WHAT SHOULD WE DO ABOUT MOTIVATION THEORY? SIX RECOMMENDATIONS FOR THE TWENTY-FIRST CENTURY (original) (raw)

A New Look at Work Motivation: Theory V

It is argued that both Theory X and Theory Y and Maslow's theory, which is taken as the foundation of Theory Y, are inadequate to account for the basic phenomena of work motivation. Theory V (based on the concept of values) is proposed as alternative. This theory consists of six propositions concerned with the issues of: the role of needs and values in guiding action; the role of value attainment in job satisfaction and productivity; the role of money and goal setting as motivators of job performance; techniques for motivating the utilization of knowledge in implementing goals; and the role of social factors as motivators and demotivators of job performance. Conventional wisdom in organizational psychology and organizational behavior holds that the old "Theory X" view of work motivation is outdated and must be replaced by "Theory Y" (McGregor, 1957/1970). Theory Y is based on (or held to be compatible with) Maslow's need hierarchy theory of human motivation which is widely believed to be valid (Maslow, 1954). I would like to suggest that the time has come to replace these shop-worn theories with a more up to date view based on recent developments in the field of work motivation. Before presenting this new view, let us consider the problems with the older views. Theory X assert's that the average man is naturally lazy, has little ambition, seeks to avoid responsibility and is indifferent to organizational needs. Thus management must direct and control employee actions. Without such direction and control, in this view, employees would be passive and resistant to organizational needs. Control is achieved through the use of reward (e.g., money) and punishment. Theory Y, in contrast, holds that people 1 are not naturally lazy or disinterested in work but are only made so by organizational conditions. It asserts that work is natural and that the desire to take responsibility is present in all people. It argues that management's job is to arrange conditions P4-5/A5

Introduction to the Special Issue on Work Motivation

2008

64 INTRODUCTION the continued attention to work motivation in research and theory over the past several decades. For instance, in recent years a special issue on work motivation has been published in the top-tier conceptual journal Academy of Management Review stimulating new theoretical developments in this area. Similarly, scholars have recently called for more empirical research into work motivation theory (eg, Kanfer, Chen, & Pritchard, 2008, Latham & Pinder, 2005; Locke & Latham, 2004).

How the contemporary theories of work motivation complement one another0

work motivation, 2021

For work at every level of an organization to be fruitful motivation need to exist, now the question is what sought of motivation need to be there ? This piece of writing focuses on the overview of four content theories of motivation(work motivation theories): Maslow’s theory of need, Alderfer’s ERG theory, Herzberg’s two-factor theory and McClelland’s Achievement theory and how they complement one another

Outcome-based Theory of Work Motivation

SSRN Electronic Journal, 2000

This paper introduces an outcome-based theory of work motivation. This theory focuses on the individual's expected consequences of his or her action. We identify four different types of expected consequences, or motives. These motives lead to four types of motivation: extrinsic, intrinsic, contributive, and relational. We categorize these outcomes using two criteria: the perceived locus of causality, which defines the origin of the motivation, and the perceived locus of consequence, which defines who receives the consequences of the action. Individuals generally act based on a combination of extrinsic, intrinsic, contributive, and relational motivations, each one having a particular weight. We use the term motivational profile to refer to the particular combination of an individual's motivations in a certain context. Individuals may experience conflict when different alternatives convey different expected consequences (or motives). Resolution of conflicts among motives results in motivational learning. Specifically, the resolution of conflicts among motives of the same type results in calculative learning. On the other hand, the resolution of conflicts among motives of different types results in evaluative learning. Evaluative learning implies a change in the individual's motivational profile.

Work Motivation -Studies of its Determinants and Outcomes

A dress that the reason why son1e workers slowed down their effort towards the end of their day n1ust result from some factor which was preventing these workers from keeping up their effort. The most likely factor was fatigue; workers were not strong enough or sufficiently well nourished to keep their effort up all day.

Self-determination theory and work motivation

Cognitive evaluation theory, which explains the effects of extrinsic motivators on intrinsic motivation, received some initial attention in the organizational literature. However, the simple dichotomy between intrinsic and extrinsic motivation made the theory difficult to apply to work settings. Differentiating extrinsic motivation into types that differ in their degree of autonomy led to self-determination theory, which has received widespread attention in the education, health care, and sport domains. This article describes self-determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior. definitively that tangible rewards undermine intrinsic motivation, recent theories of work motivation have still failed to accept the robustness of the findings. For example, suggested that rewards would not undermine intrinsic motivation if they did not deactivate implicit motives related to task enjoyment. However, the statement was pure speculation, and no empirical support for the speculation was provided. Furthermore, support for the hypothesis that expected, tangible rewards administered engagement-contingently or completion-contingently would undermine intrinsic motivation is so strong that, if Kehr's theoretical speculation were correct, it would mean that these types of rewards must, in fact, deactivate implicit enjoyment motives.

Motivation in organizational behavior: History, advances and prospects

In this article we selectively review major advances in research on motivation in work and organizational behavior since the founding of Organizational Behavior and Human Performance (now Organizational Behavior and Human Decision Processes) 50 years ago. Using a goal-based organizing rubric, we highlight the most impactful articles and summarize research progress over time related to understanding the why, where, how, what, and when of motivation during goal choice and goal enactment. We also note macro-level trends in motivation research published in this journal, including the shift away from publishing new, core theories of work motivation in favor of using new approaches published elsewhere to examine key micro-regulatory processes involved in goal decisions and goal pursuit. We conclude with discussion of promising future research directions.