Final answer:
When a worker perceives their pay as being controlled by their leader, their need for autonomy is undermined, which reduces intrinsic motivation. Symbolic interactionism suggests that autonomy, decision-making involvement, and recognition are key to job satisfaction and intrinsic motivation, while rewards that control rather than acknowledge can have the opposite effect. Ensuring adequate compensation and acknowledging needs for autonomy and growth are essential for maintaining a motivating work environment.
Step-by-step explanation:
If the money that is received by a worker is interpreted as being controlled by the leader, then the individual’s need for autonomy is challenged, and this undermines intrinsic motivation. Autonomy is a critical component of job satisfaction and intrinsic motivation, as workers who have more control over their tasks and feel integral to the outcome of their work tend to be happier and more motivated. This is supported by symbolic interactionists like Melvin Kohn, who found that job satisfaction is higher among workers who believe they have control over their work and participate in decision-making.
When a worker's remuneration is tightly managed by leadership, it can imply a lack of trust and a restriction on the worker's autonomy, leading to a lower sense of job satisfaction and alienation from the work process. Rewards, such as money, while necessary, can decrease intrinsic motivation if they are expected or if they are seen as controlling rather than acknowledging a job well done. On the other hand, unexpected or affirming rewards, like praise, tend to maintain or even increase intrinsic motivation. This distinction highlights the importance of how leadership structures affect an employee's psychological responses to work and their sense of empowerment.
Furthermore, workers seek meaningful work that helps in their personal and rational development, supporting their independence and pursuit of happiness. When financial compensation is not sufficient to meet basic needs, as discussed by Bowie, the worker's independence is compromised. Hence, organizational leaders should structure reward systems that acknowledge employees' needs for autonomy, growth, and achievement to foster a positive and motivating work environment that supports job satisfaction and reduces the risk of stress and dissatisfaction.