This document summarizes a research article that examines how motivation impacts employee performance in public sector organizations. It discusses several theories of motivation including Maslow's hierarchy of needs and Alder's ERG theory. The document indicates that motivation is important for employee and organizational success. When employees' needs and wants are met through motivation, they will be more satisfied and contribute positively to achieving organizational goals. Theories of motivation provide frameworks to understand what drives employee behavior and how their performance can be improved.
1. Kurt Lewin's model of organizational change describes change as a three-stage process of unfreezing, moving to a new level of behavior, and refreezing the new behavior.
2. The Burke-Litwin model distinguishes between transactional/first-order changes that modify some organizational features while maintaining the fundamental nature, and transformational/second-order changes that fundamentally alter the organization.
3. The model also separates organizational climate, which is easier to change through employee reactions, from deeper organizational culture, and distinguishes transactional leadership that guides toward goals from transformational leadership needed for profound second-order change.
The document outlines the presentation schema for an MPhil thesis defense. The introduction section provides an overview of literature related to motivation, effort management, self-regulation, self-esteem, and their relationships. It discusses various theories including human evolutionary theory, self-determination theory, goal setting theory, and more. The literature review will further analyze concepts of self-regulation, effort, self-esteem, managerial motivation, and the relationships between these factors based on additional motivation and management theories.
This document discusses various concepts related to leadership. It begins by listing 12 names that form a leadership group. It then discusses several key distinctions related to leadership, including:
- Leader emergence vs leadership effectiveness
- Different types of leadership outcomes (positive and negative)
- The difference between a leader, manager, and supervisor
- Leader development vs leadership development
It also outlines several traditional theories of leadership, such as great man theories, the trait approach, sources of power, and behavioral approaches including the Ohio State and University of Michigan studies. Overall, the document provides an overview of fundamental leadership concepts and theories.
This document reports on research investigating whether leadership personality types influence the personality types of employees. A manager and subordinate from a national office supply company completed questionnaires assessing their personalities using the Five Factor Model and measures of individualism vs collectivism. The manager's personality was found to be moderately introverted, as was the subordinate's. This supports the hypothesis that individualistic leaders recruit employees with similar personalities. However, the small sample size limited conclusions for the second hypothesis regarding collectivistic leaders. Overall, the results suggest leadership personality can influence the types of employees recruited, though more research is needed.
The document outlines learning objectives and concepts from a chapter on motivation in organizational behavior. It discusses several theories of motivation, including: Maslow's hierarchy of needs theory, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, ERG theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and job characteristics model. It provides summaries of each theory and highlights key concepts related to motivating employees.
This document discusses the importance of organizational behavior. It defines organizational behavior as the study of how individuals, groups, and structure influence behavior within organizations. It identifies key elements of organizational behavior as people, structure, jobs/tasks, technology, and the external environment. Structure can range from mechanistic to organic forms. Jobs can be designed in various ways to influence motivation. Technology and the external environment also impact organizational behavior. Understanding these factors is important for managing people and organizations effectively.
Motivation is what drives people to action and helps them achieve their goals. There are several theories of motivation. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs, then safety, social, esteem, and self-actualization needs. Herzberg's two-factor theory distinguishes between intrinsic job factors like achievement that bring satisfaction and extrinsic job factors like company policies that prevent dissatisfaction. McClelland identified three needs that drive motivation: achievement, affiliation, and power. Understanding different motivation theories can help managers stimulate employees to accomplish organizational objectives.
1. Kurt Lewin's model of organizational change describes change as a three-stage process of unfreezing, moving to a new level of behavior, and refreezing the new behavior.
2. The Burke-Litwin model distinguishes between transactional/first-order changes that modify some organizational features while maintaining the fundamental nature, and transformational/second-order changes that fundamentally alter the organization.
3. The model also separates organizational climate, which is easier to change through employee reactions, from deeper organizational culture, and distinguishes transactional leadership that guides toward goals from transformational leadership needed for profound second-order change.
