect for work motivation theory are discussed and it is argued that the overjustification effect is best regarded as being driven by a single source of work motivation (motivation to control). This is contrasted with theories that either advocate two sources of work motivation (intrinsic and extrinsic motivation) or that disregard work motivation in their analysis of the overjustification effect. An economic analysis of the many different instances of people's paid and unpaid activities shows how a motivation to control one's environment induces people to dislike activities that are paid. A distinction is made between payment in general, which is thought to make people regard their activity as one of work and monetary payment, which is thought to make people feel relatively deprived of the outcomes of their work.

The Concept of Ideology and Work Motivation

Shamir (1991: 405) noted that 'current reviews of work-motivation theories are unanimous in their dissatisfaction with the state-of-the-art'. He concluded that existing theories offer an inadequate account of the impetus of employ ment and should be 'supplemented by a self-concept based theory of work motivation'. This paper suggests that the concept of ideology can provide a foundation for this kind of theory. First, it attempts to elucidate the explanatory power of the concept of ideology in the context of understanding the effective performance of organizational members. Second, it indicates how ideology can be shown to address the issues of organizational dynamism which Shamir found to be problematic. Third, it shows how the nature of ideologic, in con junction with the substance of ideological belief, offers an explanation of the variety to be found in organizational behaviour.

Motivation Theories’ Lacklustre Performance: Identity at Work as Explanation for Expended Effort

Summary Reviews of work motivation have been unanimous in their dissatisfaction with the existing conceptions. These have argued that such findings do not represent the real situation in present work organizations. Such critique stresses that existing notions of motivation are sufficient, but that they need to be re‐conceptualized or re‐ordered. Moreover, they do not feel that such a failure to predict present outcomes requires a new theory, only new clothes for old bodies. This article firstly presents a few caveats of the existing motivation theories before moving on to outline Shamir's (1990) revolutionary self‐concept based theory of work motivation.

The relationship between psychological climate and work motivation in a retail environment

Among the antecedents of motivation, psychological climate has been regarded as one of the most significant contributors to an individual's motivation. This research uses the Vroom Expectancy Theory (VIE) of Work Motivation (1964) to examine the relationship between psychological climate and work motivation of management employees within the retail industry. Motivation was examined as an aggregate subject rather than looking at valence, instrumentality or expectancy. Resulting psychological climate subscales included a job characteristic, a supervisor characteristic and an organizational characteristic. Results confirm that an employee's psychological climate beliefs have a significant effect on work motivation within the retail industry. By understanding the areas within psychological climate that effect work motivation, educators will be able to structure course content to assist students in developing a professional perspective. Human resources management can use this information to analyze the store's...

Review of Compensation: Effective reward management.

