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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 work that stretches and excites them while also advancing organizational goals" (Levinson, 2003). Praise and recognition and growth and advancement opportunity are powerful motivators (Nelson, 2002). However, the daily grind of a telesales employee's tasks can be mind numbing.
Therefore, the organization will be challenged to make the work exciting and rewarding for the employee. In addition, there should be the ability to move up within the organization and hiring from within, even into other departments such as customer service or outside sales, should be common. and, lastly, a formal recognitions and informal recognition program should be put into place. Daily 'atta boys' are a powerful motivator, as are monthly, quarterly or annual recognition public events. With these programs in place, the telesales organization will not only see a dramatic increase in productivity, but in sales revenue as well.
References
Buhler, P.M. (Dec 2003). Managing in the new millennium. Supervision, 64(12). Retrieved November 6,...
(Summer 1995). Employee motivation. Management Quarterly, 36(2). Retrieved November 6, 2004, from Business Source Premier database.
Frederick Herzber g. (16 Oct 2004). Retrieved November 6, 2004, at http://en.wikipedia.org/wiki/Frederick_Herzberg.
Gawel, J.E. (Jan 1999). Herzberg's theory of motivation and Maslow's hierarchy of needs. ERIC Digest. Retrieved November 6, 2004, from ERIC Clearinghouse of educational Management database.
Herzberg, F. (Jan 2003). One more time: How do you motivate employees? Harvard Business Review, 81(1). Retrieved November 6, 2004, from Business Source Premier database.
Levinson, H. (Jan 2003). Management by whose objectives? Harvard Business Review, 81(1). Retrieved November 6, 2004, from Business Source Premier database.
Motivating teachers for excellence. (No date). ERIC Digest. Retrieved November 6, 2004, from ERIC Clearinghouse of educational Management database.
Nelson, B. (Nov 2002). Forget money, load on the praise! Bank Marketing, 34(9). Retrieved November 6, 2004, from Business Source Premier database.
Herzberg's Two Factor Theory: Applications for a Telesales Workforce
References
Buhler, P.M. (Dec 2003). Managing in the new millennium. Supervision, 64(12). Retrieved November 6, 2004, from Business Source Premier database.
Creech, R.M. (Summer 1995). Employee motivation. Management Quarterly, 36(2). Retrieved November 6, 2004, from Business Source Premier database.
Frederick Herzber g. (16 Oct 2004). Retrieved November 6, 2004, at http://en.wikipedia.org/wiki/Frederick_Herzberg.
Gawel, J.E. (Jan 1999). Herzberg's theory of motivation and Maslow's hierarchy of needs. ERIC Digest. Retrieved November 6, 2004, from ERIC Clearinghouse of educational Management database.
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
Organisational behaviour and management literature provides several theories that can be used to enhance employee motivation. One such theory is the two-factor theory developed by Frederick Herzberg. This paper describes the theory and its application in the improvement of worker safety, health, and/or wellbeing. Also known as the hygiene theory, Herzberg's model asserts that at the workplace, there are factors that lead to job satisfaction and others that cause dissatisfaction (Miner,
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
If possible, avoid overcrowding and allow each employee his or her own personal space. 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
However, her initial suggestions of improvement -- especially after a lack of positive response the first few times -- are not predicted by expectancy theory. It was obvious that she was not expected to make such suggestions, nor was she especially given an opportunity to do so, and both of these circumstances are considered necessary in expectancy theory. Furthermore, Lesley would have known that she was expected to perform
Motivation of workers is posing very big challenges to organizations. Herzberg ensures that an organization rewards its employees depending on the behaviors that the management would like to encourage.One of the widely known writers on motivation of workers is Frederick Herzberg. He is widely known for the two-factor theory that he came up with. The two factor theory is widely referred to as the hygiene motivation theory. As stated above,