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If employees are located in close quarters with little or no personal space, tension may easily increase among them.
Motivators
Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful (Herzberg & Hamlin, 1961). Employees should be placed in positions that use their talents and are not set up for failure. Set clear, achievable goals and standards for each position, and make sure employees know what those goals and standards are. Individuals should also receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs.
Individuals at all levels of the organization should be recognized for achievements on the job. Employees will be more motivated to do their jobs well if they have ownership of their work. This requires giving employees enough freedom and power to carry out their tasks so that they feel ownership in the result. Loyalty and performance should be rewarded with advancement. When feasible, employees should be supported by allowing them to pursue further education, which will make them...
By creating an environment that promotes job satisfaction, employees may be more motivated, productive and fulfilled. This, in turn, may contribute to higher quality customer satisfaction.
References
Alshallah, S. (2004). Job satisfaction and motivation: how do we inspire employees? Radiol Manage, 26(2), 47-51.
Herzberg, F., & Hamlin, R.M. (1961). A motivation-hygiene concept of mental health. Ment Hyg, 45, 394-201.
Lindsay, C.A., Marks, E., & Gorlow, L. (1967). The Herzberg Theory: a critique and reformulation. J Appl Psychol, 51(4), 330-339.
Rantz, M.J., Scott, J., & Porter, R. (1996). Employee motivation: new perspectives of the age-old challenge of work motivation. Nurs Forum, 31(3), 29-36.
However, these changes are merely quick fixes, and simply by removing dissatisfaction factors, does not equate to satisfaction, for this reason, to increase productivity, the telesales organization must move forward to intrinsic changes as well (Buhler, 2003). Once it is ascertained that these hygiene factors are met, organizations can begin to work on the motivation factors, which will really improve productivity for the long-term. "People are most deeply motivated by
G., they need self-confidence); B2 only works if the employee really fundamentally trusts that "their performance will lead to expected outcomes"; and B3 is successful only if the outcomes truly will satisfy her or him (Green, p. 3-4). Has the expectancy theory been supported by the research? Certainly there is a great deal of research that has gone into the expectancy theory and the research available for this paper reveals the theory
Both observation and experiment provided the underpinning for Abraham Maslow’s theory of human motivation. Maslow (1943) posits, “man is a perpetually wanting animal,” leading to the constant striving to fulfill goals (p. 370). If and when anything prevents the fulfillment of a goal—whether the obstacle is internal or external—discomfort or psychopathy can occur (Maslow, 1943). Although Maslow’s original research was conducted decades ago, recent research on motivation and human behavior
Employee Motivation Maslow's Hierarchy of Needs is perhaps the most commonly known theory of motivation, which is likely due to the broad applicability of the theory. Maslow developed his hierarchy of needs as part of his research on human potential and a component of positive psychology he termed self-actualization (Maslow, 1943; 1954). Maslow believed that human motivation is heightened when people seek fulfillment through personal growth and discovery. Self-actualized people are
Herzberg and Blanchards' Theory Leadership and Motivation Comparison of Situational Theory against the Two Factor Theory Faraz Hersey and Blanchard's Situational Leadership Model Leadership / Behavior of the leader Development Level of the Follower Steps in the Situational Leadership Strategy Strengths of the Situational Leadership Strategy Drawbacks of the Situational Leadership Strategy Assumptions of Situational Leadership Conditions Fredrick Herzberg's Theory of Human Motivation Hygiene Factors of the Two Factor Theory Hygiene / Maintenance Factors Motivating Factors of the Two Factor Theory Limitations of the
D.). A need also frequently serves to answer the question motivational psychologists regularly ask as they explore motives that impel the person people to do what he/she does: "What drives people to do the things they do?" Basic concepts of motive include: A motive depicts a person's internal state arousing and directing his/her behavior to meet a precise goal and/or objective. A deficit, a lack of something, contributes to a motive. Motives vary