Managing people in an organization requires an understanding of how to motivate employees through well - designed reward or compensation systems. This text's objective is to achieve this understanding in a coherent manner, while properly integrating motivational theories and management practices. The book is organized around a model of effective reward management derived from expectancy theory (Vroom, 1964; Lawler, 1971). This model is used to examine the nature of organizational rewards from a motivational perspective and to develop a diagnostic procedure for evaluating reward effectiveness. Most importantly, the text incorporates unique Canadian issues, legislation, and practices related to compensation management not simply as a afterthought but as a integral part of the presentation.Following an introduction to the subject of compensation and the effective reward management model, the remaining chapters in the text are organized into four sections. Part 1 -- The Strategic Influence of Environment -- explores the impact of various factors, events, and institutions on the composition and goals of reward systems. Part II -- Theoretical Approaches to Compensation Design and Management -- examines content and process theories of work motivation as well as the determinants of pay satisfaction, including job design issues. Part III -- Processes and Techniques in Designing the Compensation System -- illustrates those methods which are critical to the success of reward systems. Part IV -- Managing the Compensation System -- addresses the key managerial issues and concerns in the design, administration, and evaluation of reward systems.The book's uniqueness does not reside in the presentation of new research or theories but, as the authors recognize, in being a structured, logical guide to compensation theory and practice. The text is designed for use at both the undergraduate and graduate levels and as a resource by compensation specialists and management consultants. Accordingly, each chapter begins with a synopsis and a set of learning objectives and ends with a summary, a list of key terms, a set of review and discussion questions, and one or more practical exercises or cases. The material is beautifully written and clearly presented. The text is free of jargon and cliches. Constructs and technical terms are carefully defined and illustrated with practical examples, making the text highly readable and understandable for the average undergraduate.Nonetheless, the text does have flaws. The four sections are not given equal coverage. Both Part I and IV consist of only one brief chapter each. Part I, which explores environmental constraints on reward systems is mostly a listing of those factors without any in - depth discussion. This approach would be acceptable if the influence of these environmental factors were meaningfully integrated into the following material; for the most part, they are not. The discussion related to the role of unions on compensation systems illustrates this point. The initial presentation amounts to a statement that Unions, then, are a critical influence on organizations and their compensation programmes (p. 25). Further references to unions consist of statements of the type that unions may be opposed to a certain technique or that union involvement or cooperation will be necessary for the success of a programme. While the authors do recognize that in many cases the reward system will be the product of union - management negotiations, they do not give the reader any insights into how negotiated systems compare to those where management is free to act unilaterally. …

Promouvoir l'engagement au travail : une approche judicieuse pour l’entreprise africaine ?

How to promote commitment to work : the right approach for the african enterprise ? Against the ethnocentricity of North American behaviourist theories of work motivation and the inevitably reducing approach that they induce, this article with the notion of commitment to work proposes a wider approach which gives sense to staff motivation as the core of the problem. In fact, the significance, often overlooked, of the non rational factor (perception, values or symbolism) is thus restored and the possibility of a better comprehension of the cultural logic proper to the African work environment is then offered.

Development of the Goal Setting Support Scale GSSS: Subordinate Assessment of Supervisory Support in the Goal-Setting Process

Goal setting has been described as one of the most valid and effective theories of work motivation. In this study the authors report on the development of the Goal Setting Support Scale (GSSS), a self-report measure of supervisory support received, designed specifically for the goal-setting process. Supervisory support is identified as an important element of the goal-setting process, yet existing measures are criticized for being inadequate. To address this, the proposed scale is based conceptually on House's typology of social support. Based on the findings across four managerial samples ( N = 369), the measure evidenced favourable psychometric properties. Theoretical and practical implications are discussed.

Understanding and Managing Public Organizations

Tables, Figures, and Exhibits.Preface.The Author.PART ONE: THE DYNAMIC CONTEXT OF PUBLIC ORGANIZATIONS.1. The Challenge of Effective Public Organization and Management.2. Understanding the Study of Organizations: A Historical Review.3. What Makes Public Organizations Distinctive.4. Analyzing the Environment of Public Organizations.5. The Impact of Political Power and Public Policy.PART TWO: KEY DIMENSIONS OF ORGANIZING AND MANAGING.6. Organizational Goals and Effectiveness.7. Formulating and Achieving Purpose: Power, Strategy, and Decision Making.8. Organizational Structure, Design, Technology, and Information Technology.9. Understanding People in Public Organizations: Values and Motives.10. Understanding People in Public Organizations: Theories of Work Motivation and Work-Related Attitudes.11. Leadership, Managerial Roles, and Organizational Culture.12. Teamwork: Understanding Communication and Conflict in and Among Groups.PART THREE: STRATEGIES FOR MANAGING AND IMPROVING PUBLIC ORGANIZATIONS.13. Managing Organizational Change and Development.14. Advancing Effective Management in the Public Sector.References.Name Index.Subject Index.

The motivation sequence, the motivation hub, and the motivation core

Cognitive self-regulation theories are discussed in relation to other work motivation theories and to key concepts in the realm of motivation.

