Organizational energy: an empirical study in Indian R&D laboratories

Abstract

Analyzing the way organizations function and the processes that operate within these organizations is an important managerial responsibility. We have adopted a people-oriented approach called organizational energy to develop a simple process for diagnosing the level of satisfaction of scientists working in R&D laboratories. Psychic energy as reflected in different work activities in an organization is manifested in energy generating and energy draining activities that can be reduced to an energy count. The present study assesses the use of mental energy by scientific personnel working in three national laboratories in India with the objective of increasing the energy count for improving organizational effectiveness. We hope that the results can be used as the basis for initiating action to improve the motivation and utilization of scientists in India, to support the overall goal of self-reliance in science and technology.

The work motivation of research scientists and its effect on research performance

“…Similar to Dhawan et al. (), Jindal‐Snape and Snape () also suggest that Herzberg's () concept of hygiene factors is useful in understanding how factors such as poor management, lack of recognition and organisational instability might act to undermine motivation and performance.…”

“…Despite the conceptual weaknesses of their study, Dhawan et al. () identify competent and encouraging leadership, working on challenging scientific tasks, skill development and a conducive work environment as factors that are ‘energy generating’. If we consider work motivation as the set of factors and processes that affect the direction, intensity and persistence of behaviour in the workplace as explained by Kanfer (), then these ‘energy‐generating’ activities certainly fall within the broader domain of work motivation.…”

“…Other researchers have employed the loosely defined but synonymous concept of psychic energy in their study of the motivation of scientists (Dhawan et al., ). Dhawan et al.…”

“…Dhawan et al. () explored the relationship between energy‐generating and energy‐draining activities. Although they fail to identify the strong relationship between their work and Herzberg's () two‐factor theory of motivation, their approach to examining organisational factors that promote and hinder levels of performance is essentially a repackaging of established motivational theory.…”

“…The reward is in the activity itself, rather than in any external results or consequence of the action (Deci, ). Beyond the identification of the concept of ‘intrinsic motivation’ as an important motive, much of the other work in this area essentially identifies a host of environmental or organisational characteristics that might act as drivers or barriers to scientific performance (Andrews, ; Dhawan et al., ; Jindal‐Snape and Snape, ; Hebda et al., ).…”