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…...
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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
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 employee's "level of effort and of persistence" in his performance of tasks. The authors point to the combined directions of behavior, effort and persistence as the key factors. Motivated behavior may be intrinsic or extrinsic. Intrinsically motivated behavior performs tasks for their own sake and the source of the motivation is the performance of the task itself. Extrinsically motivated behavior performs tasks for material or social rewards or to avoid penalty for the omission (Consador). It is well-known that an…...
Allen, R.S. And Killman, R.H. 1999. 'The role of the reward system for a total management-based strategy'. Vol 14 # 2, Journal of Organizational Change: MCB
Employee Motivation Intrinsic vs. Extrinsic
Motivation refers to an act of arousing an individual towards achievement of a given goal or objective. It is a psychological undertaking that is aimed at influencing positivity in an individual or animal in order to decoy it into fulfilling an intended activity. Moreover, motivation is a feature used to encourage individual and group participation in procedures and approaches of achieving the set goals and objectives in many organizations. There are different approaches in which motivation can be attained among individuals. The features used to motivate individuals range from those that influence on the intrinsic capabilities of an individual to those that influence on the extrinsic features.
Intrinsic Motivation
Intrinsic motivation refers to a type of motivation where an individual is intending to accomplish an activity or objective. The desire to accomplish a given purpose is derived from the innate characteristics in an individual. Many people are able…...
Pinder, C.C. (1976). Journal of Applied Psychology. Additively vs. none additively of intrinsic and extrinsic incentives: Implications for work motivation, performance, and attitudes. Volume 61 Issue 6. 693-700.
Ryan M & Richard. (2000). Contemporary Educational Psychology. Intrinsic and Extrinsic
Motivations: Classic Definitions and New Directions. Volume 25, Issue 1. 54-67
"Maslow's central theme revolves around the meaning and significance of human work..." (Motivation Theorists and Their Theories) This is a theme that in encountered repeatedly in many existential views of human motivation.
Maslow therefore developed his elegant but essentially simple theory of the different levels of human motivation.
The basic human needs, according to Maslow, are:
physiological needs safety needs; love needs; esteem needs; self-actualization needs
Motivation Theorists and Their Theories)
It must be noted that these needs are in progression or in a hierarchy of needs for the lowest to the highest. The highest level is self - actualization, which is the point at which the human being has the most meaning in terms of his or her personal development. "The highest state of self-actualization is characterized by integrity, responsibility, magnanimity, simplicity and naturalness. Self-actualizers focus on problems external to themselves." (Motivation Theorists and Their Theories)
Maslow's hierarchy of needs provides an important outline…...
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Bibliography
Abraham Maslow's Hierarchy of Needs. 14 Feb. 2007. team.com/human_relations/hrels_02_maslow.htmlhttp://www.accel-
Burton, James P., Thomas W. Lee, and Brooks C. Holtom. "The Influence of Motivation to Attend, Ability to Attend and Organizational Commitment on Different Types of Absence Behaviors." Journal of Managerial Issues 14.2 (2002): 181+. Questia. 14 Feb. 2007 http://www.questia.com/PM.qst?a=o&d=5000603520 .
Better leadership skills and employee teamwork all determine the level of employee enthusiasm and motivation Sirota & Meltzer, 2005.
ecognition of employees and boosting of employees morale are cardinal in the realization of employee motivation. Employees who are well motivated are more productive compared to those who are not enthusiastic. Colossal expenditures that are made by companies on realizing the employee satisfaction is therefore justified. Employee motivation is fundamental for a company's success.
ecommendations
Due to the importance of the need of employee motivation, researchers should continue to gather more information and unearth more knowledge on employee enthusiasm. The following are some of the recommendations:
First, managers must continue to evaluate the impact of their decisions and actions on the employees. This must be a day-to-day activity because some of the ways managers adopt might not remain relevant to the employees or may have little impact on the employees' motivation. This is because…...
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References
Russo, D., & Russo, D. (2010). Cheerlead for Employee Enthusiasm for an Engaged and Productive Workforce. New Jersey: FTPress Delivers.
Sirota, D., & Meltzer, M.I. (2005). The Enthusiastic Employee. Indianapolis: Wharton School Pub.
Tracy, B. (2011). Full Engagement! Inspire, Motivate, and Bring out the Best in Your People. New York: American Management Association.
