Workers always want
more from work

Valences can include desired salary levels and status markers in the workplace. They can also include the desire to work toward personal achievements and to affiliate with others in a cooperative manner. Motivated workers have made links in their minds between expressing these valences and receiving rewards. If they work hard toward personal achievements, for example, they will receive a good salary and public recognition. Further, the employees feel they can obtain these valence-reward links at the organization where they now work. If they do not feel this link, they may leave their current organization and seek employment elsewhere.

In addition to positive expectations about their current organization, motivated employees also have the necessary abilities and skills to succeed. These abilities can be based on their formal education, job experiences, and informal lessons learned from their personal reading and volunteer activities in their communities. The employees must be willing to keep their abilities up to date given fast-changing technologies. Managers must assist these employees in the various role requirements associated with their jobs. Roles refer to behaviors associated with job titles.

For example, medical care professionals need to know about informed consent provisions associated with research projects and with complex surgeries.

Managers must ensure that employees have the knowledge and skills that area necessary to carry out these role demands.

At this point in the analysis of motivation, employees are working hard for their organizations. They will then examine whether or not they are being treated equitably. They will examine the rewards they receive, especially salaries, and will compare themselves with others who hold down similar jobs. If they feel the rewards they receive are comparable, they will feel equitably treated. If they feel inadequately rewarded, they will experience dissatisfaction and may leave their organizations.

If workers feel equitably treated, is the analysis of motivation complete? No, and the reason goes back to the early part of this discussion. Workers have various valences, and all must be satisfied.

Further, even if they did not have a certain valence when they started work for a company, they might develop it over time. For example, people might take a job because they feel that it will satisfy their need to achieve and to receive recognition for their accomplishments. They may feel that they can satisfy this valence in their current organization and they may feel equitably treated. But they may find themselves becoming interested in supervising the work of others.

Managing other people is quite a different from the valences of achievement and recognition. Workers with this new valence will then examine whether or not their current job leads to positive outcomes and equity. If it does not, they will experience dissatisfaction.

Does this mean that workers will never be entirely satisfied? The answer is yes. If people become satisfied with certain aspects of their lives, they will develop others needs that they want to fulfill. This is human nature, and it means that managers must always be attentive to the changing and increasing demands of their best workers.