... Motivation can be defined as the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal (Pinder, 1998). Motivation is one of the most frequently researched topics in organizational behavior (Latham and Pinder, 2005) and over the years, several theories have been coined and widely used by managers in their organisations. In 1950, 4 theories of employee motivation were formulated and one of them is Herzberg’s Two-‐Factor Theory of Motivation. The Two-‐Factor Theory of Motivation, or motivation-‐hygiene theory, was proposed by Frederick Herzberg in 1959. The theory states that there exist certain job factors that lead to satisfaction while others prevent dissatisfaction. According to Herzberg, the opposite of “satisfaction” is not “dissatisfaction” but “no satisfaction”. Similarly, the opposite of...
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...motivated to exert high level of efforts when he believes that efforts will lead to good performance and therefore organizational rewards that will satisfy achievement of personal goals”(Kondalkar, 2007). Therefore if the employees think of the rewards that are offered are insufficient, there could be a possibility that they will not give their best performances and as a result their motivation decreases, thus it will lead to a turnover in the long term (Lunenburg, 2011). The problem of high turnover can also be associated with this fact that workers at McDonald knows that their efforts will not be rewarded and rewards that are already offered are insufficient thus does not identify individual goal pattern and thus their performance criteria and reward system does not reflects employees individual needs and personal goals. In his Expectancy theory Vroom has identified that individual have certain expectations from their company, and these expectations have an influence on these individuals work behaviour Unfortunately at McDonald employees are not motivated as their expectation that are explained in Vroom’s theory is not fulfilled, most of the workers are underpaid, moreover they have unequal pay rate that is causing dissatisfaction among employees, and they are not recognized and appreciated for their work and efforts in terms of intrinsic or extrinsic reward. Job Satisfaction and Turnover: Mullins (2005) has discovered that job dissatisfaction and employee turnover is positively...
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...recognition, limited opportunities for growth, pay and benefits, as well as many others. Management should try their best to improve these factors in hopes to achieve a low turnover rate which will in turn help in the success of the business. Beginning with the hiring process, employers should actively seek employees who have a high interest level in that specific field or position. This point is very important according to Kristen Gregory who states, "an employee who has no interest in his or her field, or the position in which he or she begins in a job, may initially put forth his or her best effort. However, this employee will often become bored with the work because there is no intrinsic motivation to succeed. Finding the daily job mundane reduces the individual’s desire to show up to work and to do the job well. In this case, the employee may continue to come to work, but his or her efforts will be minimal" (Gregory, 29).During interviews, employers should ask questions relating to...
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...A. Executive Summary Within this report is an analysis of Perfect Pizzeria’s existing situation in relation to its operating environtment. A brief introduction will be given on Perfect Pizzeria existing condition so as to have an overview of how wel the company is doing. The group has adopted 3 perspectives to identify the problems encountered in Perfect Pizzeria, namely; Planning and Controlling, Job Design and Managing Conflict. After the identification of problems, recommendations base on individual implications will be given to tackle them so as to resolve or minimize it, improving the present condition of the company. A. Introduction While the planning function provides direction, the controlling fuction adds the vital regulatory element, allowing managers to monitor performance and take corrective action when needed. Conflict too, needs to be both controlled and managed. (Batrol, Martin, Tein, Matthews, 1998, page 640) The lack of planning and controlling often result in differences in perceptions and goals. In the case of Perfect Pizzeria, it had shown a perceived difference between managers and staff, resulting in conflicts. (Bartol, Marting, Tein and Matthews, 1998) Conflicts can be constructive as well as destructive, but if it is left unmanaged, it may result in dysfunctional effects on an organization and it’s people. To curb this, there must be good planning on the part of management. One subset of planning is in the area of Job Design. Proper...