Employee Motivation Job Satisfaction
Employee Motivation and Job Satisfaction
There is great interest in understanding the phenomenon of satisfaction or dissatisfaction at work. (Spector, 1997) However, it paradoxically, despite the dramatic proliferation of scientific literature on the job satisfaction, can not speak, however, a parallel progress in investigations, as the progress made?
and are not very rewarding significant. (Furnham et al., 2005) The job satisfaction comes from being in the last year's one of the issues special interest in the field of research. For Parsons (2006); this interest due to several reasons, which are related to the historical development of theories of Organization, which have undergone changes over time? (Furnham et al., 2005)
At the present time the organizations are forced to face new challenges focused on the satisfaction of its employees or internal customers, (Cennamo and Gardner, 2008) who more than their subordinates or employees are the key link in the chain of…...
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References
Brown L.D., Khagram S., Moore M.H., Frumkin P. (2000). Globalizations, NGOs, and Multi-Sectoral Relations. Boston: Harvard University.
Cennamo L., Gardner D. (2008). Generational Differences in work values, outcomes and person-organization values fit. Journal of Managerial Psychology Vol. 23, No. 8, 891-906.
Furnham A., Eracleous A. (2009). Personality, motivation and job satisfaction: Herzberg meets the Big Five. Journal of Managerial Psychology, 24, 765-779.
Furnham A., Petrides K.V., Jackson C. J, Cotter T. (2002). Do personality factors predict job satisfaction? Personality and individual differences, 33, 1325-1342.
Employee Motivation
The concepts and frameworks defined in Employee Motivation. A Powerful New Model (Nohria, Groysberg, Lee, 2008) encompass four main motivational drives, in addition to providing insights into how the complex system of managerial and organizational factors analyzed can be combined to create an effective foundation of motivation The drive to acquire, drive to bond, drive to comprehend, and drive to defend are the cornerstones of human motivation and must be managed to ensure a high degree of synchronization among all of them (Nohria, Groysberg, Lee, 2008). The researchers also state that the greater the deliberate synchronization of these factors by a manager on a consistent basis, the higher level of consistent motivation will be achieved. A large proportion of the study concentrates on what actions managers can take to satisfy all four needs concurrently, which is essential for keeping subordinate motivated over the long-term (Nohria, Groysberg, Lee, 2008).
Analysis of…...
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References
Anthony, J.M., & Nohria, N. (2005, Zeitgeist leadership. Harvard Business Review, 83, 45-60.
Nohria, N., Groysberg, B., & Lee, L.E. (2008). Employee motivation. A powerful new model. Harvard Business Review, July-August, Vol 86, issue 7/8, p. 78-84.
Motivating employees requires exceptional leadership. There are many competing theories of available today. This essay examines two theories that have gained some popularity. The first leadership model is referred to as servant leadership. The concept of servant leadership was first introduced by Robert Greenleafe in the 1970's and subsequently the idea was picked up by many mainstream leadership theorists such as Stephen Covey (Dierendonck, et al., 2010). This leadership concept is now on its fifth generation and still retains popularity today. A servant leader uses the leadership position as simply one way in which they are able to provide service to others. It stands in distinct contrast to other to many commonly held notions of leadership. The leader is this style of leadership will hold the employee in high regards exude traits such as compassion and caring for others. From the employees' perspective, receiving such support from their…...
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Works Cited
Collins, J., 2001. Good to great. 1st ed. New York: Harper Publishing.
Dierendonck, V., Patterson, D. & Dathleen, D., 2010. Servant Leadership: Developments in Theory and Research. [Online]
Employee Motivation in Global Economy
Motivation is the key to success in every organization regardless of the nature of work in which it is involved. This is because employees today are no longer the 'hired hands' of organizations but are instead viewed as human capital that is essential for long-term success of the firm. Every organization therefore believes in extracting the best out of this capital and for this purpose motivation techniques are being keenly studied and evaluated to assess their effectiveness and appropriateness.
In this ever-expanding global economy, motivation plays a dominant role in achieving results and meeting organizational targets because here it is not just one factor behind success but in fact it is the only factor that really counts. This is because in this intensely competitive business environment, employers need to arm themselves with extraordinary motivation techniques to extract the best out of the employees without hurting their sense…...
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References
Senge, P. et al. (1994) The Fifth Discipline Field book: Strategies and Tools for Building a Learning Organization. London: Nicholas Brealey
Ford, Robert C.; Fottler, Myron D., (1995) Empowerment: a matter of degree.. Vol. 9, The Academy of Management Executive, pp 21(11)
Isaac, Robert G; Zerbe, Wilfred J; Pitt, Douglas C, (2001) Leadership and motivation: The effective application of expectancy theory, Journal of Managerial Issues, pp 212
Merit, Don, (1995) What really motivates you? (Production Management) Vol. 214, American Printer, pp 74(1)
Without trust, there is not change to the status quo, and with no change to the status quo, there is no motivation. It all begins with trust in the leader who attempting to bring greater levels of change within any organization (Burke, Sims, Lazzara, Salas, 2007). Any leader looking to create more motivation in their organizations, from for-profit to social services, the need is clear for management teams to be trustworthy, transparent, (Douglas, Zivnuska, 2008) and most important, willing to create opportunities for employees including social workers to have the opportunity to achieve more. The need for achievement, recognition and earn an identity of having mastery over their jobs is more critical to the majority of workers than increased time off or more money. Herzberg (2003) has defined in his theories the use of more accountability and less control from managers on how a given job goal or objective…...
