Motivation Techniques used in Organizations

 Job satisfaction is also frequently defined within the context of the components of a job that affect perceptions of satisfaction, such as work, pay, promotion, coworkers, and supervision, as is done in the Job Descriptive Index (Smith, Kendall, and Hulin, 1969, pp. 27?44).

The early models of job satisfaction were causal in nature. Organizational managers and executive committee level officers in organizations frequently criticized causal models of job satisfaction as motivational tools because the causal models did not provide the strength and preciseness of analysis required to accurately define the relationships between job satisfaction and various organizational outcomes, and to develop effective strategies to promote desirable organizational outcomes through the enhancement of job satisfaction (Blegen, 1993, pp. 36?41). Researchers then oriented studies toward the identification of the specific factors that affected job satisfaction (Locke, 1983, p. 1302). This body of work has come to be know as the content theories of job satisfaction, and includes the spectrum of theoretical and empirical work in the field of job satisfaction from Abraham Maslow to the contemporary period

A second method of profit sharing for employees involves employee stock ownership. While any employee is always free to go into the market to purchase stock in his or her publicly held employing firm, this method of profit sharing involves formal organizational programs which encourage and assist employees in the purchase of company stock. These programs (and this approach to profit sharing) are generally referred to as employee stock ownership plans??ESOPs (Doyle, 1991, p. 77). Under this method, employees share in the profits of the firm both through dividends paid and through increased market values of stocks held. Employees do not participate directly in operational losses; however, declines in market values may be the result of such losses.

Task?related stressors, as indicated above, are directly related to the specific characteristics of the job itself. These stressors involve role ambiguity, conflicting task demands, work overload or work under load, inadequate resource support, no provision for meaningful participation in decision?making, and insecurity, among others (Collins, 1993, pp. 29?38).

The profit sharing concept may be employed in several ways. Probably the most common application found in the United States is similar to the arrangement found in the automobile industry. In the automobile industry, profit sharing agreements are written into collective bargaining contracts (Bureau of Labor Statistics, 1984, p. 54).

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