1. Motivation at work: the role of money
Dr Joan Harvey

2. Purposes of money Usual reasons of lifestyle and survival
Instrumentality
Indicative of status/prestige/power
Indicative of equity

3. What makes you happy? Friends and support Money
Opportunity to be creative or fulfilled

4. What do you want from work?
Gender differences
Women prefer to work with people, are helpful, concerned with self expression
Men prefer jobs that pay well, are secure and have prestige
Class differences
Money and other hygiene for lower SES, challenge, autonomy etc for higher SES
Vocational jobs
Money as only one ‘job value’ out of seven
About fulfillment and contribution

5. Can money buy these forms of organizational behaviours?
Improved attendance?
Lower turnover?
Better quality of work?
Higher performance volume of work?
Loyalty and commitment?

6. Do piece rate/bonus systems work, e.g. in sales?
Used in 85% of firms for some of their staff
Difficult to measure effectiveness because what is measured?
Number of sales
Value of sales
Number of ‘returns’
Some evidence [including anecdotal] that less financial pressure can yield higher sales

7. Payment systems are based on:
Human asset
Your skills are worth money, what you can do, not what you actually do
Job evaluation
Job tasks rated on dimensions, such as effort, responsibility, working conditions, skills. It is the job that is paid, not how much you do or your skills
Individual or group performance
Incentive systems- direct transactional relationship with individual, indirect and less clear relationship for group
Profit-based
E.g. cooperatives; based on shared success
Measured work
E.g. ‘job and finish’, or where minimum daily output is specified
Salaried
Sliding scale within a grade with experience or age
Performance related pay [PRP]
Often driven by targets, many of which ignore the OCBs

8. Do PRP systems work? Issues include:
Poorly perceived connections between pay and performance
Poor, non-objective, irrelevant or not countable job performance measures end up as ratings
Force managers to confront poor performance
Performance as measured not related to aggregated performance objectives of the organization
OCBs etc never usually included in the targets

9. protecting company property, conscientiously following company rules
OCBs: the ‘great unpaid’ when performance is targeted “includes any of those gestures (often taken for granted) that lubricate the social machinery of the organization but that do not directly inhere in the usual notion of task performance” (Bateman & Organ, 1983, p. 588)
cooperation,
altruism,
compliance,
punctuality,
housecleaning,
protecting company property,
conscientiously following company rules
dependability

10. To which we can add.. Transformational leadership behaviours
Helps others who have been absent, or who have work related problems.
Gives advance notice if unable to come to work.
Assists supervisor with his or her work.
Attend functions not required but that help company image.
Obeys company rules and regulations even when no one is watching.
Attends meetings that are not mandatory, but are considered important.
Mindful of how their behavior affects other people’s jobs.

11. Pay preferences Role of the unions Preference issues Flexible benefits
High pay levels
Merit pay and bonuses
Holiday entitlements
Working hours
Individual based pays
Pension issues
Job security

12. READING in addition to Work Psychology and HR texts
Furnham A and Argyle M (1998) The Psychology of Money. London: Routledge

13. Thank you for your attention