The document outlines the presentation schema for an MPhil thesis defense. The introduction section provides an overview of literature related to motivation, effort management, self-regulation, self-esteem, and their relationships. It discusses various theories including human evolutionary theory, self-determination theory, goal setting theory, and more. The literature review will further analyze concepts of self-regulation, effort, self-esteem, managerial motivation, and the relationships between these factors based on additional motivation and management theories.
This document discusses various concepts related to leadership. It begins by listing 12 names that form a leadership group. It then discusses several key distinctions related to leadership, including:
- Leader emergence vs leadership effectiveness
- Different types of leadership outcomes (positive and negative)
- The difference between a leader, manager, and supervisor
- Leader development vs leadership development
It also outlines several traditional theories of leadership, such as great man theories, the trait approach, sources of power, and behavioral approaches including the Ohio State and University of Michigan studies. Overall, the document provides an overview of fundamental leadership concepts and theories.
This document reports on research investigating whether leadership personality types influence the personality types of employees. A manager and subordinate from a national office supply company completed questionnaires assessing their personalities using the Five Factor Model and measures of individualism vs collectivism. The manager's personality was found to be moderately introverted, as was the subordinate's. This supports the hypothesis that individualistic leaders recruit employees with similar personalities. However, the small sample size limited conclusions for the second hypothesis regarding collectivistic leaders. Overall, the results suggest leadership personality can influence the types of employees recruited, though more research is needed.
The document outlines learning objectives and concepts from a chapter on motivation in organizational behavior. It discusses several theories of motivation, including: Maslow's hierarchy of needs theory, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, ERG theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and job characteristics model. It provides summaries of each theory and highlights key concepts related to motivating employees.
This document discusses the importance of organizational behavior. It defines organizational behavior as the study of how individuals, groups, and structure influence behavior within organizations. It identifies key elements of organizational behavior as people, structure, jobs/tasks, technology, and the external environment. Structure can range from mechanistic to organic forms. Jobs can be designed in various ways to influence motivation. Technology and the external environment also impact organizational behavior. Understanding these factors is important for managing people and organizations effectively.
Motivation is what drives people to action and helps them achieve their goals. There are several theories of motivation. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs, then safety, social, esteem, and self-actualization needs. Herzberg's two-factor theory distinguishes between intrinsic job factors like achievement that bring satisfaction and extrinsic job factors like company policies that prevent dissatisfaction. McClelland identified three needs that drive motivation: achievement, affiliation, and power. Understanding different motivation theories can help managers stimulate employees to accomplish organizational objectives.
This document discusses various aspects of leadership, including definitions of leadership, characteristics of leaders, types of leadership power, and leadership models and theories. It defines leadership as the ability to influence people to work towards common goals. Leaders are described as emotionally stable, socially skilled individuals who are committed to self-development and have influence over others. The document also outlines different power bases leaders can use, including power derived from formal position or personal attributes. Transactional and transformational leadership styles are contrasted, as well as traits and contingency theories of leadership.
Chris Argyris was an organizational psychologist known for his work on organizational learning and behavior. Some of his key contributions include:
- Developing the concepts of "espoused theory" versus "theory-in-use" to describe the gap between people's stated beliefs and actual behaviors.
- Proposing single-loop and double-loop learning, where single-loop fixes problems within the current mindset and double-loop questions underlying assumptions.
- Identifying Model I and Model II theories-in-use, where Model I is more defensive and Model II encourages participation, valid information, and learning.
- Developing an intervention model for organizational change involving mapping problems, internalizing maps, testing predictions,
The document discusses several theories of motivation. It describes Maslow's hierarchy of needs which posits that humans are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. It also discusses Murray's theory of needs which categorized needs as primary/biological and secondary/psychological. Additionally, the document outlines Erikson's psychosocial theory of development and the eight stages of psychosocial development from infancy to adulthood.
Lesson 15 Basic Elements of Individual Behavior in OrganizationDR. RHEA SANTILLAN
This document discusses individual behavior in organizations. It covers the psychological contract between employees and organizations, how personality, attitudes, perception and stress impact individual behavior at work. It also discusses types of workplace behaviors like performance, withdrawal behaviors like absenteeism and turnover, and organizational citizenship behaviors. The document uses figures and definitions to explain these concepts in understanding human behavior in the workplace.