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...Performance-reward relationship which is the degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome. 3. Rewards-personal goals relationship is the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual. Each of these relationship is, in turn, influenced by other factors. For effort to lead to good performance, the individual must have the ability to perform and perceive the performance appraisal system as fair and objective. The performance-reward relationship will be strong if the individual perceives that performance is rewarded. Expectancy Theory predicts employees will exert a high level of effort if they perceive a strong relationship between effort and performance, performance and rewards, and rewards and satisfaction of personal goals. Also, to add - the defiance of those employees to maintain their responsibilities even after reward is taken from them leads to Hertzberg’s Two-Factor Theory. As this can definitely play a role in an unhealthy work environment. “A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction” (p....
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...Olivarez College – Graduate School in Business | Principles on the Theories of Motivation | Human Resource Management | Engr. Mary Jane A. Badillo | PRINCIPLES ON THE THEORIES OF MOTIVATION WHAT IS MOTIVATION? Many people incorrectly view motivation as a personal trait. Some people have it, and others don’t. But motivation is defined as a set of forces that causes an individual to behave in a particular way. It is generally what energizes, maintains and controls behavior, it acts as a stimulus for desirable actions. Motivational concerns would be addressed if we were to ask, for example, What motivates employees to go to work each morning? Many people get great satisfaction from their work and take great pride in it; others may view it as a burden, and simply work to survive. This question of motivation has been studied by management theorists and social psychologists for decades, in attempts to identify successful approaches to management. From a manager’s viewpoint, the objective is to motivate people to behave in ways that are in the organization’s best interest. THE IMPORTANCE OF MOTIVATION What people want from an organization and how they think they can achieve it plays an important role in determining their motivation to work. Some people want money, some want challenge and some want power. The difference between highly effective organizations and less effective ones often lies in the motivations of their members. Managers strive to motivate...
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...ABRAHAM MASLOW’S HIERARCHY OF NEEDS According to this theory, individual strives to seek a higher need when lower needs are fulfilled. Once a lower-level need is satisfied, it no longer serves as a source of motivation. Needs are motivators only when they are unsatisfied. In the first level, physiological needs exist which include the most basic needs for humans to survive, such as air, water and food. In the second level, safety needs exist which include personal security, health, well-being and safety against accidents remain. In the third level, belonging needs exist. This is where people need to feel a sense of belonging and acceptance. It is about relationships, families and friendship. Organizations fulfill this need for people. In the fourth level, self-esteem needs exist. People need to sense that they are valued by others and feel that they are making a contribution to the world. Achievement needs, respect of others are in this level. Participation in professional activities, academic accomplishments can all play a role in fulfilling the esteem needs. In the top-level, self-actualization needs exist. This level of need refers to what a person's full potential is and the realization of that potential. Maslow separated the 05 needs into 2 categories called higher order needs and lower order needs. Physiological and safety needs were described as lower order needs and social esteem and self-actualization needs were described as higher order needs. The differentiation...
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...Motivation Motivation - is the process encouraging people to work. There are many different aspects of the theory of motivation, and they are: 1. Historically, the early views on motivation to work, such as the policy of "carrot and stick". The adherents of this view think that man is by nature lazy, sly, selfish, wants to give less and get more, hence there is a need to constantly force him to work and systematically encouraged to achieve high results. 2. Content theories of motivation (as an incentive to work discusses the inner satisfaction of man, his needs). 3. Procedural theories of motivation (motivation occurs during labor process). Let us consider each of the theories. The content theories of motivation include: • A. Maslow’s theory; • K. Alderfer's theory; • D. McClelland theory; • F. Hertzberg’s theory; A Maslow (1908-1970) provides the following hierarchy that makes a need for person to work. And Maslow (1908-1970) offers the following hierarchy inducing the person requirements to work: • Physiological needs (hunger, thirst) • Needs for safety, stability and confidence in the future • Needs for love, participation, communication • Needs for recognition and self-confirmation • Needs for self-actualization A. Maslow assumed that needs for this hierarchy arise gradually. Satisfying primary requirements, the person gradually becomes more motivated. People not simply satisfy one need for another, but move up, changing the importance for these or those...
