有意义的工作激励理论的动机外文翻译.docx

有意义的工作激励理论的动机外文翻译.docx

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有意义的工作激励理论的动机外文翻译

有意义的工作激励理论的动机外文翻译

外文翻译

原文:

MeaningfulMotivationforWorkMotivationTheory

TheJuly2004AMRSpecialTopicForumontheFutureofWorkMotivationTheoryopensupnewresearchdirectionstohelpusunderstandwhatmotivateswor-kerstowork,butitsayscomparativelylittleaboutwhyweshouldmotivateworkerstowork.Thatis,whatisthemotivationforworkmotivationtheory?

Perhapsthelackofemphasisonthisquestionresultsfromaperceptionthattheanswerisquiteobvious:

weneedtomotivateworkersinordertoboostproductivity.Indeed,thespecialissueeditors?

Steers,Mowday,andShapiro2004?

brieflyaddressthequestionasades-cryiptivematter.Theysuggestthatthemotivationformanagerstoansweritistoenhanceindividualandgroupperformance,whilethemotivationforresearchersistosupporttheoriesofeffectivemanagement.Thelackofattentiontothequestionasanormativematter,however,isremarkable,especiallysincetheguesteditorsmakeadirectconnectionbetweenearlydevelopmentsinmotivationtheoryandthehistoryofphilosophicalandpsychologicalethics.

Theethicsofworkmotivationtheoryareimportantbecausemotivationaleffortscanexertcontroloverindividualmoralautonomy.Amongotherthings,motivationusuallyinvolvesthemanipulationofvaluesthatmotivateindividualstoworkfororganizationalends.Inotherwords,factorsthatindividualworkersregardasvaluableneedtobechanneledorredirectedtoaugmentorganizationalproductivityManipulationofvaluesdoesnotnecessarilymeansubvertingordisregardingmoralautonomy;tothecontrary,onecommonthemeinworkmotivationtheoryisthateffectivemotivationalstrategiesoftenseektosatiateworkersinordertosupporttheirproductivity.Forexample,FriedandSlowik2004discusstheroleoftimeingoal-settingtheory,supportingtheconceptionthatworkers’individualgoalsarerelevantmotivationalvaluesbutalsoshowingthatsubjectivetimeconsiderationsmayinfluencethepowerandprioritizationofgoals.Similarly,KanferandAckerman2004arguethattheeffectivenessofmotivationalstrategieswouldbenefitfromaccountingforworkers’age-relatedchanges.

Amongotherthings,theseexamplesimplythateffectiveworkmotivationincludesascertainingwhatisvaluedbytheindividualworkersothatmotivationalstrategiescanleverageit,wherepossible.Thisapproachtoworkmotivationmaybecharacterizedas“pulling,”inthatproponentsrecognizevaluesthatmotivateparti-cularindividualsandseektoalignthemwithorganizationalperformance.Astheguesteditorsimply,itwouldbehighlyunusualnowadaystoencounteraworkmotivationtheorythatadvocated“pushing”asaneffectivelong-termstrategy.Pushi-ng?

compellingproductivitybyforcewithlittleornoregardforemployeeautono-my?

will,atbest,haveatemporarypositiveinfluenceonthedirectionofactionwhiledrainingitofvigorandpersistence.Still,theguesteditors’reminderthat“motivationderivesfromtheLatinwordformovementmovere”2004:

379bringstomindactualmanagerswhoseconceptionoftheirroleseemslimitedtothetaskofgettingemployeesoffoftheir“lazyduffs”tobeproductive.

Onecaneasilyformtheimpressionfromtheforum’sdiscussionofworkmotivationthatthepreferenceforpullingoverpushingismorepracticalthanmoral.LockeandLatham’s2004discussionofhistoricalinterestinworkmotivationsug-geststhatindividualvaluese.g.,worksatisfaction,cognitivegrowthhavebeenpositionedasmeanstoproductiveendse.g.,economicgrowth,jobperformance.Ifpushingwerelikelytoresultingreaterproductivitygainsthanpulling,onemightconcludethatresearcherswouldbedebatinghowhardtopushandwhentocrackthewhip,ratherthanwhichstringstopull?

mechanisticmetaphorsevokedbytheauth-ors’statementthat“theconceptofmotivationreferstointernalfactorsthatimpelactionandtoexternalfactorsthatcanactasinducementstoaction”Locke&Latham,2004:

388;emphasisadded.

Theethicalissueregardingthemotivationforworkmotivationtheoryconcernsthemoralstatusoftheworker.Isheorsheaninstrumentfororganizationalendsand/oranendinhimselforherself?

Ontheformerview,theworker’svaluesareimportanttomanagementonlyinsofarastheycanbechanneledinproductiveways.Forexample,anindividualwhoisdrivenbymaterialwealthcanbemotivatedtoproducemoreofwhattheorganizationwantshimorhertoproducewithpay-for-performanceincentives,whereasanotherindividualtowhomrecognitionisimportantmaybeenticedwhenheorsheisofferedanimpressivetitleandopportunitiesforgreatermanagerialresponsibility.Onthisview,theworker’svaluesarenotimportantbecausetheyareindividuallyvaluable;theyareimportantbecausetheyareorganizationallyvaluable.

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