Job Motitisfaction, Job Involvement, Involvement, And Job Performance?

Overview

Motivation is the driving force behind job satisfaction, job involvement, and job performance. Motivation provides individuals the drive to behave and act in a certain way in order to influence their work environments (Robbins & Judge, 2014, pp. 35-36). When employees are able to influence their work environments, they can make a psychological identity with their organization that provides a sense of purpose, or meaningfulness, to their existence in their job performance and involvement (Robbins & Judge, 2014, pp. 35-36). Thus, providing employees with a higher level of job satisfaction. To promote higher levels of job satisfaction, involvement and performance, managers will utilize motivational strategies to encourage their employees

To motivate engagement within their organization, managers need to provide incentives that emphasis autonomy (self-direction), mastery, and purpose (The RSA, 2010). Pink provides an in-depth alternative solution using the Australian software company, Atlassian as an example (The RSA, 2010). Once every quarter, Atlassian’s developers are allowed to work on a self-interested project with whomever they want within a 24-hour timeframe in a fun, party-like environment (The RSA, 2010). At the end of the timeframe, they have to present their results to the company (The RSA, 2010). As result, the company had an array of software fixes and new ideas that would have never emerged within a compliant workday (The RSA, 2010). The reason is their developers had undiluted autonomy for one full day with no monetary incentive, which permitted them to take on tasks that were challenging enough to master and considered a contribution to their organization (The RSA,

Eliminating job stressors will increase job satisfaction, involvement and performance for the employees and reduce the risk of workplace deviance (Yunus, Khalid, & Nordin, 2012, p. 8678). Also, it minimizes the occurrence of profit motives being unaligned with the company’s purpose motives. For most companies, the purpose motives may contain organizational value systems that are in alignment with their employee’s value systems (Kotter, 1990, p. 6). When there occurs a misalignment, employees are likely to exhibit workplace deviance in order to maintain their personal value system (Yunus, Khalid, & Nordin, 2012, p. 8678).

The only implications with implementing this approach is that it is not conducive for all workplace environments. Internally, managers may find it difficult to the balance between creating an environment where freedom and flexibility does not undermine the necessary profit motives of the organization. Managers will need to implement mechanisms to assure that work is getting done efficiently, creatively, and within a reasonable