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Beyond Theory Z - Motivation in the Knowledge-Value Era by Joseph J. Haefner Engineering Management
Beyond Theory Z - Motivation in the Knowledge-Value Era
by
Joseph J. HaefnerEngineering Management
Abstract
Employee motivation in the emerging knowledge-value era is an extension of Maslow’s Theory Z. Recent research on motivation has identified theory Z factors affecting employee motivation and performance. The storyboard displays the result of replacing Theory X motivation techniques with Theory Z motivation techniques in a $10,000,000 Production throughput success.
Cost Penalty
Annual Throughput Per Shift
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
A B C
Shift
$10,000,000 Lost
Loss Loss
Theory X Does Not EngageLeadership Environment Individual Positive
Enabling Formulation Org. Values & Dynamics Self-efficacy Valued Work
Task Significance Interest Alignment Prosocial Motivation Enlightened HR Policy
Natural Work Units Trust Commitment Fact-based Management
Intellectual Stimulation Autonomy Self-monitoring Quality Systems
Regulatory Foci Shared Norms Agreeableness Consistency in Task Significance & Performance
Participative Decision-Making
Normative Intrinsic Positive Mood & Attitude High Perceived Utility
Job Design Group Rewards Intrinsic Motivation High Task Interdependence
Extrinsic Motivation Self-determination Task Simplicity
Goal Setting Goal Regulation Low Formalization
Systemic Motivation• The basis for motivation is much more
than Theory X (workers cannot be trusted), and Theory Y (workers can be empowered).
• Motivation is a systemic phenomenon with elements in:– Leadership– Environment– Individual Psychology
Leadership• Enabling formulation• Task significance forming natural work units• Intellectual stimulation• Regulatory foci• Participative decision-making• Job design• Extrinsic motivation• Goal setting
Environment• Social interaction and normative values• Interest alignment• Trust.• Autonomy• Shared norms• Normative intrinsic motivation• Interaction of reward system and socialization
regime
Individual Psychology• Self-efficacy• Prosocial motivation• Commitment.• Self-monitoring• Goal regulation• Agreeableness• Positive mood• Intrinsic motivation• Self-determination
Motivation Deterrence• Employer undervaluing work results.• Punitive focus.• “Impression” management, non-fact based.• Not using Total Quality Management practices.• Inconsistent relationship between task
significance and job performance.• Perceived task utility is low.• Task interdependence is low.• Task complexity.• High task formalization
Low to High Motivational Saturation
0.00
0.50
1.00Non-Deterrent
Leadership
Environment
Individual0.000.20
0.40
0.60
0.80
1.00Non-Deterrent
Leadership
Environment
Individual
The improvement began with Enabling Management & Intellectual Stimulatione.g. technical skills.
Interest alignment, and trust created the positive synergy to release other latent motivational behaviors.
Motivational Engagement SuccessLeadership Environment Individual Positive
Enabling Formulation Social Interaction Self-efficacy Valued Work
Task Significance Interest Alignment Prosocial Motivation Enlightened HR Policy
Natural Work Units Trust Commitment Fact-based Management
Intellectual Stimulation Autonomy Self-monitoring Quality Systems
Regulatory Foci Shared Norms Agreeableness Consistency in Task Significance & Performance
Participative Decision-Making
Normative Intrinsic Positive Mood & Attitude High Perceived Utility
Job Design Group Rewards Intrinsic Motivation High Task Interdependence
Extrinsic Motivation Self-determination Task Simplicity
Goal Setting Goal Regulation Low Formalization
Cost Benefit
Shift C Employees BecameSelf-Motivated And Broke
Production Records
Over $10,000,000 Yield Improvement
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
A B CShift
LossRecovery
MotivationBonus
