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Lamp Li
important
In a modern society, one of the central pro-
considerations
of
production
and
of
interpersonal
and ego-status needs, they are of low-task, lowrelationship kind of people. Their guides are
self-preservation.
sense
among
management
writers,
satisfaction,1
resulting
in misconceptions
the
highly
satisfied employees.
But
effective
Perceived equitable
rewards
Employee's perceptions
of both his worth and
rewards
Intrinsic rewards
(Rewards an employee gives
himself for doing a good job)
People like to do a good job;
The employee himself gives
and controls the reward;
so
Very closely related to
performance;
Extrinsic rewards
(Pay, promotion, employee
benefits, . . .)
Organizationally controlled;
Given through performance
appraisalwhich at best
is an art, so
Not so closely related to
performance as intrinsic
rewards
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Resource utilized
Technology (plant, equipment, process, . . . . )
Raw materials
Personal characteristics:
Age
Sex
Education
Personality
Health
Social, cultural and situational environments:
Family relationship
Social status
Recreational outlets
Activities in the Organization (labor, political,
purely social, etc.)
Economic characteristics of the community
(poor or wealthy)
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leave an organization)
Each decision or
behavior.
learning.
Motivation is a general
What is motivation?
General,
and Secondary
categories.
However,
formulation,
and
instrumentality
Need
(motive,
tension)
<>
Action r*
Motivation
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First level
outcomes
(rewards):
Pay
Recognition
Promotion
Internal
satisfaction
Instrumentality
Second level
outcomes
(need satisfaction):
Power
Security
Esteem
Social
nally
of modern man.
13
installed
generators,
they
"determine"
clear-cut
ing figure:
distinction
between
motivators
and
hygiene factors. The hygiene factors are the exterFigure 4: Herzberg's Two-Factot Theory of Motivation
Uniquely human need
Animal need
corresponds to
corresponds to
taken care by
taken care by
Real motivators
(Satisfiers):
Achievement
Recognition of achievement
Intrinsic interest of the work
Job responsibility
Growth or advancement
Related to
Related to
Job content: directly related to the job
itself
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seems
to
evidence
uni-dimensional:
be
factor
than
either be
But
there are
ees.
many
a job
greater
can
employee
of job
enrichment
motivation.
His applications
many
elaborations
Vroom's theory.
16
or
reconceptualizations of
Generally
speaking, it has
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'Job satisfaction refers to the feeling(s) which an employee has about his total job situation, including other job alternatives available besides his present job.
2
See Dunn and Stephens, Management of Personnel, Manpower Management and Organizational Behavior, McGraw-Hill,
1972, pp. 164-174.
3
But recent studies by biological scientists indicated that needs are not always the cause of human behavior, but a result
of it. They say behavior is often what we do, not why we do it.
'Abraham Maslow, "A Theory of Human Motivation," Psychological Review, July 1943, pp.370-396; also,Motivation
and Personality, Harper & Row, 1954.
8
See Maslow, Eupsychian Management, Irwin & the Dorsey Press, 1965. In a very rough manner, Maslow's need
hierarchy theory can be converted into a content model of work motivation, as follows:
Needs:
Contents:
Self Actualization \
Ego needs
Social needs
Achievement feeling
\
Safety needs
Basic or physiological needs
Pay
Maslow estimated that 85% of basic needs, 70% of security needs, 50% of belonging needs, 40% of esteem needs, and 10% of
self-actualization needs are satisfied in organizations generally (in western societies).
'The following indicate some of the criticisms and modifications:
The specific 5-category system and its internal ordering have little empirical validity, not every one follows exactly
that pattern;
The theory tells us very little about how to activate motivation;
Some management writers classify needs into "higher needs" and "lower needs" (M.A. Wahba and L.G. Bridwell),
or "achievement need" (n Ach), "power need" (n Pow), and "affiliation need" (n Aff) (D.C. McClelland and associates); or "existence," "relatedness," and "growth" (C.P. Aldefer); or "animal need" and "uniquely human need"
(F. Herzberg).
'"See E.E. Lawler, 111,Motivation in Work Organizations, Brooks/Cole publishing Co., 1973, pp. 5-7.
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11
"See Douglas McGregor, The Human Side of Enterprises, McGraw-Hill, 1960. pp. 47-49; Rensis Likert, The Human
Organization, McGraw-Hill, 1967.
12
See, for example, E. Wight Bakke, "The Function of Management", in E.M. Hugh-Jones (ed.) Human Relations and
Modern Management, North Holland PubL Co., 1958; Chris Argyris, Personality and Organization, Harper & Row, 1957;
Warren Bennis, Changing Organizations, McGraw-Hill, 1966; G.H. Litwin and R.A. Stringer, Jr. Motivation and Organizational Climate, Harvard Business School, 1968.
13
For a comparison of some of the characteristics between the adaptive-organic organization structure and the mechanistic-bureaucratic structure, see Ralph M. Hower and Jay W. Lorsch, "Organization Inputs," in John A. Seller, Systems Analysis
in Organizational Behavior, Irwin, 1967, p. 168.
14
See Frederick Herzberg, Bernard Mausner, and Barbara Snyderman, The Motivation to Work, Wiley, 1959, pp. 20-62,
141; Frederick Herzberg, Work and the Nature of Man, The World Publishing Co., 1966, pp. 92-129; "One More Time: How
Do You Motivate Employees?" Harvard Business Review, Jan. Feb. 1968.
15
Victor H. Vroom, Work and Motivation, Wiley, 1964, pp. 14-15, 128.
"See John Camphell, Marvin Dunnette, Edward Lawler III, and Karl Weick, Managerial Behavior, Performance, and
Effectiveness, McGraw-Hill, 1970; Anthony Biglan and Terence Mitchell, "Instrumentality Theories", and Terence Mitchell,
"Expectancy Model of Job Satisfaction, Occupational Preference and Effort: A Theoretical, Methodological and Empirical
Appraisal,"Psychology Bulletin, 82, 1974.
17
Organizational climate is a set of properties of the work environment perceived directly or indirectly by the employees.
Its important dimensions include: leadership patterns, goal-direction, size and structure of the organization, communication
networks, amount of challenge and responsibility, degree and nature of conflict, nature of reward and punishment systems,
etc. There is no unique set of organizational climate dimensions, nor is there one best value for each of those dimensions.
18
In this connection, the reader may refer to "Motivation: Good Theory Poor Application," by Joel K. Leidecker and
James J. Hall, Training and Development Journal, June 1974.
"See, for example, Paul, Robertson and Herzberg, "Job Enrichment Pays Off," Harvard Business Review, Mar.-Apr.
1969; Robert Ford, "Job Enrichment Lessons from AT & T," Harvard Business Review, Jan.-Feb. 1973; William Reif and
Fred Luthans, "Does Job Enrichment Really Pays Off?" California Management Review, Fail 1972; and J. Richard Hackman,
"Is Job Enrichment Just a Fad?" Harvard Business Review, Sept.-Oct. 1975.
2
"See Richard Walton, "How to Counter Alienation in the Plant," Harvard Business Review, Nov.-Dec. 1972.
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