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Organizational Psychology - Motivation
Landy and Conte (2013) define industrial-organizational psychology as "the application of psychological principles, theory, and research to the work setting" (p. 7). A prominent line of research in industrial-organizational psychology is the study of worker motivation. Over many decades, as management theory has developed, several philosophical and psychological strands have emerged, and are often referred to as: 1) Person as machine; 2) person as scientist, and 3) person as intentional.
Person as Machine
Theory X managers are known to take "the carrot and the stick" approach to supervision since they believe that people work only for the monetary compensation, which means that coercion, threat, and punitive measures must be used to extract efficient workplace effort from employees. Manifestations of Theory X management include high levels of mistrust between employees and employers, and a tendency of management to blame workers for inefficiencies or mistakes rather than looking at other sources of a problem, such as policies, operations, or inadequate systems -- such as employee training.
Taylorism falls in this category since the overriding belief of those who practice a Tayloristic style of management is that workers have no incentive to figure out how to conduct their job responsibilities and tasks in the most efficient way, and that workers will perform repetitive work at the slowest possible rate just short of that which results in managerial discipline. That is, the self-serving orientation...
He was a proponent of the idea that people have a natural inclination to learn and work. Just as a scientist engages in inquiry as a result of their edification, and self-discipline, McGregor argued that people are intrinsically rewarded when they are free to engage in challenging work. Given this context, the role of the manager is to construct the work environment and job roles to dovetail with individual self -- development. Accomplishing this approach to work -- which flies in the face of conventional wisdom -- is a highly generative endeavor (Buckingham and Clifton, 2001). Which brings the discussion to a contemporary theory tested and promoted by Gallup: management theory based on the utilization of employee strengths to maximize production efficiency and the contributions of individual workers (Buckingham and Clifton, 2001).
Person as Intentional
Theories that fall into this category have humanistic underpinnings. Abraham Maslow's work on motivation and a hierarchy of needs -- the satisfaction of which leads to self-actualization -- is perhaps the most popularized of the intentional theories. Maslow's work is based on a belief in the intrinsic value of work when the match between the worker and the work is an…
References
Buckingham, M. And Clifton, D.O. (2001). Now, Discover Your Strengths Hardcover. New York, NY: Free Press (a Simon & Schuster imprint)
Kanfer, R. (2009). Work motivation: Identifying use-inspired research directions. Industrial and Organizational Psychology, 2(1), 118-127. doi: 10.1111/j.1754
34.2008.01120.x
Landy, F.J., & Conte, J.M. (2013). Work in the 21st century: An introduction to industrial and organizational psychology (4th ed.). Hoboken, NJ: John Wiley & Sons.
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