Chris Argyris is an organizational psychologist known for his work on organizational learning and behavior. He received his PhD from Cornell University in 1951. Argyris developed theories of single-loop and double-loop learning along with Donald Schön. Single-loop learning involves problem solving within existing frameworks, while double-loop learning questions underlying frameworks. Argyris also proposed Models I and II, where Model I inhibits double-loop learning and Model II enhances it. He suggested steps for converting organizations from single-loop to double-loop learning. Argyris' research aimed to help organizations engage in more reflective double-loop learning.
The document discusses various organizational theories including:
- Classical organizational theory which views organizations as mechanistic and focuses on structure.
- Human relations theory which adds a human/personal element and emphasizes relationships.
- Contingency theory which argues an organization's structure depends on various contingencies.
It also covers organizational culture and climate, socialization processes, and person-organization and person-job fit. Socialization aims to improve newcomers' fit with the organization and job through recruitment, training, and acceptance into work groups. National culture can impact socialization approaches. Schneider's attraction-selection-attrition model posits organizations attract certain types of people who are then selected and retained, influencing long-term culture.
Organizational behavior is based on certain basic assumptions about human nature and organizations. Regarding human nature, it assumes that each individual is unique, people bring their whole selves to work, behavior is caused by needs and motivations, and each person has inherent worth. Regarding organizations, it views them as social systems and assumes that the goals of the individual and organization are mutually interdependent. Key aspects of the assumptions about human nature include individual differences, the whole person concept, caused behavior, and the inherent value of each person.
1) Motivation theories can be categorized as internal, process, or external based on their focus. Important theories include Maslow's hierarchy of needs, expectancy theory, and equity theory.
2) McGregor's Theory X and Theory Y made assumptions about employee motivation and management's role in arranging conditions to help employees achieve goals.
3) Herzberg's two-factor theory distinguished between hygiene factors like salary that prevent dissatisfaction and motivation factors like achievement that create satisfaction.
4) Expectancy theory proposes that effort, performance, and rewards are linked by perceptions of how likely they are to occur.
This document discusses organizational behavior and ethics. It defines organizational behavior as the study of human behavior in organizations, including interactions between individuals and the organization. It outlines the origins of OB in scientific management, human relations approaches, and personality theories. Key contributors discussed include Taylor, Mayo, Freud, Watson, Skinner, Rogers, Perls, and Maslow. The document also defines ethics as moral principles guiding behavior. It discusses ethical issues organizations may face around conflicts of interest, fairness, communication, and relationships. Overall, the document provides an overview of organizational behavior and introduces concepts of ethics in organizations.
I do not have enough information to answer those specific questions. As an AI assistant without direct access to company operations, I do not have insights into the internal motivation theories or practices used by companies like Google or Apple. In general, many companies draw from classic motivation theories in their human resources practices and strategies for engaging employees. Theories around intrinsic and extrinsic motivation, goal-setting, rewards, and psychological needs are commonly applied concepts.
Organizational behavior is the study of how individuals, groups, and structures influence behavior within organizations and how knowledge can be applied to improve organizational effectiveness. It draws from various disciplines like psychology, sociology, and anthropology. Organizational behavior can be studied at the individual, group, and organizational levels of analysis to understand factors that impact behavior and performance. The goal is to understand human behavior in organizational contexts in order to develop effective organizations.
Organisation Behaviour - Early and Contemporary theories of motivationSundar B N
The document discusses various motivational theories including:
1. Maslow's hierarchy of needs which categorizes human needs into physiological, safety, social, esteem, and self-actualization needs that must be satisfied in order.
2. Herzberg's two-factor theory which distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivational factors like achievement and recognition that encourage satisfaction.
3. McGregor's Theory X and Theory Y which propose two views of employee motivation - Theory X assumes employees dislike work and need close supervision while Theory Y assumes employees can exercise self-direction and commitment to objectives.
The document discusses motivation in organizational settings. It defines motivation and lists its features, including that it requires different sources of motivation for different people and influences behavior positively. It also covers factors that influence motivation like value differences and work ethics. Several motivational theories are outlined, such as Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. Lastly, it discusses motivational techniques used by management and the benefits of motivation.