A multivariate test of the job characteristics theory of work motivation

AbstractThis paper reports the results of a multivariate test of the Job Characteristics Theory of Work Motivation using data from employees of a state agency in the United States. A canonical correlation analysis was done first to determine whether there was a statistically significant multivariate relationship among the variables. A hierarchical multiple regression analysis was then done to test main effects and interactions. The results of the study were mostly supportive of predictions from the theory. The interactions with Growth Need Strength were different in form for low and high GNS people. The implications of the results for both the theory and job redesign practice are discussed.

Meaning, Self and Motivation in Organizations

This paper claims that current work motivation theories are restricted in certain respects due to their overreliance on individualistic-hedonistic assumptions and their over-emphasis of cognitive-calculative processess. It is suggested that a self-concept based theory should be added to the existing core of theories in order to overcome their limitations. Certain assumptions about the relationships between the self-concept and behaviour are presented, followed by a series of theoretical propositions and some research suggestions. The implications of the theory for organizational commitment, collective work behaviour, transformational leadership and symbolic management are briefly discussed.

Work Motivation and Satisfaction: Light at the End of the Tunnel

After decades of research it is now possible to offer a coherent, data-based theory of work motivation and job satisfaction. The present model combines aspects of the following theories: goal setting, expectancy, social-cognitive, attribution, job characteristics, equity, and turnover-commitment. The resulting model is called the high performance cycle. It begins with organizational members being faced with high challenge or difficult goals. If high challenge is accompanied by high expectancy of success or self-efficacy, high performance results, given that there is: commitment to the goals, feedback, adequate ability, and low situational constraints. High performance is achieved through four mechanisms, direction of attention and action, effort, persistence, and the development of task strategies and plans. High performance, if rewarding, leads to job satisfaction, which in turn facilitates commitment to the organization and its goals. The model has implications for leadership, self-management, and education.

Calculations, Values, and Identities: The Sources of Collectivistic Work Motivation

This paper argues for the further development of work motivation theories to include better links between the individual and the collectivity, in order to more adequately explain individual contributions to collective work efforts. Three co-determinants of collectivistic work motivation are discussed: calculative considerations, moral commitments, and the affirmation of identities. It is argued that perceived collective efficacy and social rewards and sanctions should be given a central place in calculative models of collectivistic work motivation. It is further argued that moral commitments and identity affirmation should not be reduced to cost-benefit calculations because doing so denies the social origins of collectivistic motivation, and masks the potential importance of these factors in explanations of collective action.

Engineers in Britain: A Sociological Study of the Engineering Dimension.

One.- 1 Introduction: Sociology and Engineering.- 2 Engineering and the Social Process.- 3 Engineering and the British Economic Problem.- 4 The British Economy in Context.- 5 The Legal and Political Context of Engineering.- Two.- 6 Engineering Education.- 7 Theories of Work Motivation and Job Satisfaction.- 8 The Colleagues of the Engineer.- 9 The Organization and Experience of Engineering.- 10 Engineers, Professional Associations and Trade Unions.- 11 Engineering Work: The Division of Labour.- 12 Conclusions.- References.- Authorlndex.

Professional identity in institutions of higher learning in Israel

Members of the faculties of Engineering and Sciences were surveyed at the Israel Institute of Technology (N = 247) and Tel Aviv University (N = 112) as to identification with, criticism of, and feelings about their respective institutions, as well as recommendations for possible improvement. Findings showed that a strong professional identity coexists with a pronounced critical stance. Findings are consistent with Herzberg's two-factor theory of work motivation that views higherorder “motivators”, such as the professional identity here assessed, as relatively independent of lower-order “hygiene” needs, mainly working conditions. The strong professional identity of engineering and science faculties would seem to minimize the likelihood of a massive exodus to industry.

