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This document discusses a literature review on correlations between employee demographics and satisfaction levels. It reviews modern viewpoints on satisfaction and motivation factors. Studies examining the relationship between satisfaction and age and gender are summarized, with conflicting results. Five hypotheses are proposed for a future study at the author's organization to determine if their incentive programs suit the unique demographics of their workforce and how satisfaction levels may differ based on age and gender. The future study aims to understand employee views and identify any need to modify programs.
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This document discusses several theories of motivation:
- Maslow's hierarchy of needs identifies physiological, safety, social, esteem, and self-actualization needs that motivate human behavior.
- McGregor's Theory X and Theory Y describe assumptions about employee motivation and behavior in the workplace.
- Herzberg's two-factor theory distinguishes between intrinsic job factors like achievement that motivate employees and extrinsic job factors like pay that cause dissatisfaction.
- Other theories discussed include ERG theory, McClelland's needs theory, goal-setting theory, and equity theory.
Laws Of Motivation
If you want to motivate others, you must first motivate yourself. Motivation requires clear goals and recognition, and it must be maintained through ongoing feedback, not just annual reviews. While challenges can motivate, people will only engage if they believe they can succeed. Participation, seeing progress, and a sense of group belonging also enhance motivation. Every person's motivational needs are unique, so managers must try different approaches to spark engagement.
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This document discusses theories of motivation and job satisfaction. It covers several key theories including: Maslow's hierarchy of needs theory, which proposes humans have a hierarchy of physiological, safety, belongingness, esteem, and self-actualization needs; Herzberg's two-factor theory, which separates motivator and hygiene factors; and goal-setting theory, which suggests specific, moderately difficult goals lead to better performance. The document also addresses factors that influence job satisfaction like personal characteristics, use of skills, personality traits, and occupational level. Low job satisfaction can result in increased absenteeism and turnover.
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Ob 8
This document discusses several theories of motivation:
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- McGregor's Theory X and Theory Y describe assumptions about employee motivation and behavior in the workplace.
- Herzberg's two-factor theory distinguishes between intrinsic job factors like achievement that motivate employees and extrinsic job factors like pay that cause dissatisfaction.
- Other theories discussed include ERG theory, McClelland's needs theory, goal-setting theory, and equity theory.
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If you want to motivate others, you must first motivate yourself. Motivation requires clear goals and recognition, and it must be maintained through ongoing feedback, not just annual reviews. While challenges can motivate, people will only engage if they believe they can succeed. Participation, seeing progress, and a sense of group belonging also enhance motivation. Every person's motivational needs are unique, so managers must try different approaches to spark engagement.
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The document discusses different theories of job satisfaction including content theories proposed by Maslow that link satisfaction of lower level needs to higher level needs, process theories that examine expectancies and values, and situational theories focusing on job characteristics and occurrences. Popular questionnaires for measuring job satisfaction are also described, such as the Minnesota Satisfaction Questionnaire and Job Descriptive Index, which assess facets like work conditions, supervision, and pay. High job satisfaction is important for employee retention and performance, while low satisfaction can increase absenteeism and turnover.
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To study the concept of job satisfaction.
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One can purchase a man's time, his physical presence, but can't buy his willingness to work. This can be achieved only through "Motivation".
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This document outlines a research study on employee job satisfaction. The researcher will use a mixed methods approach including a 5 question survey to understand what factors influence employees to stay at their jobs. The survey will collect both quantitative data in the form of ratings of satisfaction, recognition, and feedback, as well as qualitative data from open-ended questions about satisfaction levels and job preferences. The researcher hopes to provide organizations with insights into improving employee job satisfaction.
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This document discusses job satisfaction and morale. It defines job satisfaction as the positive feelings and attitudes employees have towards their jobs. It identifies several factors that influence job satisfaction, including organizational factors, work environment factors, the work itself, and personal factors. High job satisfaction leads to high morale among workers, while low job satisfaction results in low morale. Morale refers to an individual or group's overall attitude towards work. High morale is signified by signs like internal cohesiveness and pride in work, while low morale shows in increased absenteeism and turnover. Factors like communication, incentives, and training can help improve worker morale.