This document provides definitions and explanations of key concepts in organizational behavior. It discusses what determines behavior, including factors like attitude, personality, perception, motivation, abilities, self-concept, and socio-cultural influences. Important determinants of behavior like attitude, perception, personality, needs, and situations are explained. The document also defines organizational behavior and discusses concepts like individual differences, the whole man approach, human dignity, and caused behavior. Major challenges for organizational behavior are listed as responding to globalization, managing workforce diversity, improving quality and productivity, and managing virtual organizations.
This document discusses the relationship between organizational behavior and the individual. It defines organizational behavior as how people act individually and in groups within organizations. It strives to identify ways for people to act more effectively. The document then lists several ways that organizational behavior can enhance the relationship between the individual and the organization, including continuous learning, creating the right perceptions, building positive attitudes and values, maintaining a stress-free environment, and keeping individuals and teams motivated through job satisfaction.
This document provides an overview of motivation and its major theories. It discusses both content and process theories of motivation. Content theories, also known as need theories, focus on what motivates human behavior and include Maslow's hierarchy of needs theory, Alderfer's ERG theory, and Herzberg's two-factor theory. Process theories focus on how motivation occurs and include Vroom's expectancy theory, Adams' equity theory, and goal setting theory. The document also summarizes some key motivation theories such as McClelland's achievement motivation theory, McGregor's Theory X and Y, Z theory, Porter and Lawler model, and reinforcement theory.
In this presentation, we will discuss the behavior of an individual in an organization encompassing the history of human resources and organizational behavior, meaning and determinants of personality, self management learning and motivation, stress management, concept of attitude and conflict management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation you will be introduced to one of the most interesting subject in Business Administration. Organizational Behaviour. This relates to individuals/ group of people working together in teams; however this subject becomes more challenging when situational factors are incorporated which alter the dynamics of the way a team works and executes its plans. This is a good information tool to better understand professional behavior in an organization.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
This document summarizes a study on reducing employee turnover through motivation. The study aimed to identify employee needs and expectations, review motivation theories, and examine the relationship between motivation, job satisfaction, and performance. It also sought to determine factors affecting job satisfaction. The study was conducted through surveys and interviews of employees in three Nigerian public sector organizations. Key findings included that economic rewards, intrinsic satisfaction, and social relationships are important employee needs and expectations. Major motivation theories discussed included Maslow's hierarchy of needs, McClelland's learned needs theory, expectancy theory, and goal setting theory. The study found a significant relationship between motivation, job satisfaction, and work performance. Factors like the nature of work, interest in the job, growth opportunities
Motivation is the process that energizes and directs behavior. Managers can motivate employees through rewards that satisfy needs and reinforce behaviors that help achieve organizational goals. Several theories describe factors that motivate individuals, such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, and McClelland's learned needs for achievement, affiliation, and power. Effective motivation involves job enrichment, participation, health work environments, and realizing individual motives and abilities.
This document discusses various aspects of leadership, including definitions of leadership, characteristics of leaders, types of leadership power, and leadership models and theories. It defines leadership as the ability to influence people to work towards common goals. Leaders are described as emotionally stable, socially skilled individuals who are committed to self-development and have influence over others. The document also outlines different power bases leaders can use, including power derived from formal position or personal attributes. Transactional and transformational leadership styles are contrasted, as well as traits and contingency theories of leadership.
Chris Argyris was an organizational psychologist known for his work on organizational learning and behavior. Some of his key contributions include:
- Developing the concepts of "espoused theory" versus "theory-in-use" to describe the gap between people's stated beliefs and actual behaviors.
- Proposing single-loop and double-loop learning, where single-loop fixes problems within the current mindset and double-loop questions underlying assumptions.
- Identifying Model I and Model II theories-in-use, where Model I is more defensive and Model II encourages participation, valid information, and learning.
