A Nonmetric Scaling Approach To Taxonomies Of Employee Work Motivation

Abstract

A nonmetric scaling method was used to test several taxonomies of work motivation. The intercorrelations among the importance ratings of 14 work goals, made by 800 salesmen and 1,800 repairmen were analyzed. A two-space solution was deemed adequate to reflect both the empirical and theoretical interrelationships among the variables. These results were consistent with an intrinsic-extrinsic grouping of the variables, but more complex relationships of motivational variables were also revealed. In particular, Alderfer's tripartite classification and Maslow's five-fold hierarchy were strongly supported by the smallest space analyses for both salesmen and repairmen.

Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates

“…Yet, Hang and Van de Vliert (2003, p. 168) also reported that extrinsic factors (e.g., pay and promotion) and relational factors (e.g., co-worker relationship) appeared to be even more strongly related to job satisfaction than intrinsic factors for these lower-level employees in both individualistic and collectivistic nations. Similarly, early empirical studies conducted mainly in the US have consistently shown that lower level employees tend to attach more value to relational rewards than to intrinsic rewards (Kraut & Ronen, 1975;Locke, 1976;Ronen et al, 1979;Ronen & Sadan, 1984). Therefore, there is no strong reason why our findings should only be confined to the Chinese context.…”

“…Managers and employees with different functional experience may activate different causal-schemas when receiving the same stimuli and thus, are apt to selectively process related information (Beyer, Chattopadhyay, George, Glick, Ogilvie, & Pugliese, 1997). For instance, prior empirical studies have demonstrated that lower-level employees may perceive monetary rewards primarily as extrinsic rewards, whereas high-level employees tend to see them as both intrinsic rewards and extrinsic rewards (Kalleberg & Griffin, 1978;Ronen et al, 1979;Ronen & Sadan, 1984).…”

“…First, research has shown that employee job level may influence perceptions of participative leadership behavior. For example, past studies have suggested that while employees occupying higher level positions such as managerial positions tend to attach more value to sense of control and autonomy, lower level employees such as clerical staff and front-line employees tend to place more emphasis on the quality relationships with colleagues and supervisors (e.g., Cohen, 1992;Kalleberg & Griffin, 1978;Ronen, Lingoes, & Aranya, 1979;Ronen & Sadan, 1984) as well as the extent to which their superiors are trustworthy (Kramer, 1995). Moreover, research on attribution theory and social information processing theory suggests that due to their differences in work-related values and needs, managers and employees may interpret the same organizational practice, and react to information related to such practice in qualitatively different ways (Cha & Edmondson, 2006;Kelley, 1967;Kramer, 1995;Lord & Smith, 1983;Shetzer, 1993).…”

Mapping world cultures: Cluster formation, sources and implications

“…The predictive function (Glazer & Beehr, 2005) enables cluster placement of countries not yet studied, based on co-variation in context variables; in our study, this is supported by the large number of sampled countries, the enhanced reliability from replicate pairings, and the inclusion of multiple, theory-driven predictors. Finally, to require explanation is among the most theoretically significant clustering functions, for example implying a need to interpret order relations among entities (Ronen, Kraut, Lingoes, & Aranya, 1979). It is hence vital that group boundaries be arrived at rigorously rather than intuitively.…”

You can’t always get what you want: gender differences in job satisfaction of university graduates

“…Previous research suggests that workers' job satisfaction is related to working conditions, and it has identified intrinsic and extrinsic job dimensions as major determinants for job satisfaction (Kalleberg, 1977;Ronen et al, 1979;Moyes et al, 2006). The intrinsic dimension is directly related to the job contents.…”