博士论文Word格式文档下载.docx
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博士论文Word格式文档下载.docx
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WANGYONGGUI,
WEIJIANGRU,
Abstract:
ThisstudydevelopedascaletomeasurethemotivationpreferencebasedonERGtheory.Participantswereasampleofemployeesfrom10organizationsinJiangsuprovince,eastChina.Resultsindicatedthatmotivationpreferenceswerestronglyrelatedtoneedswithwhichindividualsdesiretobesatisfied.Thereweresignificantdifferencesinmotivationpreferencesbetweengroupsthatwerecategorizedbygenderorpersonality.Implicationsfortheresultswerediscussed,andfutureresearchdirectionswereoffered.
Keywords:
motivationpreference;
needs;
gender;
personality.
Scientistsandpractitionershavelongbeeninterestedinemployees’motivation(Meyer,Becker&
Vandenberghe,2004).Thisinterestderivesfromthefactthatincentivemethodscanincreaseemployees’performance.Theoriesofworkmotivationevolvedoutofmoregeneraltheoriesofmotivation(Steers,Porter&
Bigley,1996),buthavelargelybeenappliedtoexplaintaskperformance.
Motivationhastodowithasetofindependent/dependentvariablerelationshipsthatexplainthedirection,amplitude,andpersistenceofanindividual’sbehavior,holdingconstanttheeffectsofaptitude,skill,andunderstandingofthetask,andtheconstraintsoperatingintheenvironment(Campbell&
Pritchard,1976).Therearethreeaspectsofactionthatmotivationcanaffect,andtheyaredirection,intensity,andduration(Locke&
Latham,2004).Employerscanapplyincentivemethodstomotivateemployees,becausemotivationaffectsemployees’behaviorsthatdeterminetaskperformanceandcontextualperformance.
Workmotivationhasbeenofinteresttoscholarsatleastsincethe1930s,stimulatedinlargepartbyHawthornestudies(Roethlisberger&
Dickson,1939).Therearetwodominantmotivationtheories:
oneiscontenttheorythatfocuseson“content”,andtheotherisprocesstheorythatfocuseson“process”.Theystudymotivationfromdifferentperspectives.However,mostscholarsneglectedanimportantfactinreal-lifeworkplace,i.e.,thesamecontentorprocessofmotivationusuallyhasdifferenteffectondifferentemployees.Actually,differentemployeeshavedifferentmotivationpreferences(MP)basedontheirownneeds.Ifanemployeepreferscertainincentivemethods,he(orshe)willbemotivatedeffectivelybythesemethods,becausemotivationpreferencesimplycertainneedsthataredesiredtosatisfythroughtheseincentivemethods.Somescientistshavenoticedmotivationpreferences;
nevertheless,it’sdifficulttofindanexactdefinitionofmotivationpreferences.ThisstudywilldefinemotivationpreferencesbasedonreviewingrelevantliteraturesandexamineitempiricallyinthecontextofChina.
Thereisnoeffectiveinstrumenttomeasuremotivationpreferenceuptonow.Sowedevelopeda13-itemscaletoassessmotivationpreferenceaccordingtothe8-stepprocedurerecommendedbyChurchill(1979),whichbasedonERGtheory(Alderfer,1967,1969).Resultsofexploratoryfactoranalysisandconfirmatoryfactoranalysisshowacceptablereliabilityandvalidityofthisscale.Researcherscanusethisscaletostudymotivationpreferencesandpractitionerscanusethisscaletomeasureemployees’motivationpreferencesinpractice.Inshort,suchavalidscalewillpushboththestudiesandpracticesofmotivationpreferences.
Asdifferentemployeeshavedifferentmotivationpreferences,whatarethediversitiesamongthem?
Fordiscoveringdiversitiesofmotivationpreferences,weproposedseveralhypotheses.Afteranalyzingtheresultsofalarge-scaleinvestigation,somehypothesesweresupportedandothersrejected.Therearesignificantdifferencesbetweengroupswhichwerecategorizedbygenderorpersonality.Manandwomanhavedifferentmotivationpreferences,andwediscussthisconclusionunderChinesecontextandfinditisdeeplyaffectedbytraditionalcultureinChina.Motivationpreferencesofdifferentpersonalitytypesaredifferenttoo,andwedrewthisconclusionbasedonHollandRIASECmodel(Holland,1985)thatiscloselyassociatedwithworkingenvironments.Theseconclusionsareveryusefultomanagers,andtheycandesignandusemotivationmechanismseffectivelybytakinggenderorpersonalityintoconsideration.
Basedonourfindings,ifafirmconsidersemployees’motivationpreferencesbasedontheirownneedsandacknowledgethedifferenteffectsofgenderorpersonalityintheprocessofdesigningmotivationmechanisms,itwillmotivateitsemployeesmoreeffectively.
THEORYANDHYPOTHESES
ThewordmotivationisderivedfromtheancientLatinmovere,whichmeans“tomove”.Asthewordisusedinthestudyofemployeemotivation,thisdefinitiondeveloped.Motivationisthesetofattitudesandvaluesthatpredisposesapersontoactonaspecific,goal-directedmanner(Furchgott,1999).