- Developing an intervention model for organizational change involving mapping problems, internalizing maps, testing predictions,
The document discusses several theories of motivation. It describes Maslow's hierarchy of needs which posits that humans are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. It also discusses Murray's theory of needs which categorized needs as primary/biological and secondary/psychological. Additionally, the document outlines Erikson's psychosocial theory of development and the eight stages of psychosocial development from infancy to adulthood.
Lesson 15 Basic Elements of Individual Behavior in OrganizationDR. RHEA SANTILLAN
This document discusses individual behavior in organizations. It covers the psychological contract between employees and organizations, how personality, attitudes, perception and stress impact individual behavior at work. It also discusses types of workplace behaviors like performance, withdrawal behaviors like absenteeism and turnover, and organizational citizenship behaviors. The document uses figures and definitions to explain these concepts in understanding human behavior in the workplace.
Chris Argyris is an organizational psychologist known for his work on organizational learning and behavior. He received his PhD from Cornell University in 1951. Argyris developed theories of single-loop and double-loop learning along with Donald Schön. Single-loop learning involves problem solving within existing frameworks, while double-loop learning questions underlying frameworks. Argyris also proposed Models I and II, where Model I inhibits double-loop learning and Model II enhances it. He suggested steps for converting organizations from single-loop to double-loop learning. Argyris' research aimed to help organizations engage in more reflective double-loop learning.
The document discusses various organizational theories including:
- Classical organizational theory which views organizations as mechanistic and focuses on structure.
- Human relations theory which adds a human/personal element and emphasizes relationships.
- Contingency theory which argues an organization's structure depends on various contingencies.
It also covers organizational culture and climate, socialization processes, and person-organization and person-job fit. Socialization aims to improve newcomers' fit with the organization and job through recruitment, training, and acceptance into work groups. National culture can impact socialization approaches. Schneider's attraction-selection-attrition model posits organizations attract certain types of people who are then selected and retained, influencing long-term culture.
Organizational behavior is based on certain basic assumptions about human nature and organizations. Regarding human nature, it assumes that each individual is unique, people bring their whole selves to work, behavior is caused by needs and motivations, and each person has inherent worth. Regarding organizations, it views them as social systems and assumes that the goals of the individual and organization are mutually interdependent. Key aspects of the assumptions about human nature include individual differences, the whole person concept, caused behavior, and the inherent value of each person.
1) Motivation theories can be categorized as internal, process, or external based on their focus. Important theories include Maslow's hierarchy of needs, expectancy theory, and equity theory.
2) McGregor's Theory X and Theory Y made assumptions about employee motivation and management's role in arranging conditions to help employees achieve goals.
3) Herzberg's two-factor theory distinguished between hygiene factors like salary that prevent dissatisfaction and motivation factors like achievement that create satisfaction.
4) Expectancy theory proposes that effort, performance, and rewards are linked by perceptions of how likely they are to occur.
This document discusses organizational behavior and ethics. It defines organizational behavior as the study of human behavior in organizations, including interactions between individuals and the organization. It outlines the origins of OB in scientific management, human relations approaches, and personality theories. Key contributors discussed include Taylor, Mayo, Freud, Watson, Skinner, Rogers, Perls, and Maslow. The document also defines ethics as moral principles guiding behavior. It discusses ethical issues organizations may face around conflicts of interest, fairness, communication, and relationships. Overall, the document provides an overview of organizational behavior and introduces concepts of ethics in organizations.
I do not have enough information to answer those specific questions. As an AI assistant without direct access to company operations, I do not have insights into the internal motivation theories or practices used by companies like Google or Apple. In general, many companies draw from classic motivation theories in their human resources practices and strategies for engaging employees. Theories around intrinsic and extrinsic motivation, goal-setting, rewards, and psychological needs are commonly applied concepts.
Organizational behavior is the study of how individuals, groups, and structures influence behavior within organizations and how knowledge can be applied to improve organizational effectiveness. It draws from various disciplines like psychology, sociology, and anthropology. Organizational behavior can be studied at the individual, group, and organizational levels of analysis to understand factors that impact behavior and performance. The goal is to understand human behavior in organizational contexts in order to develop effective organizations.
Organisation Behaviour - Early and Contemporary theories of motivationSundar B N
The document discusses various motivational theories including:
1. Maslow's hierarchy of needs which categorizes human needs into physiological, safety, social, esteem, and self-actualization needs that must be satisfied in order.