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This document provides an overview of motivation theories and how they can be applied in practice. It discusses:
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2) Maslow's hierarchy of needs theory and how managers should consider employees' different needs.
3) Herzberg's two-factor theory about hygiene and motivation factors.
4) Vroom's expectancy theory about how motivation depends on believing efforts will lead to performance and rewards.
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Problem:
The local police department in Somewhere USA has been losing officers at an alarming rate. This medium sized city offers a competitive salary and funds recruits to train at the local community college. The total cost of recruiting and training a new hire was estimated to be $12,000. The leadership was alarmed and conducted exit interviews to determine the reasons for such high turnover. The major issues cited were lack of support for personal issues, no recognition for good performance, no punishment for those violating rules, poor communication, favoritism, lack of opportunity for advancement, and inflexible scheduling. The leadership desperately wanted to turn this around.
Motivation and Job Satisfaction related to Job Performance
Job performance has been portrayed as a combination of ability and motivation. Because motivation is a personal force, the level of motivation of others cannot be readily measured. Scholars recognize that employees’ attitudes and perceptions toward their jobs strongly affect their job performance. However, motivation may be difficult to measure and may not be directly linked to an increase in performance. One fact research has uncovered is that the organizational environment in which people work has a significant influence on their attitudes. Without a positive, supporting environment dissatisfaction will occur. Performance has been linked to motivation, ability, and working conditions. Satisfaction has been positively related to job performance. The Hawthorne studies at Western Electric was a major contribution to the field because it discovered evidence that productive worker are satisfied worker, not that happy workers were productive workers. Thus, organizational attitudes and cultures were seen as a more important aspect than individual workers.
Many motivational and job satisfaction theories have emerged in organizational research. Work motivation has internal and external forces that affect behaviors at work to determine intensity and duration. It deals merely with events associated with attitudes while at work. There are numerous definitions for job satisfaction including an individual’s positive or negative attitude toward their job, positive feelings about one’s job based on their evaluation of the job characteristics, or the collection of feelings and beliefs that individuals have about their jobs. Job satisfaction is defined from the employee’s standpoint as a positive emotional state that results from appraising one’s job.
There are different approaches to study motivation. Because motivation is a phenomenon that cannot be directly measured, researchers must measure attitudes ...
This is a structure of a typical research proposalContents pa
This is a structure of a typical research proposal:
Contents page
Introduction
Literature review
Methodology
Reflections and Resources
Bibliography
Appendices
There is no research question or aims and objectives. Critical evaluation.
Introduction
The success of an organization or corporation is contingent upon the level of employee motivation. Motivation is critical to the accomplishment of the organization's goals and objectives. It is critical for firms with varied cross-cultural teams to guarantee that their employees are highly engaged. The management is responsible for ensuring that workplace goals and objectives are consistent with the company culture (Vlaev et al., 2019). Setting workplace goals is critical for establishing and monitoring the organization's level of employee motivation (Pang & Lu, 2018). Employee commitment, engagement, and motivation are critical components of an organization's success. Financial remuneration practices play a significant role in motivating employees.
According to many surveys, if an organization does not try to motivate its employees through monetary incentives, the organization is likely to have low performance (Vlaev et al., 2019). Organizations in the United States work diligently to increase employee engagement through monetary and financial pay and awards. Financial and monetary incentives have a stronger effect on employee motivation, according to studies (Pang & Lu, 2018). The United States government has implemented policies aimed at increasing compensation and incentive programs throughout all sectors of the labor market (Vlaev et al., 2019). As with any other firm, the government is attempting to improve employee performance through a variety of financial incentives.
The Federal Reserve System is the United States of America's central bank. It is in responsible of issuing currency to all financial institutions and exercising influence over the economy via monetary policy (Coccia & Igor, 2018). The Federal Reserve System has a number of financial incentives in place to motivate its personnel. Several of these tools include the following:
· This assists in meeting rental obligations.
· Gratuities are paid to all contract employees. This is a component of their terminal benefits and a token of appreciation for their long-term contribution to the business.
· Employees are eligible for personal loans and medical insurance coverage if they have worked for the bank for an extended length of time.
