Classic economic theory, based as it is on an
inadequate theory of human motivation, could be revolutionized by accepting the
reality of higher human needs, including the impulse to self actualization and
the love for the highest values.-Abraham Maslow
According to Maslow the concept of motivation entails the
idea that higher human needs should spark a productive evolution. Those who are
internally motivated are more likely to accomplish more than those who rewarded
only by externalized rewards. Through job characteristics model it is possible
to theorize how employers can make adjustments that encourage higher levels of
work effort and development.
The job characteristics model seeks to explain how jobs can
be designed to encourage intrinsic motivation Organizational Behavior
researchers Richard Hackman and Greg Oldham tried to create higher levels of
performance through redesigning jobs (Kinicki & Kreitner, 2009). Their goal
was to create higher psychologically motivating states through specific job
adjustments that lend to higher levels of performance.
Accordingly, through the job characteristics model it is
believed that task identification leads to higher levels of motivation. This
identification occurs when workers identify with the tasks and believe them to
be both worthwhile as well as part of their identity within their work
function. Higher levels of task identity lead to higher levels of intrinsic motivation.
When employees feel their work is meaningful this encourages
task-specific motivation and further encourages the attainment of work goals
(Barrick, Mount, & Li, 2013). It is this sense of purpose and contribution
that encourages beneficial psychological states within workers. The higher
their positive psychological emotions and feelings the more motivated they will
be to improve upon their effort and attainment of goals.
Meaningfulness comes from the following concepts (Hackman
& Oldham, 1980):
-Skill Variety: Variety
of skills being used to complete tasks.
-Task identity: The
ability to take ownership over a specific part of a task they can claim as
their work.
-Task Significance:
The extent to which the task influences and helps others.
These three aspects are further enhanced by Autonomy and
Feedback. Autonomy helps a person to feel as though they have the freedom to
determine the scheduling and manner of work being conducted. Feedback allows a
person to gauge their performance through the accurate feedback of others.
Employees who master certain skills eventually want to make decisions on those
tasks which lead to higher levels of innovative improvement.
Intrinsic motivation can be seen influenced by the three
positive psychological traits of meaningfulness, responsibility and knowledge
(Hackman & Oldham, 1980). Employees feel their work is meaningful; they
experience responsibility for the outcomes; and enjoy gaining knowledge about
the work and its outcomes. When these three aspects are together employees will
have positive feelings that further their motivation do better work.
Employees who are externally motivated will be dependent on
financial and social benefits related to their work status. If they do not find
inherent personalized value in their work they will be focused primarily on
externalized results. Externally motivated employees will lack task commitment
and may give up when such external rewards are not forthcoming.
Employers have a natural benefit in encouraging employees to
develop internal motivation. Sometimes it is this feeling that a job done well
is the best feeling in the world. Those who are externally motivated used
externalized feedback to maintain their motivation. Without that motivation
they will lose much of their work steam. Most likely people have a
mixture of internal and external motivational factors that keep them going each
day.
Research has shown that internally motivated people enjoy
their work more often and develop further than externally motivated members.
Even without the social praise and benefits coming from others they keep
learning, working, improving and developing day in and day out. These are the type of employees that will
help an organization through tough times even when they have no reason to do so
other than the sheer satisfaction of doing so. If employers can develop and
encourage this motivation through job design and environmental adjustments they
have a strong incentive to do so.
Barrick, M., Mount, M. & Li, N. (2013). The theory and
purposeful work behavior: the role of personality higher-order goals, and job
characteristics. Academy of Management
Review, 38 (1).
Hackman, J. & Oldham, G. (1980). Work Design. NJ. Pearson Education.
Kinicki, A. & Kreitner, R. (2009). Organizational Behavior: Key concepts, skills & practices (fourth
edition). McGraw-Hill Company.
