BUS610 Week 3 Written Assignment
BUS610 Week 3 Written Assignment
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Date Created: 11/06/15
Motivational Theory 1 Running Head: MOTIVATIONAL THEORY Motivational Theory Guy Hall BUS 610 Professor Kathryn KingMetters January 25, 2009 Motivational Theory 2 In this paper, I will review and give details regarding the theory behind problems that involve motivations at work and I will use motivational theories to describe actions modifying the motivation and behavior on the job. Workers today are motivated by many different intentions. Some of these causes are considered as a needed entity or as a desired. The author of the text “Organizational Behavior” determined that there are inevitable problems occurring and in a study the author further stated, “Results uncovered significant positive relationships between businessunitlevel employee satisfaction and businessunit outcomes of customer satisfaction, productivity, profit, employee turnover, and accidents. It thus appears managers can positively affect a variety of important organizational outcomes, including performance, by increasing employee job satisfaction. As organizations seek to foster job satisfaction and motivate employees to contribute to goals, they often run into two motivationrelated challenges: counterproductive work behavior and conflicts between work and family life” (Kinicki, pg.165, 2009). Many organizations all over the globe throughout the past hundred years have focused on theories that motivate the workers to be the best they can be. Many of the theories of motivation have proven to be true. In this day of age, most workers are well educated to a very high standard and for that they demand a reasonable salary and good working conditions. In an online article an author describes clearly asks the reader, “What is motivation?” and stated, “…Motivation is getting people to do something because 'they' want to do it. Motivation is inspiring people to work individually or in groups in ways that produce the best results. It is learning how to influence people's Motivational Theory 3 behavior. Learning to be a good motivator is an art and a skill. It must be learned and practiced.” (Darlington, 2009). Motivation has conventionally been assumed an individual phenomenon. Each individual is unique in which each individual have different needs, potential, values, strengthening history, attitudes and goals. The most important aspect that most workers are concerned about is their wants and desires. It is important to identify employees' wants and desires, which include praise and recognition often from employees, and assure that they do not feel they get noticed only for the things they do wrong. Also identify job security; opportunity to advance and gain new experiences; communication to know where they stand in the eyes of their employers and what is done right or wrong; and to feel involved in the companyto take part in making decisions. An online author stated, “Motivating employees begins with recognizing that to do their best work, people must be in an environment that meets their basic emotional drives to acquire, bond, comprehend, and defend…Jobs that are designed to be meaningful and challenging meet the need to comprehend. Processes for performance management and resource allocation that are fair, trustworthy, and transparent address the drive to defend” (Nohria, 2008). An example for this paper, where motivation would be a solvable problem is employees who work minimum wage jobs at fast food restaurants. Motivational values are well stated in an online article and the author stated, “Individuals tend to be motivated to perform in a particular way when they are rewarded for performing in that way. How Motivational Theory 4 motivated they are is a function of how clear the connection is between rewards and performance, and how valued the rewards are” (Lawler, 2009). With this being said, it is known that many fast food workers are not recognized and appreciated for their work. When an individual is one of many employees, primarily working alone either at a cash register, acting at a set or helping stop the fire, it is very difficult meeting others and forming relationships. Management and employees alike need to pay attention to to his advice because in order to make the workplace a better place, management and workers must look at themselves and make some changes. An efficient feedback method is a multisource feedback system. Self actualization is the desire to become what one is capable of becoming, for example if you know that you can paint than you should paint and become a painter. A fast food worker makes minimum wages and so the management should make sure that they get enough hours so that they can make efficient money to pay their rent and live comfortably. In an online article on ProQuest, and author conducted a study and stated, “…Managers gave employees more immediate, frequent, and negative feedback when they attributed their performance to low effort. This reaction was even more pronounced when the manager’s success was dependent on an employee’s performance. A second study indicated managers tended to transfer employees whose poor performance was attributed to a lack of ability and decided to take no immediate action when poor performance was attributed to external factors beyond an individual’s control” (Kinicki, 2009). Furthermore, a high turnover rate means that employees who remain at an organization face the dissolution of relationships, which have been formed. An online Motivational Theory 5 author stated, “Employee retention strategies have been a topic of interest, but studying the psychological nuances of the issue began gaining prominence in the early part of the 20 century as theorists began linking motivation to meeting needs. Motivation and employee retention have been under the microscope ever since to get a leg up on enhancing workforce support for key corporate initiatives” (Wilson, 2005). In order to solve this problem management must explore many of the abovementioned methods of promoting positive employee motivation: recognizing an employee, making them feel important and encouraging the formation of bonds. However, recognizing employees and their effort must be complemented with efforts to satisfy their employees need to belong if they want their workers to be as motivated as possible. In regards to the aforementioned scenarios, the Expectancy theory, developed by Victor Vroom is a very complex model of motivation that is based on a simple assumption is preferred. An online author stated, “Vroom’s theory is based on the belief that employee effort will lead to performance and performance will lead to rewards, being either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated” (Wilson, 2005). According to the expectancy theory, motivation depends on how much we want something and on how likely we are to get it. Any company, regardless of its size, needs to make the most of its resources and happy, motivated workers yield positive results and help maximize profits. Expectancy theory is complex because each action that is taken is likely to lead to several different outcomes, some that we may want, and others that we may not want. Motivational Theory 6 The expectancy theory shows that getting promoted or getting a better job position could lead to outcomes the employees would not want. Getting better paid or promoted would not conclude that the employee will get motivated as we have seen in the above scenario where employees who do not seek advancement are not reasonably not suitable for such promotion versus someone more inclined to accept such responsibility. References Darlington, H.. (2009, December). Motivation Ideas for Supervisors and Employees. Kitchen & Bath Design News, 27(12), 30. Retrieved January 23, 2010, from ABI/INFORM Trade & Industry. Kinicki, A. and Kreitner, R.. (2009). Custom book for Ashford: Organizational Behavior. Organizational Key Concepts, Skills and Best Practices. United States: The McGrawHill Companies, Inc. Retrieved January 22, 2010 Lawler III, Edward E.. (2009, April). ValueBased Motivation. Business Week (Online), Page 1. Retrieved January 21, 2010, from ABI/INFORM Trade & Industry Nitin Nohria, Boris Groysberg, & LindaEling Lee. (2008, July). Employee Motivation :A Powerful New Model. Harvard Business Review, 86(7,8), 7884. Retrieved January 23, 2010, from ABI/INFORM Global. Wilson, Michael. (2005, July). The Psychology of Motivation and Employee Retention. Maintenance Supplies, 50(5), 4849. Retrieved January 23, 2010, from Career and Technical Education Motivational Theory 7
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