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Numerous researchers have sought to determine the effect of motivation on working institutions. According to research, motivating employees increases their performance and morale by making them feel wanted in the workplace (Coccia & Igor, 2018). However, there is a dearth of research on the effect of financial incentives on employee motivation. The purpose of this study is to close this gap by determining the relationship between financial incentives and employee motivation. Th ...
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Motivation in the workplace – Equity Theory
Prepared by Group 3: Kip Walker, Kyle Gummere, Sean Hall
Agenda
Equity Theory
Interview Questions
Interview Answers
Results of the Data
Supportive Answers
Divergent Answers
Conclusion and Recommendations
Reference
Appendix
2
Equity Theory
Equity Theory: What motivates people to work?
Developed in 1960’s by John S. Adams
Focus: Input and outcome
Employees compare their job’s inputs with an outcome ratio
Inequality causes employees to act to correct inequality
Human motivation of fairness between inputs and outputs
Developed by John Adams in the 1960s to explain the main motivation factor for employees. Equity Theory Hinges on what input an employee gives vs what they receive as an output (Guerrero, Anderson, Walid, 263). According to the Hashemite University employees compare their input to an output ratio. These inputs can include education, intelligence, experience training, skills, seniority, age, time background etc. and outputs include pay, intrinsic rewards supervisor satisfaction, benefits job status etc. (Al-Zawahreh, Al-Madi 158-170). As long as the inputs and outputs stay in balance in the mind of the employee the employee stays motivated. When there is an imbalance the theory states that the employee will attempt to re-create balance. When an imbalance exists will seek to reduce it by distorting inputs and/or outcomes in their own minds (“cognitive distortion”), directly altering inputs and or outcomes, or leaving the organization (Carrell, Dittrich 202-210).
3
Interview Questions
Synopsis: Utilize survey questions to draw conclusions and evaluate the validity of Equity Theory
Survey Questions:
Question 1: Have you ever experienced a situation in the work place where you felt that you were being treated unfairly compared to a coworker? In the situation, how did you react? Did your work ethic or output suffer?
Question 2: What do you consider to be the number one factor that motivates you in your current position?
Question 3: If you received a pay cut, and your coworkers did not, how would this effect your output?
Question 4: If I were to increase your salary by 150%, do you believe that you would be 150% more productive?
Question 5: Do you agree with the statement that the individuals who get paid more than you are more productive and contribute more to the company than you do? Why or why not?
The synopsis for our research project is as follows: Question 1 was designed to test if people have felt an imbalance in the workplace which correlates directly to the equity theory.
Question 2 was designed to ascertain which outputs (factor) is the most important to the individual (intrinsic vs extrinsic motivators).
Question 3 was meant to determine what action an individual would be willing to take if the perceived imbalance was deemed too great.
Question 4 examines the opposite reaction once might take. Finally,
question 5 is meant to determine whether there is a ...
Empowering Women: An Empirical Analysis of the Determinants of ‘Work-Family B...
This study makes an attempt to analyse the determinants of ‘work-family’ balance related factor for Women Corporate Governance professionals in India. ‘Maslow Pyramid’ was utilized to assess the motivation of women joining Corporate Governance profession in India. The job satisfaction of the respondents and its association with ‘Family domain’ and ‘Work domain’ related variables was also assessed. The sample of the study was collected through a structured questionnaire from 200 women professionals having membership of Institute of Company Secretaries of India during the period November, 2017 – January, 2018. An empirical analysis was made on the data using statistical techniques of the Friedman Rank Test and Kendall's Tau Coefficient. The findings of the study reveal that need for ‘Achievement’ and ‘Affiliation’ are the key determinants for choosing Corporate Governance profession by women Company Secretaries in India. Furthermore, the level of job satisfaction was found associated with ‘family domain’ related and ‘work domain’ related variables. The study finds its relevance as this is ‘one of its kind’ study for exploring motivational factors of women Corporate Governance professionals in India and forms the base for further research in the area.
The Effects of Employee Training on Organizational Commitment in Millennials ...
