ABSTRACT
Part 2 focuses on work motivation at the team level. Responsibility for work is shifting from individuals to work teams, and our knowledge of work motivation in teams is not keeping pace with this shift. Facing this situation of a changing world of work, Chapter 11, by Daniel R. Ilgen and Lori Sheppard, proposes a comprehensive model of motivation in work teams. The model assumes that motivation in teams presents a dilemma requiring trade-off between team-level and individual-level needs, goals and payoff. Team members must receive rewards that can be associated with individual level performance, but if these associations are too tightly established, team functioning often breaks down. Performance measurement, feedback, goals, job design, and incentive systems are the primary sources of inuence on motivation in teams, and within each of these domains exist means of addressing a number of the complexities of individual motivation in teams. Recognizing the nature of the constructs and establishing contingencies between behaviors and outcomes as illustrated in their model should aid in addressing motivation in teams.