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References
Jeff Dennis. (2007, March). The 20% SOLUTION. Profit, 26(1), 25. Retrieved February 14, 2009, from ABI/INFORM Global database. (Document ID: 1219077571).
Shawn Burke, Dana E. Sims, Elizabeth H. Lazzara, Eduardo Salas. (2007). Trust in leadership: A multi-level review and integration. Leadership Quarterly, 18(6), 606.
Retrieved February 16, 2009, from ABI/INFORM Global database. (Document ID: 1397260071).
Ceasar Douglas, Suzanne Zivnuska. (2008). Developing Trust in Leaders: An Antecedent of Firm Performance. S.A.M. Advanced Management Journal, 73(1), 20-28,2. Retrieved February 13, 2009, from ABI/INFORM Global database. (Document ID: 1451832151).
Employee Motivation, Rewards, And Driving Forces
Motivation is the study of what makes us do things. Every day we are faced with many decisions. hat choice we make is the study of motivation. There are several theories of motivation, the theory of opportunity-cost is the most widely recognized. This paper will discuss the major forces that drive us and influence our decisions.
The advent of the industrialized age forced many companies to study what motivates their workers in an attempt to boost production. It was believed that money was the key motivational factor in driving employee performance. It was later found that other factors besides money effect their attitudes and work ethics (Lindner, 1998). This led to further studies in an attempt to understand the factors that motivate employees. These included Maslow's need-hierarchy theory, Herzberg's two-factor theory, Vroom's expectancy theory, Adam's equity theory, and Skinner's reinforcement theory (Lindner, 1998).
All of these theories…...
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Works Cited
Lindner, James R. Understanding Employee Motivation. Piketon Research and Extension
Lorraine, Sherry, Shelley Billig, Daniel Jesse, and Deborah Watson-Acosta. Assessing the Impact of Instructional Technology on Student Achievement. The Journal. February 2001. Accessed May, 2002.http://www.thejournal.com/magazine/vault/A3297.cfm .
Indeed, effective problem solving in these circumstances often requires high levels of creative collaboration (ichards, 2007a, p. 34). In recognition of this reality, employers consistently name the ability to work together creatively as a primary and crucial skill -- even though many organizations have created cultures that undercut individual and collective creativity.
In order to solve this problem there is a need of a comprehensive review of the facility management and staff and to discover what is going wrong. As is discussed below there are many factors including low performing and lazy employee as well as lack of relevant skill among employees.
Organization Chart
Plexus strategize its' manufacturing facility to fulfill and focus more on different type of OEM customer via its Customer Teams and the Focused Factory Concept (CFT) organization (Schmenner, Morgan and Swink, Nov 1997). Each manufacturing plant was divided into few CFT with customized marketing strategic to gain highest…...
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References
Atkinson, S., & Butcher, D. 2003. Trust in managerial relationships. Journal of Manager Psychology, 18(4), 282-304
Avolio, B.J., & Bass, B.M. 2004. Multifactor leadership questionnaire manual and sampler set (3rd ed.). Menlo Park, CA: Mind Garden.
Avolio, B.J., & Bass, B.M. 1991. The full-range of leadership development. Binghamton, NY: Center for Leadership Studies.
Baer, H.C. 2008. Introduction - taking stock of integrative medicine: broadening biomedicine or co-option of complementary and alternative medicine?. Health Sociology Review 17(4), 11.
The design of this study will be conducted in a fashion that is different from the typical survey design. This study will be examine the effects of each pay scenario independently from the others. Employees will self-assign themselves to a group based on their answer to a particular question in the survey, which is worded in such a way that they will have the perception that they are voting on a new pay method. They will be divided into groups based on which method they chose. Therefore, a nonequivalent group design will be used.
The sample population can be divided according to their preferred method of pay. In addition, it can be divided into groups according to gender. ANOVA and non-equivalent group design will be used to examine the differences between males and females and between the three study groups. It is important to understand the differences between these groups, as…...
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References
Cowling, S., Mitchell, W., & Watts, M. (2006). Work Choices: The Low Productivity Road to an Underclass. Australian Journal of Social Issues. 41 (2), 211- 216. Retrieved November 13, 2007 from Questia Database.
