International Terrorism and Threats to Security

International Terrorism and Threats to Security

Managerial and Organizational Challenges

New Horizons in Management series

Edited by Ronald J. Burke and Cary L. Cooper

This original collection examines the managerial and organizational implications of international terrorism and threats to security. When Islamic terrorists flew hijacked airplanes into the World Trade Center on 9/11, it changed much of the world forever. The number of deaths and the financial losses resulting from the attack was unprecedented. 9/11 highlighted how risky life in organizations had become.

Chapter 10: . Maintaining Work Motivation During Trying Times

Parbudyal Singh

Subjects: business and management, organisational behaviour, politics and public policy, international relations, terrorism and security

Extract

Parbudyal Singh1 INTRODUCTION Motivating employees is one of the most important and challenging activities that managers perform, even in normal times. Essentially, employee motivation involves getting people in the workplace to exert sufficient levels of effort to attain organizational goals. Over time, several theories of motivation have been proposed, including needs theory (McClelland, 1961), goal-setting theory (Naylor and Illgen, 1984), the job characteristics model (Hackman and Oldham, 1975), equity theory (Adams, 1965), and expectancy theory (Vroom, 1964). However, an examination of these theories reveals that they are only partially useful in explaining human behavior and employee motivation under ‘abnormal’ conditions, such as circumstances during and after a terrorist attack. For instance, the job characteristics model (JCM), arguably the most relevant of the management theories in these circumstances, identifies five key job characteristics, their interrelationships, and their impact on employee productivity and motivation. In summary, the JCM posits that job characteristics (skill variety, task identity, task significance, autonomy and feedback) are related to critical psychological states (such as experienced meaningfulness of the work and experienced responsibility for outcomes of the work) and that these lead to personal and work outcomes, such as work motivation and satisfaction. Even though JCM provides some guidance for managers for job design in terroristic times, including the development of feedback mechanisms, it is limited in its usefulness in understanding human behavior and motivation in traumatic events. The same criticism may be applied to other theories of motivation. Thus, in this chapter, a...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information