Although adjustment problems occur, the arrangement of a proper schedule is required.
III. Telecommuting also known as the flexiplace, is a working condition that allows the least portion of the scheduled work to be completed outside the office, with the work-at-home as the only option (DAHLGAARD, S.M.P. 2000 page87). This strategy influences the jobholder based on the need of observance of the work fixed hours, dressing in distinct work attire, enduring the normal limitations of commuting, and having unswerving contact with the administrator. The Home workers often encounter increased productivity, in which they report minimal distractions, enjoy the sovereignty of directing themselves, and appreciating the advantage of having more time by themselves (CRAINER, S. 2000 page78). The presence of positive factors indicates that even the negatives are present. Majority of the home workers feel that they work too much leading to the isolation of their friends and family members. The additional feelings of loneliness encompass them making them to lack visibility at their offices because of low promotions.
Motivational Theories: Behavior
Process theory
This theory explains how the workers behave to meet their needs and their determined choices. This theory offers advice and motivation to the people while they make choices. The decision of working hard depends on the individual preferences, availability of rewards, and the possible outcomes.
Equity Theory
According the equity theory, based on the work of J. Stacy Adams principles, the worker gives and compares their rewards to the implicated efforts. The equity that exists when the workers perceive their equal efforts is illustrated in the diagram below.
Employee's underestimation of their potential rewards, indicates that they compare their abilities with that of their colleagues. The feeling of inequality occurs when people believe that their rewards are mediocre to the rewards offered to the people sharing similar workloads. The employees who have the feeling of unfair treatment, exhibit the following insecure behaviors:
I. Put minimal attempt into their jobs
II. Ask for better treatment and/or rewards
III. Find ways to make their work seem better by comparison
IV. Transfer or quit their jobs
The equity theory focuses on the individuals behaviors based on diverse perceptions. The manager considers the irrelevance of an employee before they raise a real issue based on the employee perceptions of the organizational factors. The rewards perceived include the equitable positive positions that arise because of their job performances and the satisfaction experienced. These rewards are inequitable, as they tend to create the job dissatisfaction and cause adverse problems on their performances.
The equity theory illustrates point whereby people react depending on their perceptions and beliefs. The manager considers the irrelevant acts of an employee, as the real issues of the employees comprise their situations. The rewards perceived are equal to the positive results of the job. Managers ensure the avoidance of all negative consequences based on the rewards allocated to diverse individuals (TAYLOR, J., & MACHADO, M.D.L. 2006. Pg 76). The informed managers anticipate on the perception of negative inequalities when the rewards become visible, these include issues like increased rates of promotion occurring to different executives. The leering equity is concerned with issuing the position at hand with the managers so that they can be clarified in accordance to their performance appraisals on the reward-based categories.
Expectancy Theories
Victor Vroom introduced this theory as one of the widely accepted explanation of motivation. It elaborates the rate at which the employees are motivated to exert effort in which they believe that:
I. Efforts result to good performance appraisal.
II. A good appraisal leads to the organizational rewards.
III. The organizations reward individuals with the aim of satisfying their personal goals.
The main expectancy theory aims at understanding a specific individual's goal and the relationship they entail of based on the effort and performance. These two factors are inclusive of the high levels of expectancy and an attractive reward, motivation depends on the high rates of intake (JONES, G., & ZEITLIN, J. (2008 pg. 76). To motivate the employees, the managers strengthen their works accountability by unifying them using the available chances. The clarification of the performances makes sure that the rewards provided are desirable.
Reinforcement theory
This theory describes the E.L Thorndike's law of effect, based on the relationship between the behavior of the employees and its consequences. The theory focuses on the modification of the employee based on their job behavior. There are various techniques implicated in the theory;
I. Positive reinforcement has a rewarding behavior that results to a raise on the promotion considering the positive behavior of the individuals with the intention of an increased probability of the repeated...
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