Prof. Powley's Online Journal: Demotivation and Motivation

Demotivation and Motivation

E. L. Kersten's idea for "motivation" sparked some interesting reactions in our class. Several of you commented on this already (see Paul's entry, Joe's entry, and Alison's entry).

What motivates us? What incentives are most appropriate for particular jobs or tasks? Are rewards and pay simply bribes to "manipulate" workers? What is the role of intrinsic and extrinsic motivation? . . . Read more . . .

Kersten's main point really is one about expectency theory (remember the difference between expectency, valence, and instrumentality). When we perform work for another, we expect to receive something in return, whether it be a reward or equitable compensation for the work we have done. That is to say that there is a clear, valued reward in mind; that there is a clear path to the reward; and that people believe if they follow the path, the reward will be forthcoming.

Hertzberg's model helps us quite a bit in understanding motivation. His basic point is that satisfaction and dissatisfaction are really two different dimensions. Those things that satisfy us in our work are different from those thing that dissatify us. Organizations have to balance the right mix of hygiene factors and motivating factors. Think about your HR Simulation. Promoting from within, thus advancing people in their jobs, providing training for job-related activities, and the like -- these are examples of motivators. Grievance programs, salary, fringe benefits, and the like are hygiene factors -- examples of things that a company might do so as to not "dissatisfy" employees.

You have a question about motivation for overtime work in your simulation. Think about the implications of overtime work. What kinds of things might happen when overtime increases? What kinds of programs might you need in place to deal with the issues that might arise?