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Many people working in fairly senior positions in large corporations derive a high level of extrinsic reward in terms of pay, People 13 social status and career advancement, but nonetheless find their jobs intrinsically unfulfilling; such dissatisfaction may not, however, lead them to seek to change their conditions of employment. Different expectations from work Different combinations of extrinsic and intrinsic rewards were documented by Goldthorpe and colleagues in a study of workers in Luton.
This chapter is deliberately selective and concentrates on just three areas: attitudes to work, motivation and performance. These have been chosen because there is a high level of popular mythology about them which often blurs any analysis of organisations. Many people hold strong views on the content and consequences of the attitudes and motivation of those groups, whether trade unionists, merchant bankers or engineers, whom they either praise or blame for industrial performance. Often, as the Elco case suggested in the Introduction, such an approach may rely on analysis at an inappropriate level.
Changes in the motivation profile will not be independent of what are perceived to be available opportunities. Someone who, all other things being equal, would rather change from an instrumental to a professional or craft approach may not find an opportunity to do so, and thus after a brief flirtation with the idea of an alternative may retreat to the old pattern. Changes in motivation not only occur with changes outside the workplace. Internal changes can also be important. W. W. Daniel, in The Right to Manage?