By N2H

Alternative motivation theory

December 11, 2007

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Alternative Approaches to Motivation

(a) Decision Making Process

Recent studies on motivation have concentrated in understanding how individuals deal with individual decisions.

They work in the premise that each individual has a set of needs and a set of desired results. The individual decides how much effort, energy, enthusiasm etc generally called E-factors to expend by doing a calculation.

Needs

Each individual has their own set and this can differ widely. The relative importance of each need in the set can change over time.

Motivational calculation (Calculus)

This is the mechanism by which we decide how much e-factors we expend on any particular activity of set of activities. The calculus is different for each individual.

For each individual the calculus has 3 separate elements:

The strength or salience of the need
The expectancy that ‘E’ will lead to a particular result.
The instrumentality of that result in reducing the need in (1) above.

The calculus is subjective, individuals make it personally and relationships are multiplicative.

The anticipated results should be clear otherwise the individual will makeup his mind of the probable outcome or more usually will make no calculation at all.

Note:

People don’t go through this calculus every time they make a decision. It is useful to remember it because it is the ultimate decision making mechanism.

b) Psychological Contracts:

This is essentially a set of expectations. The person has a set of results that he expects from the organization. The results that will satisfy some of our needs and in return we will expend some of our energies and talents.

It is important to note:

Individuals have more than one psychological contract
A contract which is not perceived identically by both parties becomes a source of trouble conflict or mitigation.
The motivation calculus of the individual becomes predictable when the psychological contract is viewed in similar terms by both parties.

Organizations can be categorized by the predominant type of psychological contract. These are

Coercive contract
Calculative contract
Cooperative contract

Coercive Contract:

The individual is held as a member against his will. It is not voluntarily entered. Methods of control are rule and punishment. The individual task is to conform and comply

When this is the dominant contract the expectation of any ‘E’ factors must be limited to those which can be called forth by fear of punishment.

Calculative Contract:

The contract is a voluntary one. Individuals render service for return of money or goods.

Increases in ‘E’ factors for this contract have to be paid for by the organization in some way or the other.

Cooperative Contract:

Individuals tend to identify with the goals of the organization and to become creative in the pursuit of these goals. The individual is given more say in the selection of the goals and more discretion in the choice of means to achieving them. The management delegates much of the control to the individual.

Implications

Each individual has a motivation calculus mechanism which is used for precedent setting decisions.
This mechanism operates within the limits of a psychological contract implied between an individual of the group and the organization.
Motivation will happen when the psychological contract is viewed by organization and the individual is the same.

c) Money as a motivation:

The value of money will depend upon the individual calculus, the strength of the needs affected by money. The expectancy that any ‘E’ will lead to more money, and the instrumentality of money in meeting the needs.

It should be noted that:

a) Money is all embracing

Most needs can be quantified in monetary terms i.e. it is instrumental in satisfying each and every need.

b) Money is the basis for comparison:

It can be measured precisely and is useful as a measure of comparison.

Conclusion:

Motivation calculus gives some understanding about the process by which individuals decide to apportion ‘E’ factors, but the things that influence that calculus that affect the salience (strengths) of needs are many and various.

The self concepts of the individual, the role that we are in, our psychological contract and our perception of the situation are all involved.

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