Hansen, F. & Smith, M. (2002). Rewards and Recognition in Employee Motivation.
Compensation & Benefits Review, 34 (5), 64-72. Retrieved November 13, 2007 from Questia Database.
Mckay, a. (2006). Some Types of Stress Are More Likely to Lead to Sexual Problems in Couple Relationships. The Canadian Journal of Human Sexuality. 15 (1), 47+. Retrieved November 13, 2007 from Questia Database.
Another method that a researcher can use for data collection is one on one interview with the employees, in this way a researcher can find out problems faced by employees during their working experience. The main concept is researchers understanding the specific factors underlying the levels of motivation at particular employer or in a company.
In order to get useful data a study should be carried out. Data collection involves surveys that should be carried out by different people on different employees. This information can be used for comparative analysis. The information gathered are mostly on issues affecting employees' motivation and the different ways that this could have a dramatic impact on a firm along with their ability to compete in the marketplace. The surveys will help in identifying the problems faced by employees at their work place and possible solutions to these problems can be found.
For many people, especially those who are in their 30's, 40's, and 50's, they are motivated by the idea that they need to have built up a savings in order to retire. This is another form of financial motivation, but it seems to play out quite commonly among working professionals. In fact, many companies have retirement plans and financial tools for employees to help reach their retirement goals. These, coupled with medical and other benefits help to motivate an employee directly. But these external motivations are just that, external, and in no way create a bind or association between the employee and his or her output or product. In this way, external motivations tend to be less effective (Perry and Hondeghem, 2008). etirement plans also help to create a commitment to a particular company as many employees are required to work for a certain number of years or quarters…...
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References
Cartwright, Susan and Holmes, Nicola. 2006. "The Meaning of Work: The Challenge of Regaining Employee Engagement and Reducing Cynicism." Human Resource Management Review. Vol. 16, No. 2. Pp. 199-208.
Collier, Jane and Esteban, Rafael. 2007. "Corporate social responsibility and employee commitment." Business Ethics: A European Review. Vol. 16, No. 1. Pp. 19-33.
Gagne, Marylene, and Deci, Edward L. 2005. "Self-determination theory and work motivation." Journal of Organizational Behavior. Vol. 26, No. 4. Pp. 331-362.
Heinrich, Carolyn J. 2007. "False or fitting recognition? The use of high performance bonuses in motivating organizational achievements." Journal of Policy Analysis and Management. Vol. 26, No. 2. Pp. 281-304.
One of the struggles facing anyone in a management situation is figuring out how to keep the workforce motivated. In fact, working on developing management techniques requires concentrating on how to motivate people, whether it is directly focused on techniques that can increase motivation or simply focused on changing worker’s perceptions of leadership, which can either be motivating or demotivating, depending on the perception. There are various different theories of motivation that are often used to describe what motivates workers, how to increase motivation, and how to avoid things that decrease employee motivation.
Topic Idea 1: The Impact of Employee Retention on Organizational Performance
Explore the positive correlation between employee retention and key business outcomes, such as productivity, profitability, and customer satisfaction. Analyze how high turnover rates can lead to financial losses, operational inefficiencies, and reputation damage. Discuss the importance of identifying and addressing the root causes of employee turnover to improve retention.
Topic Idea 2: Strategies for Enhancing Employee Retention in the Digital Age
Examine the challenges posed by the changing nature of work and technology in retaining employees. Evaluate the effectiveness of strategies such as flexible work arrangements, remote work options, and....
Poor leadership is the primary factor contributing to business failures.
Introduction:
Begin by establishing the significance of leadership in business success. Highlight statistics or research demonstrating the correlation between effective leadership and organizational prosperity. State the thesis statement clearly, emphasizing the detrimental impact of poor leadership on business outcomes.
Body Paragraph 1: Lack of Vision and Strategic Direction
Explain how poor leadership can hinder the establishment of a clear vision and strategic direction for the organization. Discuss the consequences of having a leader who fails to inspire and mobilize employees towards a common goal. Provide examples of businesses that failed due to....
1. The impact of corporate social responsibility on consumer perceptions and purchasing behavior. 2. The role of corporate social responsibility in building brand reputation and trust. 3. The challenges and opportunities of implementing sustainable business practices in a globalized economy. 4. The importance of ethical sourcing and supply chain management in corporate social responsibility. 5. The role of businesses in addressing social and environmental issues through corporate philanthropy and community engagement. 6. The impact of corporate social responsibility on employee motivation, retention, and productivity. 7. The relationship between corporate social responsibility and financial performance. 8. The implications of government regulations and policies on corporate social responsibility initiatives. 9.....
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