This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
Employer Work & Life Balance Policies and its impacty on Employee Performance
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A Study on Incentives, Rewards and Benefits in an Organization
Workforce today is more articulate about their needs. Employees desire the best of everything – competitive salaries, comfortable & inspirational lifestyles, job security, career enhancement options, work-life balance, and so on. Competition for talent is ever increasing and organizations need to have well-defined philosophies and strategies to help them develop innovative ways of tapping intrinsic motivation of employees by engaging their hearts and minds. While many organisations are struggling to make sufficient progress in this direction, there are organizations that have institutionalized robust practices and effective processes in different people practice areas that go a long way in positively impacting employee perception. In this regard, two types of reward are identified, and they are intrinsic reward and extrinsic reward. Extant research showed that reward can affect job satisfaction and thereby employee performance, so this study proposes a new framework based on mediating role of job satisfaction. India’s Best Companies for Rewards and Recognition was conceptualized to recognize companies who are leading the way in the area of Rewards and Recognition for us learns from. Human resources are the most important among all the resources an organization owns. To retain efficient and experienced workforce in an organization is very crucial in overall performance of an organization. Motivated employees can help make an organization competitively more value added and profitable. The present study is an attempt to find out the major factors that motivate employees and it tells what is the relationship among reward, recognition and motivation while working within an organization. The data were collected from employees of diverse type of organizations to gain wide representation of sectoral composition. The participation in survey was voluntary and confidentiality of responses was ensured. The statistical analysis showed that different dimensions of work motivation and satisfaction are significantly correlated and reward and recognition have great impact on motivation of the employees. Implications of the study for managers and policy makers in the context of human resource practices have been discussed. Limitations and guidelines for future research are also provided.
Job satisfaction
The document discusses factors that influence employee job satisfaction. It identifies six key factors: personnel beliefs, salary and benefits, participation in decision making, job security, interaction with colleagues, and meeting basic needs. A study was conducted of employees in an insurance department to determine the relationship between these factors and job satisfaction. The findings revealed that all factors were positively correlated with job satisfaction. Personnel beliefs had the strongest influence on satisfaction, followed by interaction with colleagues.
Managerial Psychology By Dr.Mahboob Khan Phd
Managerial psychology is a sub-discipline of industrial and organizational psychology, which focuses on the efficacy of individuals, groups and organizations in the workplace. It's purpose is to specifically aid managers in gaining a better understanding of the psychological patterns common among individuals and groups within any given organisation. Managerial psychology can be used to predict and prevent harmful psychological patterns within the workplace and can also be implemented to control psychological patterns among individuals and groups in a way that will benefit the organisation long term.
Organizational Behaviour Concepts, Controversies, Applications.docx
Organizational Behaviour: Concepts, Controversies, Applications
Eighth Canadian Edition
Chapter 4
Theories of Motivation
Copyright © 2019 Pearson Canada Inc.
4 - ‹#›
Copyright © 2019 Pearson Canada Inc.
4 - ‹#›
If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed:
1) MathType Plugin
2) Math Player (free versions available)
3) NVDA Reader (free versions available)
1
Chapter Outline (1 of 2)
What Is Motivation?
Needs Theories of Motivation
Maslow’s Hierarchy of Needs Theory
Motivation-Hygiene Theory
McClelland’s Theory of Needs
Summarizing Needs Theories
Process Theories of Motivation
Expectancy Theory
Goal-Setting Theory
Self-Efficacy Theory
Reinforcement Theory
Copyright © 2019 Pearson Canada Inc.
4 - ‹#›
Material pertinent to this discussion is found under “SnapShot Summary” at the end of the chapter
2
Chapter Outline (2 of 2)
Responses to the Reward System
Equity Theory
Fair Process and Treatment
Self-Determination Theory
Increasing Intrinsic Motivation
Motivation for Whom?
Putting It All Together
Copyright © 2019 Pearson Canada Inc.
4 - ‹#›
Material pertinent to this discussion is found under “SnapShot Summary” at the end of the chapter
3
Learning Outcomes (1 of 2)
Describe the three key elements of motivation.
Evaluate the applicability of early theories of motivation.
Apply the key tenets of expectancy theory to motivating employees.
Describe goal-setting theory, self-efficacy theory, and reinforcement theory.
