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Carolyn Wiley (University of Tennessee at Chattanooga, Tennessee, USA) Explores past and present attitudes of employees concerning work‐related motivational factors. Understanding the factors that employees consider motivating lends insight to the rewards to which they more positively respond. Compares the results of four motivation surveys conducted in 1946, 1980, 1986 and 1992. The comparisons reveal that employees’ motivational preferences vary over time. In addition, the
results of the 1992 survey indicate that the factors that motivate today’s workers are more extrinsic than they used to be. Although employees differ on how they rank these factors, they overwhelmingly selected “good wages” as the top motivator. A good wage is an extrinsic reward with intrinsic potency. On the surface “good wages” seem to be purely extrinsic. Yet, at a deeper level, monetary rewards communicate what the company values and affect employees’ emotional and familial wellbeing. Wiley, C. (1997),
"What motivates employees according to over 40 years of motivation surveys", International Journal of Manpower, Vol. 18 No. 3, pp. 263-280. https://doi.org/10.1108/01437729710169373 MCB UP Ltd Copyright © 1997, MCB UP Limited Related articlesThe following key factors need to be taken into consideration when designing roles: VarietyGreater variety in a job can improve the interest, challenge and commitment of the role holder to the task. Doing the same repetitive tasks may offer little challenge and can lead to role holders losing interest or becoming and dissatisfied. Variety means more than simply adding an extra but similar duty. For example, processing different forms would not make the work more meaningful as there may be no extra challenge. Some other type of relevant activity may, therefore, be worthwhile incorporating into the job. Alternatively, too much variety can also be frustrating and a source of conflict and dissatisfaction. The optimum amount of variety will differ from person to person and will depend on the level of the position, and the needs of the job. ResponsibilityIndividuals need to feel responsible for the work they are doing, either individually or as part of a team. Their work should be clearly identified so they can see that they are personally responsible for the outcomes (successes and failures) that occur as a result of their own actions. If the responsibilities are clear, then the role holder and their supervisor will be better able to know if the accountabilities of the position are being delivered. The employee should be able to understand the significance of the work they undertake and where it fits into the purpose of the organisation. AutonomyThis goes hand in hand with responsibility. Autonomy means giving more scope to individuals to regulate and control their own work within the parameters set for the job. The role holder will need to have some areas of decision-making that they can call their own, within the overall framework of their job. For example, this might include scope for exercising some discretion over their method of working in order to deliver. Task identityIndividuals often receive more satisfaction from doing a ‘whole’ piece of work. This is more likely to occur when a task or job has a distinct beginning and end which is clearly apparent to the roleholder and others who work around them. It is highly desirable that people see the end results of the work they have produced, either on their own or as a part of a team. FeedbackEveryone benefits from information on how they are doing and this helps roleholders feel motivated and contributes to their development in the role. Providing genuine feedback is primarily the responsibility of the line manager, and can built in to the formal working relationship through e.g. regular one-to-one meetings to discuss work objectives. The staff review and development appraisal procedure provides one important mechanism for nominated supervisors to communicate and give feedback to staff members. As well as information on the standard of their performance, the role holder will need to know what their particular targets are and how they relate to the overall operation of the work unit and the University. This can be clarified to a large extent through the PD33, the Model Appraisal Form PD25 and the Personal Development Plan PD26. In most cases a role should provide the hole holder with an opportunity for interaction with other employees, who in turn are important sources of feedback at many levels. Colleagues and customers should be encouraged to give appropriate feedback, recognition and support to members of staff. Participation in decision makingMost people want to take part in decision making about matters that directly affect their work. As a result of experience they also have considerable potential to contribute. People are, generally, far more likely to act upon and own decisions that they have had a part in making. Being told about matters affecting people and the job they undertake is clearly better than no communication at all, but it doesn't allow for effective involvement which in itself can be motivational. Interchange of ideas is better still and unless people can participate in the discussion of matters that affect their work, they may not be satisfied in their job, or contribute to their full potential. Participation and contribution to wider-ranging issues can be encouraged through e.g. institutional meetings, specialist subject discussions. Recognition and supportPeople usually aspire to have jobs that contribute to self-respect, particularly through acceptance and recognition by fellow workers and their supervisors. Jobs need to encourage sound working relationships between individuals, provide clearly defined areas of responsibility and where possible, support teamworking. This can reduce an individual's feeling of isolation, which may result in negative feelings about work and the workplace. Working environmentA job must be designed to support a safe and healthy working environment that is inclusive, non-discriminatory, free from harassment, occupational health and safety hazards. SummaryThe following questions may be useful to consider when designing a job:
The following checklist may also be helpful in the process of job design: Does the position:
Which of the following factors has the most influence on worker motivation pay growth opportunities job design recognition?Many of us assume the most important motivator at work is pay. Yet, studies point to a different factor as the major influence over worker motivation—job design. How a job is designed has a major impact on employee motivation, job satisfaction, commitment to an organization, absenteeism, and turnover.
What is the most important element of motivation for employees quizlet?Skill variety and task significance are the most important elements in deciding motivational potential. Access to information is a key factor in empowering employees. Goal commitment is higher when employees have trust-based relationships with managers.
How does job design affect employee motivation?Job designing is the process of assigning tasks to a particular job by equally considering the interdependency of those tasks with the other jobs. Job design practices can influence the work motivation and the performance of the employees by increasing the work efficiency through job specialization.
What factor plays an important role in whether pay and benefits will motivate employees?Some experts state that salary is the most important factor in motivating employees. However, others believe that factors such as responsibility and job security are of vital importance.
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Which of the following factors has the most influence on worker motivation group of answer choices pay growth opportunities job design recognition?
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