2. Herzberg's two-factor theory which distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivational factors like achievement and recognition that encourage satisfaction.
3. McGregor's Theory X and Theory Y which propose two views of employee motivation - Theory X assumes employees dislike work and need close supervision while Theory Y assumes employees can exercise self-direction and commitment to objectives.
The document discusses motivation in organizational settings. It defines motivation and lists its features, including that it requires different sources of motivation for different people and influences behavior positively. It also covers factors that influence motivation like value differences and work ethics. Several motivational theories are outlined, such as Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. Lastly, it discusses motivational techniques used by management and the benefits of motivation.
This document provides definitions and explanations of key concepts in organizational behavior. It discusses what determines behavior, including factors like attitude, personality, perception, motivation, abilities, self-concept, and socio-cultural influences. Important determinants of behavior like attitude, perception, personality, needs, and situations are explained. The document also defines organizational behavior and discusses concepts like individual differences, the whole man approach, human dignity, and caused behavior. Major challenges for organizational behavior are listed as responding to globalization, managing workforce diversity, improving quality and productivity, and managing virtual organizations.
This document discusses the relationship between organizational behavior and the individual. It defines organizational behavior as how people act individually and in groups within organizations. It strives to identify ways for people to act more effectively. The document then lists several ways that organizational behavior can enhance the relationship between the individual and the organization, including continuous learning, creating the right perceptions, building positive attitudes and values, maintaining a stress-free environment, and keeping individuals and teams motivated through job satisfaction.
This document provides an overview of motivation and its major theories. It discusses both content and process theories of motivation. Content theories, also known as need theories, focus on what motivates human behavior and include Maslow's hierarchy of needs theory, Alderfer's ERG theory, and Herzberg's two-factor theory. Process theories focus on how motivation occurs and include Vroom's expectancy theory, Adams' equity theory, and goal setting theory. The document also summarizes some key motivation theories such as McClelland's achievement motivation theory, McGregor's Theory X and Y, Z theory, Porter and Lawler model, and reinforcement theory.
In this presentation, we will discuss the behavior of an individual in an organization encompassing the history of human resources and organizational behavior, meaning and determinants of personality, self management learning and motivation, stress management, concept of attitude and conflict management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation you will be introduced to one of the most interesting subject in Business Administration. Organizational Behaviour. This relates to individuals/ group of people working together in teams; however this subject becomes more challenging when situational factors are incorporated which alter the dynamics of the way a team works and executes its plans. This is a good information tool to better understand professional behavior in an organization.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
This document summarizes a study on reducing employee turnover through motivation. The study aimed to identify employee needs and expectations, review motivation theories, and examine the relationship between motivation, job satisfaction, and performance. It also sought to determine factors affecting job satisfaction. The study was conducted through surveys and interviews of employees in three Nigerian public sector organizations. Key findings included that economic rewards, intrinsic satisfaction, and social relationships are important employee needs and expectations. Major motivation theories discussed included Maslow's hierarchy of needs, McClelland's learned needs theory, expectancy theory, and goal setting theory. The study found a significant relationship between motivation, job satisfaction, and work performance. Factors like the nature of work, interest in the job, growth opportunities
Motivation is the process that energizes and directs behavior. Managers can motivate employees through rewards that satisfy needs and reinforce behaviors that help achieve organizational goals. Several theories describe factors that motivate individuals, such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, and McClelland's learned needs for achievement, affiliation, and power. Effective motivation involves job enrichment, participation, health work environments, and realizing individual motives and abilities.
This document summarizes several theories of motivation and their application to employee performance. It discusses Maslow's hierarchy of needs which includes physiological, safety, belonging, esteem and self-actualization needs. Herzberg's two-factor theory identifies satisfiers like achievement and recognition that motivate employees, and dissatisfiers like policies and supervision that cause dissatisfaction. Alderfer's ERG theory groups needs into existence, relatedness and growth. The document examines how motivating employees through rewards, relationships and opportunities for growth can improve performance in organizations.
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.
