ABSTRACT
Introduction .................................................................................................... 472 Chapter Goals and Denition of Key Terms .................................. 473 Some Traditional (and Perhaps Outdated) Implicit Motivation Assumptions .................................................................. 475
Assuming New Work-Life Relationships ................................ 475 Considering Social Context: The Matthew and Social Context Effects ............................................................................. 477
Applying the Matthew Effect ........................................................... 477 Motivation Inuences as Social Convoys ....................................... 479
Relevance of Main Work-Family Theoretical Streams to Work Motivation ....................................................................................................... 479
Resource Scarcity/Rational Perspectives on Nonwork Inuences on Job Motivation ............................................................ 480 Role Accumulation and Enrichment Perspectives on Job Motivation ........................................................................................... 481
Moving Beyond Gender and Age to Family Life Course, Workload, and Mood Perspectives ................................................................................. 482
General Examples of Family Inuences on Motivation ............... 483 Gender and Motivation in Social Context: Mixed Resource Depletion and Enriching Interactive Effects of Caregiving Roles ..................................................................................................... 484
Motivation Over the Age Life Span: Some Nonwork Considerations ............................................................................. 486
A basic goal of all managers is to motivate employees to perform at their highest level. Motivating someone implies that you have that person’s attention as well as his or her willingness to put forth a great deal of sustained effort toward accomplishing work-related goals. (Wagner & Hollenbeck, 2002, p. 100)
Traditional management and industrial/organizational (I/O) writing regarding work motivation generally underexamine the impact that dynamic ongoing experiences and goals relevant to the employee’s nonwork life may have on work motivation outcomes and processes. Given the growing heterogeneity and changing nature of the workforce, we argue that motivation theorists must re-view central relationships and interactions between personal life roles and work motivation. Consider the following facts on the transformation in the constellation of employee’s work and family and diversity characteristics, as well as the growing blurring of the boundaries between work and personal life roles that make it increasingly difcult to overlook nonwork motivational inuences on motivation in the work environment.
