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Similar to Herzberg Theory X suggests that people work for extrinsic reasons,Theory Y suggests that people work for the intrisic benefits work brings.

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Work is as natural for humans as rest and play

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There is also a Theory Z Ouchi, aligned more closely to the japanese styleenvironment typified by:

Long term employmentSlow promotionCompany specific skills with a specialised career pathParticipative decision making by consensusBroad concern for welfareEmphasis on trust

Type I - Pink

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Motivation 1.0 = survival Motivation 2.0 = punishments and rewards

Motivation 3.0 = Type 1 behaviour The satisfaction of the activity The third drive theperformance of the task

3.0 requiresAutonomy, over what, when, who, and howMastery, becoming better at something that mattersPurpose A cause greater than themselves

Atlassian Fedex daysIf-then rewards can do more harm than good particularly for conceotual tasksROWE Results Only Work Environment Best Buy

Carrots and sticks still effective for rule or routine based work

The Sawyer effect turning work into play (and vice versaThe Candle experiment demonstrates functional fixedness

Draws on the academic work of Mihaly Csikszentmihalyi, Douglas McGregor, Peter Drucker,Gary Hemel, Edward Deci, Carol Dweck

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Valence = the anticipated satisfaction from an outcome Expectancy = The expectation that effort will lead to performance

Instrumentality = The belief that performance will lead to rewardIf an employee either does not care about getting a raise (Valence=0), does not thinkthat harder work will lead to higher performance (expectancy=0) or thinks that betterperformance will not be rewarded (instrumentality=0) the motivational force will be0.Where:V=sum of the Valences of all outcomes

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Effort = (EP)x[(PO)xV] DECIDING ON THE ATTRACTIVENESS OF ALTERNATIVE BEHAVIOUR, TWO

TYPES OF EXPECTANCIES TO BE CONSIDERED

Effort performance [E>P] that given amount of effort will result inachieving intended level of performance

Performance outcome [P>O] perception that a given level of performance will actuallky lead to related outcomes

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Changes to inputs = work less hours or reduce amount or quality of work Changes to outcomes = push for better pay, promotion etc

Cognitive distortion of inputs = distorted belief about hard they are really working orrelevance of a qualification.Leaving the field = resigning or absenteeismActing on others = get others to lower their inputsComparing the object of comparison = maintaining comparison of a colleaguerecently promoted

Managers can change outcomes pay etc or instigate somebody to transfer/leave.

Managers must be aware of the importance of employees perceptions and recognisethe need to treat people fairly and equitably

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Goal theory [goal setting] Peoples goals or intentions play important part in determining behaviour

People strive to achieve goals in order to satisfy their emotions and desiresGoal difficulty and the extent of a persons commitment to acheiving the goalregulates the level of effort expended

Application::Specific performance goals should be identified and set in order to maintainmotivationGoals should be challenging but realisticAccurate and timely feedback is more likely to lead to high performanceGoals may be set by managers or by the individualManagement by objectives is an example of goal settingsetting realistic goals [appraisals]

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