Bothmanagersandpsychologistshavebeenconcernedthetopicofmotivationforalongtime,buttheemphasesandapproachesofthemdifferedsharply.Asweknow,muchoftheworkbymanagersisbasedonpreviouspsychologicalones.Therearevarioustheoriesthatarerelatetomotivation,andtheycanbecategorizedbydistinguishingwhetherthetheoryfocusesoncontentorprocess.Contenttheoriesattempttoidentifythosefactorsthattenttocauseapersontobehaveashedoes,suchastheneedhierarchytheory(Maslow,1943),motivation-hygienetheory(Herzberg,1957),manifestneedstheory(McClelland,1961,1964)andERGtheory(Alderfer,1972).Incontrast,processtheoriesattempttoexplainthepsychologicalprocessesunderlyingbehavior,suchasreinforcementtheory(Skinner,1938),expectancytheory(Vroom,1964),equitytheory(Adams,1963)andgoal-settingtheory(Locke,1968).
AramandPiraino(1978)believedthattheneedtheoryisthemostenduringwaytounderstandmotivation.Needtheorysuggeststhatemployeesaremotivatedtoworkhardbytheirstrivingtosatisfycertainneeds.Theneedsatisfactionscausethedesiredworkbehavior.Understandingwhattheneedsareandhowtheneedsaresatisfiedwillenhanceinsightintowork-relatedbehaviorsthatimprovesjobperformance(SteinandHollowitz,1992).Thisstudyfocusontwoneedtheories:
needhierarchytheoryandERGtheory.
Maslow(1943,1954)categorizedhumanneedsintofivebroadgroups,whicharerankedandsatisfiedintheorderofnecessityandimportance.Intheorderofascendance,theyarephysiological,safety,belongingness,esteemandself-actualizationneeds.Physiologicalneedsarethemostbasicandincludehunger,thirstandgender;
Safetyneedsarerelatedtosafeandsecurephysicalandemotionalenvironment;
Belongingnessneedsareshownwhenapersondesirestobeacceptedbyhisrelations,friends,classmatesandcolleagues;
Esteemneedsfocusonaperson’sdesiretohaveaworthyself-imageandtoreceiverecognition,attention,andappreciation;
Self-actualizationneedsarethedesiretobecomemoreandmorewhatoneis,tobecomeeverythingthatoneiscapableofbecoming.Maslow’stheorywaswidelyused(Porter,1961;
Bryan,1983;
Stahl,1986;
Hoffman,1988),butvariouscriticismshavebeenpointedtoit(WahbaandBridwell,1976;
DeCenzoandRobbins,1988;
SteersandPorter,1991).Aboveall,theneedhierarchytheoryisabroadtheoryofhumandevelopmentratherthanadescriptionofworkmotivation,whichisanimportantshortcoming(Landy,1985).ResultsofthosestudiesofSchneiderandAlderfer(1973)didn’tsupportforMaslow’sneedcategoriesinorganizationalsettings.Theydiscoveredtworeasons:
(1)aninadequateconceptualizationthatdoesnotreadilyfacilitatethedevelopmentofoperationalindicators,
(2)theinitialorientationofMaslow’stheorythatwasn’tspecificallyaimedtoorganizationalsettings.
AccordingtoAlderfer’sERGtheory(1967,1969),manismotivatedbythreegroupsofneeds,namelyexistence,relatednessandgrowthneeds.Theexistenceneedsarehumanbasicneeds,whichincludethephysiologicalandsafetyneeds;
Therelatednessneedsincludeman’sdesiretomaintaininterpersonalrelationships,whichareman’ssocial,acceptance,belongingnessandstatusdesires;
Thegrowthneedsrepresentman’sdesireforpersonaldevelopment,self-fulfillmentandself-actualization.Besidesdifferentcategorizing,ERGtheorydiffersfromMaslow’stheoryintworegards:
(1)ERGtheorysuggeststhatinadditiontoMaslow’ssatisfaction-progressionprocess,thereisalsoafrustration-regressionprocess,
(2)PersonfocusesononeneedatatimeinMaslow’stheory,butpersonconcernsmorethanoneneedatatimeinAlderfer’stheory.ERGtheoryisaconceptualandempiricalsystemforstudyingthesatisfactionanddesirepropertiesofhumanneeds(Alderfer,1972).OneoftheimportantstrengthsoftheERGtheoryisthejob-specificnatureofitsfocus.TheERGtheoryisregardedasamorevalidversionoftheneedhierarchy(Robbins,1998)andhaselicitedmoresupportfromcontemporaryresearchersasfarasmotivationintheworksituationisconcerned(Luthans,1998).ManyempiricalassessmentstoERGtheoryhavefocusedprimarilyontheinvestigationofthecorrelationrelationshipsbetweenelementsofthetheoryandworkbehaviors(SalancikandPfeffer,1977;
WanousandZwany,1977;
Foxetal.,1993).
Employeewillworkhardifheknowstheresultsofhisbehaviorscansatisfycertainneeds.Soorganizationscanmotivateemployeesbysomemethods,whichleadtosatisfyemployees’needs.Pay,benefits,promotion,training,praisearecommonmethodsofmotivation.Communication,respect,safety,comfortableenvironment,harmoniousrelationsandfreeworkinghoursarealsoeffectiveincentivemethods.Infact,organizationscandesignandusemanyi
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