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...1. Create a behavioural description of Laura and Luke, comparing and contrasting their profiles. Are they suited to their jobs? Laura and Luke have a number of behavioural distinctions that are both similar and vastly different. Luke’s Behavioural Profile Luke can be said to be someone who has a Type A Personality. This is because it is evident that he is someone with consistently as a sense of time urgency and impatience, which can causes exasperation and irritation which can explain his fiery temper. As noted by Friedman (1996) like other Type A’s, his competitive drive leads to stress and an achievement driven mentality which is evidence by his belief in monetary incentives and rejection of the “warm and fuzzy” HR style. His tendency for stress as evidence above is also indicative of a negative emotional stability which can also be linked to Type A personalities. Similarly, using the Myers Briggs Type Indicator (MBTI) model (Robbins et al, 2010) Luke’s personality can be described as being more of an ESTJ type in that he has a very practical and matter of fact approach to work. His lack of interest in socialising with others or desire for staff to socialise with others is indicative of his desire to achieve results in the most efficient way possible, a trait which is commonly associated with this personality type. Laura’s Behavioural Profile Like Luke, Laura also exhibits a somewhat negative emotional stability in that she also appears to suffer from stress. This...
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...CHAPTER TWO REVIEW OF LITERATURE Introduction This chapter contains discussions on the theories of motivation in relation reward systems and motivation in organizations, rewards and productivity, empirical literature on rewards and performance, and the techniques available to managers to ensure desired organizational behavior. The crux of the literature will be on effective reward systems which end in motivation which then leads to job satisfaction. In addition, a conceptual framework for the study of motivation and job satisfaction in organizations is also discussed. Theories of motivation There are two theories of motivation. These are content theories of motivation and process theories of motivation. Content theories of motivation explain why people have different needs at different times. They are concerned with identifying what it is within individuals and the work environments that energize and sustain behavior. For the purpose of this research the content theories that would be covered are Maslow’s hierarchy of needs theory and Herzberg’s motivator-hygiene theory. Process theories, on the other hand, try to explain and describe the how behavior is energized, directed, sustained, and finally stopped. Process theories to be discussed in relation to this research would include Vroom’s expectancy theory and Adams’ equity theory. Content theories At one time, employees were considered just another input into the production of goods and services. What perhaps...
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...Recommendation and Conclusion 11 References 12 Executive Summary As the leader in China’s telecommunication industry, China Mobile should meet its consumer needs, however with customer expectations continuing to grow at an astounding rate, they organization has been struck with issues that stem from poor organizational management and behaviour (Hickie, 2012). Customer dissatisfaction and lack of customer loyalty has been a problem experienced by the organization stemming directly from a lack of employee satisfaction. To solve this problem the group has asked, “How can China Mobile increase its customer service satisfaction and in turn increase its customer loyalty?” Using the concepts and principles of organizational behaviour, the research questions have been analyzed resulting in recommendations and alternatives to overcome the issue. Job satisfaction, a reward system, goal setting and a change in organization culture is seen as the effective strategies in which to overcome employee dissatisfaction. Of these concepts, the reward system will best be applied to the organization. Outlined in the following document is our analytical viewpoint of China Mobiles’ customer service problem and our recommended solution. Statement of Research Questions Research shows that more and more customers choose or switch to other mobile companies because they not very satisfied the service offered by Chinese Mobile Communications...
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...MGMT 3720 Zhang Yaqi Assignment #1 This case describes the different attitudes the worker and his supervisor have about their work. The reason Walt Henderson, the drafting technicians working in the Wilson Construction Company, has some disagreement with his supervisor Ken Hardy is that they have different attitudes toward their work. According to the textbook, attitude is a person’s favorable or unfavorable thoughts about different aspects, such as people, job, and religion (Robbins & Judge, 2013). In this case study, we are going to evaluate Walt’s attitude towards his work and why he has this attitude. Walt Henderson thought he had a positive attitude towards his work because he used his free time to finish his work. However, from his supervisor’s point, he had a negative attitude towards his work. From the case, Walt brought the work to home and finished his work early, so he thought he is a hardworking employee and can do his own work after he finished the company’s work (Walt Henderson, n.d.). From his supervisor’s point, he has a negative attitude towards his work because he did not follow the company’s rules and argued with his supervisor use disrespect language, such as “what do you want me to do?” (Walt Henderson, n.d.). The three components of an attitude are cognition, affect, and behavior. cognitive component is “the opinion or belief segment of an attitude”, such as my salary is low (Robbins & Judge, 2013). The affective component means a personal feeling of...
