Intrinsically motivating jobs

However, the translation from individual perceptions of inclusion to individual effectiveness doesn t automatically occur. Individual effectiveness results, from job satisfaction, organizational commitment, and a sense ofwell-being. When individuals are highly satisfied by their jobs, they tend to be intrinsically motivated to do a good job. Employees are also more likely to give their best when they feel committed to the organization as... 

Recent studies from Jamaica, however, indicate that where marihuana (ganja) is an intrinsic part of everyday life, work output at menial jobs does not suffer. In rural Jamaica, anthropologists report that "rather than hindering, [ganja] permits its users to face, start and carry through the most difficult and distasteful manual labor. workers are motivated to carry out difficult tasks with no decrease in heavy physical exertion, and then-perception of increased output is a significant factor in bolstering their motivation to work."... 

Importance refers to the perceived value of the work performed. When employees believe they make a difference in the organization, job satisfaction increases. When coupled with interest, the chance to perform activities compatible with the individual s personal preferences, importance makes employee motivation tend to soar. Employers may also affect employee motivation by offering opportunities for promotion, recognition, paths for advancement, and appreciation for strong performance. Intrinsic job factors are only motivational if the individual considers them as such. Not everyone desires advancement or promotion, so they may not be motivating to an individual who desires to remain a member of a crew or team. 

Employees of today are generally not receptive to authoritarian styles of management. As discussed in the motivational hygiene section of this chapter, intrinsic job factors that are inherently reinforcing are more likely to motivate employees. Some authors view all external rewards as punishers. This is understandable based on the discussion of incentive programs. Incentive programs are extrinsic reinforcers artificially incorporated into the organization to increase the likelihood of desired performance. Once the artificial reinforcer is removed, natural behavioral activities return to the work environment. 

Other behavior type models have also become popular. The life-changing units theory surmised that accident potential is situational and that those persons exposed to certain stresses or events, such as the death of a spouse, were more open to accidents. Peterson s motivation and reward satisfaction model theorized that the ability to perform the work and level of motivation impacted accident liability, hi this model, fectors such as happiness, job advancement, and other intrinsic and extrinsic reward impacted motivation. Human factor models also developed. Dr. Russell FerreU from the University of Arizona formulated the Ferrell theory. This model theorized three overall situations that lead to human error that are in a causal chain leading to an accident... 

Figure 11.6 summarizes the different types of consequences. Relative to a task or job assignment, consequences can be natural (intrinsic) or extra (extrinsic). Natural consequences, produced by the target behavior, are usually immediate and certain. In contrast, extra consequences are added to the situation and are often delayed and may be uncertain. Extra consequences are necessary when the natural consequences are insufficient to motivate the desired behavior, as is often the case with safety-related achvities (Geller, 1996 Sulzer-Azaroff, 1992). 

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