Work plan availability and performance: An assessment of task strategy priming on subsequent task completion

The relation of task strategy planning to task performance was explored using a series of laboratory investigations. The first study examined the influence of providing a subject a work strategy and a specific work goal on his or her subsequent performance. A total of 72 subjects participated in a 2 (goal) × 2 (task strategy priming) × 3 (performance period) × 3 (task type) repeated measures, factorial design study. The results demonstrate that task strategy priming and goal setting increase the amount of an individual's planning and directs the type of plan developed. A second study was conducted ( n = 90) to further explore the effect of task strategy priming on planning and performance. Taken together, the results of the studies demonstrate that (a) goal setting increases strategic planning, (b) priming influences the amount and type of planning engaged in by an individual, and (c) task performance varies as the result of the type of plan an individual develops. The results are discussed as a means of expanding the use of cognitive constructs in theories of work motivation.

Social Foundations of Thought and Action: A Social-Cognitive ViewSocial Foundations of Thought and Action: A Social-Cognitive View, by Bandura Albert. Englewood Cliffs, NJ: Prentice-Hall, 1986, 617 pp., cloth.

Academy of Management ReviewVol. 12, No. 1 Book ReviewsSocial Foundations of Thought and Action: A Social-Cognitive ViewEdwin A. LockeEdwin A. Locke University of Maryland, College Park, MD.Published Online:1 Jan 1987https://doi.org/10.5465/amr.1987.4306538AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleAbstractThe article reviews the book “Social Foundations of Thought and Action: A Social-Cognitive View,” by Albert Bandura.ReferencesBandura A. (1977) Social learning theory. Englewood Cliffs, NJ: Prentice-Hall. Google ScholarGist M. E. (in press) Self-efficacy: A review of theory and research with implications for organizational behavior, and human resource management. Academy of Management Review. Google ScholarLocke E. A. , Henne D. (1986) Work motivation theories. In Cooper C.Robertson I. (Eds.), International review of industrial and organizational psychology (pp. 1–35). Chichester, England: Wiley. Google ScholarLocke E. A. , Motowidlo S. J. , Bobko P. (in press) Using self-efficacy theory to resolve the conflict between goal theory and expectancy theory. Journal of Social and Clinical Psychology. Google ScholarFiguresReferencesRelatedDetails Vol. 12, No. 1 Permissions Metrics in the past 12 months History Published online 1 January 1987 Published in print 1 January 1987 Information© Academy of Management ReviewKeywordsBOOKS — ReviewsORGANIZATIONAL behaviorNONFICTIONDownload PDF

A field experimental test of the moderating effects of growth need strength on productivity.

The literature on growth need strength (GNS) as a moderator in organizational research, particularly the job characteristics model of work motivation, is reviewed. This review reveals a preponderance of inappropriate cross-sectional surveys and few appropriate experimental tests in the field on the GNS moderator hypothesis. Next, an incremental model of growth opportunity is contrasted with that of the general level of motivating potential. It is proposed that one should manipulate growth opportunities (increments) being offered to employees in an experimental design to test GNS as a moderator in a theory of motivation. A field experiment using this approach is described. Growth opportunities were manipulated by a vertical collaboration offer based on the leader-member exchange (LMX) model. Results of this experiment demonstrated statistically significant interaction effects between GNS and growth opportunity. As predicted, only high GNS employees responded to the growth opportunity (a 55% increase in quantity produced). This increase in quantity was not made at the expense of quality; the number of errors per week also decreased for this group. The implications of these results for future research on the moderating effects of GNS are discussed. The job characteristics model (Hackman & Lawler, 1971; Hackman & Oldham, 1976) hypothesizes that employee growth need strength (GNS) will moderate the relationship between job characteristics and work outcomes. Growth needs are denned as strong needs for personal challenge and accomplishment, for learning, and for professional development. The model assumes that not all employees appreciate jobs high in motivating potential. Only employees having strong growth needs are predicted to develop strong internal motivation when working on complex, challenging jobs. Others, with less strong needs for growth, will be less likely to take advantage of opportunities for professional development provided by a job high in motivating potential. The concept of growth need strength (GNS) is crucial to the theory of work motivation underlying the job characteristics