Week 3 Student Led reading Flashcards
Author: Perry & Wise
Year: 1990
Over the past decades, there has been a significant decline in public trust towards American government institutions, leading to a crisis in the federal civil service
The authors define public service motivation as an individual’s predisposition to respond to motives grounded in public institutions.
They propose a typology of motives categorized into rational, norm-based, and affective motives:
Rational Motives: Actions based on individual utility maximization, such as participation in policy formulation or advocacy for special interests.
Norm-Based Motives: Actions driven by a desire to serve the public interest, loyalty to duty, and adherence to social equity.
Affective Motives: Emotional triggers such as patriotism and commitment to a cause based on genuine conviction.
Author: Deci, Koestner, and Ryan
Year: 1999
The authors meta-analysis evaluates the effects of extrinsic rewards on intrinsic motivation by reviewing 128 studies. They found that extrinsic rewards, particularly those contingent on engagement, completion, or performance, tend to undermine intrinsic motivation. The negative effects were more pronounced in children compared to college students. However, positive feedback was shown to enhance intrinsic motivation.
supports the Cognitive Evaluation Theory, which suggests that intrinsic motivation is linked to the satisfaction of autonomy and competence needs. Extrinsic rewards can undermine this by making individuals feel controlled. The manner in which rewards are administered (controlling vs. informational) also significantly influences their impact on motivation.
Author: Jurkiewicz
Year: 2000
Generation X is less motivated by traditional incentives like job security and more by opportunities for meaningful work and professional growth. Public sector organizations face challenges in attracting and retaining Generation X employees due to these differing expectations.
Public organizations need to adapt their management practices. Strategies such as offering flexible work arrangements, providing opportunities for skill development, and involving employees in decision-making can help align the workplace with the values of Generation X. By doing so, public sector organizations can better engage and motivate this generation, ensuring a more effective and satisfied workforce.
Author: Wrzesniewski and Dutton
Year: 2001
Introducing the concept of job crafting, which views employees as active agents who shape their work experience by altering task, relational, and cognitive boundaries. This perspective contrasts with traditional job design theories that depict employees as passive recipients of pre-defined job roles.
employees engage in job crafting to assert control, enhance their self-image, and establish connections, which in turn affects the meaning they derive from their work and their work identity. The article highlights three primary forms of job crafting: task crafting (changing what one does), relational crafting (changing whom one interacts with), and cognitive crafting (changing how one perceives the work).
Job crafting can positively impact both the employee and the organization by increasing job satisfaction and fostering a sense of ownership. However, it requires an environment that supports flexibility and autonomy, as high task interdependence or strict managerial control can inhibit the ability to craft one’s job. The model suggests that employees are more likely to engage in job crafting when they perceive opportunities to do so and are motivated by personal needs and work orientation.
Author: Kristof-Brown, Zimmerman, and Johnson
Year: 2005
The study explores various types of person-environment (PE) fit, including person-job (PJ), person-organization (PO), person-group (PG), and person-supervisor (PS) fit.
PE fit is a key determinant of job satisfaction, organizational commitment, and turnover intentions.
While PE fit generally contributes to job performance, the effect varies based on the type of fit. PJ fit has the strongest relationship with performance, whereas PO fit is more influential in predicting organizational commitment and retention.
Author: Ott, Parkes, and Simpson
Year: 2007
Dynamics of motivation, distinguishing between intrinsic and extrinsic forms. It explores how intrinsic motivation is driven by personal satisfaction and interest, whereas extrinsic motivation is fueled by external rewards or punishments.
motivational theories, such as self-determination theory and expectancy theory, highlighting the importance of aligning individual needs and goals with organizational practices. Practical strategies for enhancing motivation include providing positive feedback, promoting a sense of autonomy, and carefully designing reward systems to avoid negative effects on intrinsic motivation. Understanding individual differences, such as personal goals and values, is key to effectively applying these motivational strategies in the workplace.
Author: Shafritz , Ott and Jang
Year: 2015
shift from viewing organizations as mechanistic entities to understanding them as complex social systems where human behavior plays a crucial role in determining organizational outcomes
Elton Mayo’s Hawthorne Studies: These studies, conducted in the 1920s and 1930s, revealed that social and psychological factors significantly influence worker productivity. This marked a departure from classical theories that focused primarily on physical and environmental conditions.
Abraham Maslow’s Hierarchy of Needs: Maslow’s theory suggests that human motivation is driven by a hierarchy of needs, from basic physiological needs to self-actualization. As lower needs are met, higher-order needs become the primary motivators.
Douglas McGregor’s Theory X and Theory Y: McGregor differentiated between two managerial views of workers. Theory X assumes that people inherently dislike work and must be controlled, while Theory Y believes that people find satisfaction in their work and are motivated by achieving goals.
Traditional assumptions about human behavior in organizations did not change dramatically until the mid-20th century.
Early work by Hugo Münsterberg, often considered the father of industrial psychology, sought to align workers’ abilities with organizational needs, laying the groundwork for applied behavioral sciences.
