The Contemporary Work Context ............................................................... 363 The Nature of the Employment Relationship ................................... 363 Psychological Contracts and Idiosyncratic Deals ............................ 365

Work Practices and Employee Motivation ................................................. 366 Organizational Culture and Climate ................................................. 367 Compensation and Reward Systems ................................................. 368 Performance Management .................................................................. 371 Career Development, Employability, and the Changing Nature

of Careers ....................................................................................374 Employment Security ........................................................................... 375 Employee Involvement/Voice Systems .............................................. 375 Employee Diversity Policies ................................................................ 376 The Role of Values: Intrinsic Motivation ........................................... 377 The Role of the Above Practices for Specic Segments of the

Workforce ................................................................................... 379 Policies versus Practices ....................................................................... 381

Systems Perspective ....................................................................................... 383 Future Research Directions and Challenges ............................................. 386

Cross-Level and Systems Research .................................................... 386 Distinguishing Between Practices and Policies ............................... 388

Motivation is typically thought of as a within-person phenomenon. Yet the individuals at work are a part of a larger organizational system, and as such, a more complete understanding of employee motivation recognizes the role of organizational-level factors in inuencing work motivation. Major organizational practices that inuence employee motivation include the evaluation, feedback, involvement, and reward systems. In addition, organizational culture and workplace policies and strategies surrounding job security, development opportunities, and diversity play a role in inuencing employee motivation at work. The purpose of this chapter is to examine these organizational inuences and address the impact of organizational characteristics and contemporary changes in the nature of work systems that inuence employee motivation.