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al., eds., 2004; Masicampo and Baumeister, 2011).
Need Hierarchy Theory- Need theory is a combination of Maslow's "Hierarchy of Needs" and Herzberg's "Two-Factor Theory." It essentially goes beyond drive and says that humans have needs that must be satisfied; typically layered from survival issues upward. Once the bottom layers have been fulfilled (e.g. food, shelter, safety), then self-esteem, recognition, achievement and self-actualization, which are all workplace goals, become even more important. These workplace needs are an intrinsic/extrinsic motivational technique that results in job satisfaction, but if absent, result not in dissatisfaction, but no satisfaction. Thus, there are motivators (challenges, responsibility and recognition) and hygiene factors (salary, fringe benefits, status) that may result in demotivation. The key for the manager, then is to identify the true motivational needs and provide an appropriate environment for their actualization (Bobic and Davis, 2003; Koontz and Weihrich, 2006).
Goal Setting Theory -- GST is based on the idea that employees often have a drive to reach a clearly defined end state, as opposed to something ethereal and non-cohesive. This goal may move, and be continually defined, but the individual milestones must be substantive enough to allow for specifics. In the workplace, then, it is not specific enough to say, "Do the best job you can by X date," but rather, "I expect this project/issue, etc. To have the following components, well-fleshed out, in a top-notch report...
The project should be of this level with color graphics, bound, and at this level." This type of employee motivation requires active and regular assistance and follow up from management (Cervone, et.al, 2006; Rauch, 2006).
REFERENCES
Bobic, M. And Davis, W. (2003). A Kind Word for Theory X Journal of Public Administration. 13 (3): 239-51.
Cervone, D.m, et.al. (2006) Self-Regulation: Reminders and Suggestions from Personality Science. Applied Psychology: An International Review. 55 (3): 333-85.
Harrison, A., et.al., eds. (2004). The Distributed Workplace: Sustainable Work Environments. New York: Spon Press.
Hersey and Blanchard (1977). Management of Organization Behavior, Utilizing Human Resource. New Jersey: Prentice Hall
Koontz, H. And Weihrich, H. (2006). Essentials of Management. New York: Tata McGraw Hill.
Masicampo, E. And Baumeister, R. (2011). Consider it Done! Plan Making can eliminate the cognitive effects of unfulfilled goals. Journal of Personality and Social Psychology. Cited in: http://psycnet.apa.org/index.cfm?fa=buy.optionToBuy&id=2011-12522-001
Maslow, A.H. (1943) A Theory of Human Motivation. Psychological Review. 50 (4): 370-96.
Rauch, C. (2006). Goal Setting Theory -- A Discussion. Nordersted, Germany: GRIN Verlag. (www.grin.com).
Watkins, R. And Leigh, D. (2010). Handbook of Improving Performance in the Workplace. New York: Wiley.
REFERENCES
Bobic, M. And Davis, W. (2003). A Kind Word for Theory X Journal of Public Administration. 13 (3): 239-51.
Cervone, D.m, et.al. (2006) Self-Regulation: Reminders and Suggestions from Personality Science. Applied Psychology: An International Review. 55 (3): 333-85.
Harrison, A., et.al., eds. (2004). The Distributed Workplace: Sustainable Work Environments. New York: Spon Press.
Hersey and Blanchard (1977). Management of Organization Behavior, Utilizing Human Resource. New Jersey: Prentice Hall
Masicampo, E. And Baumeister, R. (2011). Consider it Done! Plan Making can eliminate the cognitive effects of unfulfilled goals. Journal of Personality and Social Psychology. Cited in: http://psycnet.apa.org/index.cfm?fa=buy.optionToBuy&id=2011-12522-001
Motivation Employee Motivation Managers and business owners know the importance of employee motivation to the success of their business. To that extent, they seek to understand it better for mutual success. Gateth R. Jones and Jennifer M. George, in their book entitled "Contemporary Management," define employee motivation as a combination of "psychological forces, which determine the direction" of an employee's behavior in an organization (Consador 2013)." They also describe it as an
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