Describe why equity and fairness matter in the workplace.
Copyright © 2019 Pearson Canada Inc.
4 - ‹#›
Material pertinent to this discussion is found at the beginning of the chapter.
4
Learning Outcomes (3 of 2)
Demonstrate how organizational justice is a refinement of equity theory.
Apply the predictions of self-determination theory to intrinsic and extrinsic rewards.
Discuss the ethics behind motivation theories.
Summarize the essence of what we know about motivating employees.
Copyright © 2019 Pearson Canada Inc.
4 - ‹#›
Material pertinent to this discussion is found at the beginning of the chapter.
5
What Is Motivation?
Motivation
The intensity, direction, and persistence of effort a person shows in reaching a goal:
Intensity: How hard a person tries
Direction: Where effort is channelled
Persistence: How long effort is maintained
Copyright © 2019 Pearson Canada Inc.
4 - ‹#›
LO1: Material pertinent to this discussion is found under “What Is Motivation?”
6
Theory X and Theory Y
Theory X Assumptions
Employees dislike work
Employees attempt to avoid work
Employees must be coerced, controlled, or threatened with punishment to achieve goals.
Theory Y Assumptions
Employees like to work
Employees are creative, and seek responsibility
Employees will exercise self-direction and self-control if they are committed to the objectives.
Copyright © 2019 Pearson Canada Inc.
4 - ‹#›
LO1; Material pertinent to this discussion is found under “Wha.
Employee Performance in relation to Job Satisfaction
This literature review examines the relationship between employee job satisfaction and job performance. Five scholarly articles are summarized that explore this relationship and related topics. The articles present mixed findings on the influence of job satisfaction on performance. Additionally, personality factors like the "big five" traits are found to correlate with both job satisfaction and performance. The review explores how personality testing could help organizations hire the best-fitting candidates to improve retention and performance.
M7_A3_TraresJordan_K
This document provides an introduction, literature review, and methodology section for research on how training, continuing education, and professional development practices influence employee satisfaction and retention rates. The introduction discusses how assessing these variables can help determine which are more significantly correlated to improving satisfaction and retention. The literature review covers topics like understanding employee needs, the importance of training effectiveness, and how career development impacts satisfaction. The methodology section outlines the purpose, research questions, sample, design, and IRB proposal for the study.
Pres 4 paul slides
The document discusses theories of motivation and their application in international human resource management. It examines Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and achievement motivation theory. It also discusses process theories like equity theory, goal-setting theory, and expectancy theory. Finally, it discusses how understanding job design, work centrality, and rewards can help motivate employees globally while considering cultural differences.
Review of literature on employees satisfaction
This document summarizes several studies on employee satisfaction and related concepts. It discusses factors that influence employee satisfaction such as job security, compensation, benefits, promotion opportunities, and work environment. It also examines the relationship between employee satisfaction and outcomes like motivation, performance and loyalty. Several models and frameworks for understanding job satisfaction are reviewed. Measures of job satisfaction, such as the Job Descriptive Index and Minnesota Satisfaction Questionnaire, are also summarized.
Hrm 11 journal_muhammad rizal a_compensation
This document summarizes a study on the relationship between employee satisfaction with compensation and work motivation. The study examined how fixed pay, flexible pay, and benefits relate to compensation satisfaction and impact work motivation dimensions of effort and performance. The study found that satisfaction with compensation can be a factor in work motivation. However, flexible pay does not significantly motivate employees in the jobs studied, and benefits did not have a large impact on work motivation. The study used surveys and statistical analysis to examine these relationships between compensation satisfaction and work motivation.
Role of Psychological Contract in Organizational Development
This study deals with Psychological Contract
between employers and employees. Employers are always
interested organizational in growth, whereas employees are
interested in their own welfare and job satisfaction. Satisfied
and motivated employees always contribute more to the
organization. This study highlighted some areas, which gives
satisfaction to the employees, like; fair payment, welfare
facilities, recognition, promotion and attention. Work
environment in the organization is also very important to
create positive attitude of the employees. Equal treatment to
all employee present humanities of employers. In such
positive environment employees feel proud to work for the
organization.
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