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Access as a Motivational Device: Implications for Human Resource Management
Author(s) -
Arocena Pablo,
Villanueva Mikel
Publication year - 2003
Publication title -
kyklos
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.766
H-Index - 58
eISSN - 1467-6435
pISSN - 0023-5962
DOI - 10.1111/1467-6435.00217
Subject(s) - incentive , salary , agency (philosophy) , employee motivation , human capital , human resource management , business , work (physics) , job design , order (exchange) , reward system , human resources , value (mathematics) , marketing , economics , job satisfaction , job performance , microeconomics , psychology , management , finance , computer science , mechanical engineering , philosophy , epistemology , machine learning , engineering , market economy , psychotherapist , economic growth
Summary In this paper we analyse the provision of incentives at work on the basis that the employment relationship is not solely an exchange of work for money. Particularly, in addition to a salary, a job also gives access to a working experience, which determines the potential for employee's human capital acquisition and for his social and professional recognition. Accordingly, we argue that the level of access defines the employee's opportunities for satisfying his self‐actualisation and achievement needs. Further, given that the firm has the ability to regulate access by way of a number of organisational decisions, access becomes a powerful mechanism to activate the worker's internal motivation. In this respect, the main purpose of this paper is to study the effect of access and intrinsic motivation on employee's performance and job design. To that effect, we analyse the economic consequences of our arguments on access through a model of agency enriched with a number of psychological and organisational considerations. Our results and conclusions are consistent with much of the interdisciplinary research on the subject, as well as with the evidence emerging from the real business practice. They also provide a number of practical implications for personnel policies. First, in order to activate the individual's internal motivation, the job must reach a minimum value. Second, the positive effect of the employee's intrinsic motivation on effort decreases with the magnitude of monetary incentives. Third, the efficiency gains generated by the extension of job access increase with the employee's level of perceived risk. Finally, the costs of selection are a consequence of granting access.