Beyond Theory Z - Motivation in the Knowledge-Value Era by Joseph J. Haefner Engineering Management.

Beyond Theory Z - Motivation in the Knowledge-Value Era

by

Joseph J. HaefnerEngineering Management

Abstract

Employee motivation in the emerging knowledge-value era is an extension of Maslow’s Theory Z. Recent research on motivation has identified theory Z factors affecting employee motivation and performance. The storyboard displays the result of replacing Theory X motivation techniques with Theory Z systemic motivation techniques in a $10,000,000 production throughput success.

Copyright 2008 JJ Haefner

Cost Penalty

LossLoss


Theory X Does Not EngageLeadership Environment Individual Positive

Enabling Formulation Org. Values & Dynamics Self-efficacy Valued Work

Task Significance Interest Alignment Prosocial Motivation Enlightened HR Policy

Natural Work Units Trust Commitment Fact-based Management

Intellectual Stimulation Autonomy Self-monitoring Quality Systems

Regulatory Foci Shared Norms Agreeableness Consistency in Task Significance & Performance

Participative Decision-Making

Normative Intrinsic Positive Mood & Attitude High Perceived Utility

Job Design Group Rewards Intrinsic Motivation High Task Interdependence

Extrinsic Motivation Self-determination Task Simplicity

Goal Setting Goal Regulation Low Formalization


Systemic Motivation• The basis for motivation is much more

than Theory X (workers cannot be trusted), and Theory Y (workers can be empowered).

• Motivation is a systemic phenomenon with elements in:– Leadership– Environment– Individual Psychology


Leadership

• Enabling formulation• Task significance forming natural work units• Intellectual stimulation• Regulatory foci• Participative decision-making • Job design• Extrinsic motivation• Goal setting


Environment

• Social interaction and normative values• Interest alignment• Trust.• Autonomy• Shared norms• Normative intrinsic motivation• Interaction of reward system and socialization

regime


Individual Psychology• Self-efficacy• Prosocial motivation• Commitment.• Self-monitoring• Goal regulation• Agreeableness• Positive mood• Intrinsic motivation• Self-determination


Motivation Deterrence

• Employer undervaluing work results.• Punitive focus.• “Impression” management, non-fact based.• Not using Total Quality Management practices.• Inconsistent relationship between task

significance and job performance.• Perceived task utility is low.• Task interdependence is low.• Task complexity.• High task formalization


Low to High Motivational SaturationThe improvement began with Enabling Management & Intellectual Stimulatione.g. technical skills.

Interest alignment, and trust created the positive synergy to release other latent motivational behaviors.


Motivational Engagement SuccessLeadership Environment Individual Positive

Enabling Formulation Social Interaction Self-efficacy Valued Work

Task Significance Interest Alignment Prosocial Motivation Enlightened HR Policy

Natural Work Units Trust Commitment Fact-based Management

Intellectual Stimulation Autonomy Self-monitoring Quality Systems

Regulatory Foci Shared Norms Agreeableness Consistency in Task Significance & Performance

Participative Decision-Making

Normative Intrinsic Positive Mood & Attitude High Perceived Utility

Job Design Group Rewards Intrinsic Motivation High Task Interdependence

Extrinsic Motivation Self-determination Task Simplicity

Goal Setting Goal Regulation Low Formalization


Cost Benefit

Shift C Employees Became Self-Motivated And Broke Production Records

LossRecovery

Motivation Bonus

[email protected] 2008 JJ Haefner

Beyond Theory Z - Motivation in the Knowledge-Value Era by Joseph J. Haefner Engineering Management.

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Transcript of Beyond Theory Z - Motivation in the Knowledge-Value Era by Joseph J. Haefner Engineering Management.