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...4 | | Principles the two factor theory | 6 | | Applicability of the factors theory | 7 | | Principles of the Expectation Theory | 7 | | Validity of the Expectation Theory | 8 | | Reliability of the Expectation Theory | 8 | | Applicability of the Expectation Theory | 8 | Task 2 | Explanation of what approaches the manager could use to build cohesive, cooperative and effective teams | 8 | | Process to build cohesive, cooperative and effective teams | 10 | | Conclusion | 11 | | References and Bibliography | 12 | Introduction Motivation is the process of guiding, initiating, developing and maintaining relationship with employees in the organization that why people of the employee should give their best efforts for the achievement of organization success. Motivation is one of the most important management techniques that must be used in the Human resources that include the top management to the last level employee of the organization. So every organization tries to think how to motivate their employees and how the goal of the company should be gained. And that’s why different types of motivation theories developed by the authors that was really more successful on the practical world of the organization. Among different types of motivation two different types of theory are discussed in the below that are (Herzberg, F. et al 1959): * The Two factors theory developed by Frederick Herzberg * The Expectancy theory developed by Victor vroom ...
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...E - MOTIVATION IN ORGANIZATIONS INTRODUCTION. Knowing how and why to motivate employees is an important managerial skill. THE NATURE OF MOTIVATION IN ORGANISATIONS. Motivation is the set of forces that cause people to choose certain behaviors from among the many alternatives open to them. Motivation And Performance In Organizations. An employee's performance typically is influenced by motivation, ability, and the work environment. Some deficiencies can be addressed by providing training or altering the environment, motivation problems are not as easily addressed. Motivation is important because of its significance as a determinant of performance and its intangible nature. HISTORICAL VIEWS OF MOTIVATION. Evolution can be traced from scientific management, through the human relations movement, to the human resource approach. Scientific management: The assumptions of scientific management were that work is inherently unpleasant for most people and the money they earn is more important to employees than is the nature of the job they are performing. Human relations movement: This school of thought emphasized the role of social processes in organizations and assumed that the need for belongingness and the need to feel useful are more important than money in motivating employees. Human resource approach: This view assumes that people want to contribute to organizational effectiveness and are able to make genuine...
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...In the last two decades, motivation becoming increasingly important in the workplace. Motivation was defined as the ‘psychological forces’ that determine the level of a person’s effort and persistence and the direction of a person’s behavious in an organization (Meyer et al., 2007: 425). As the base of organization, employee is regard as the most essential aspect in order to manage successfully and motivation is considered as the center of management because it explains why workers do in this way (Meyer et al., 2007:425). Moreover, it is concluded by French et al. (2008:156) that the motivation of employee is one of the keys to effective management to reach the objective of the organization. Therefore, this essay will analyze the application of both content and process motivation theories. To be more specific, Maslow’s theory will be explored in Hart Worldwide, followed by Herzberg’s Two-factor theory in Kwik-fit financial service and Vroom’s Expectancy theory in Nike. One of the most widely used theories about needs is by psychologist Abraham Maslow, who assumes that human needs are appeared continuously in a higher level. (Rollinson, 2008:202). Therefore, he arranged the needs in a hierarchy, which is portrayed as a pyramid of five different kinds of needs: physiological needs, safety needs, belongingness, esteem needs and self-actualization needs (Meyer et al., 2007:430). Moreover, he assumed that some needs are considered more basic than other needs, such as food and water...
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