The document discusses various theories and concepts related to human motivation. It describes Maslow's hierarchy of needs which includes physiological, safety, social, esteem and self-actualization needs. It also explains Herzberg's two-factor theory that distinguishes between motivators like achievement and responsibility that lead to job satisfaction, and hygiene factors like company policy and supervision that prevent dissatisfaction. Finally, the document outlines different motivation approaches including expectancy theory, equity theory, and Alderfer's ERG theory which groups needs into existence, relatedness and growth categories.
Motivational Theories and Their Applications in Internet Retailer .docxmoirarandell
Motivational Theories and Their Applications in Internet Retailer Company
Motivational theories deal with the reasons behind the individuals' action in the course of their working activity, as well as with the tools that may be used by management while dealing with workforce. In this article, 2 motivational theories will be discussed: that by A. Maslow (the human needs hierarchy theory) and the one by C. P. Alderfer (an ERG theory).
The motivational theory presented by Maslow (1954/1987) is based on the hierarchy of needs idea, with some needs' categories taking precedence over the others due to their higher relevance to human beings. According to Maslow, 5 levels of human needs exist, with physiological (food, air, rest, sex), safety (security, freedom from threat), social (affection, love), esteem (recognition, status), and self-actualization (personal growth, self-fulfillment) needs constituting a model for their progressive growth. As soon as requirements of the lower level of needs are satisfied, humans begin feeling the necessity to satisfy needs connected with the next higher level (Maslow, 1954/1987). Therefore it is possible to influence human behavior by using the desire to satisfy the next level of needs.
Maslow’s theory of motivation may be criticized from the point of view of its methodological individualism (as only the behavior of disparate individuals, not the groups to which they belong, is analyzed), its lack of interest to processes of human sub-consciousness, and its unempirical character (assumptions of Maslow’s theory have never been tested in laboratory conditions). Nonetheless, it should be noted that Maslow’s focus on self-esteem as a factor of human motivation and subjective issues unique to each individual allows for ad hoc determination of motivation factors, which is indispensable in modern volatile business and work environment.
The second theory of human motivation that is worth mentioning here is the so-called ERG theory introduced by Alderfer (1969). According to Alderfer, 3 levels of human needs that influence behavior of an employee exist: 1. Existence needs; 2. Relatedness needs; and 3) Growth needs (hence ERG). The Existence needs' level encompasses factors covered by Maslow’s physiological and safety needs’ levels, as the needs for personal security, nourishment or sexual intercourse are included there. The needs for personal achievement, recognition within a given social group and/or close relationship with it form the second tier of Alderfer’s motivation level. Finally, the needs for personal growth, self-actualization and/or realization of individual potential are included in the Growth needs category.
The main strengths and weaknesses of Alderfer’s theory are rather similar to those of Maslow’s, except that Alderfer explicitly aimed for the coverage of behavior in large organizations (such as private corporations), rather than for definition of factors of individual motivation. Alderfer focused on th ...
Motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's theory X and Y are discussed. Maslow's hierarchy proposes that lower level needs must be satisfied before higher level needs emerge. Herzberg's theory differentiates between hygiene and motivation factors. McGregor's theory X assumes workers dislike work while theory Y assumes they can be self-directed. Various motivational techniques used by organizations are based on findings from such theories. Motivation is necessary to achieve organizational goals and keep employees committed.
The document discusses various theories of motivation, including:
- Maslow's hierarchy of needs theory, which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs.
- Herzberg's two-factor theory, which separates motivators like achievement and hygiene factors like policies.
- Locus of control theory, which examines whether people feel internally or externally motivated.
- Cognitive and humanistic perspectives on motivation, which focus on understanding and personal growth.
The role of managers is to understand employee needs and align rewards accordingly using both financial and non-financial incentives to motivate performance. The four main needs people have are survival, social, recognition, and achievement
The document discusses two theories of motivation:
1. Expectancy theory proposes that employees will perform based on their self-belief that effort will lead to good performance and desired rewards. It involves three key components - expectancy, instrumentality, and valence.
2. Two-factor theory suggests that certain factors cause job satisfaction while other factors cause dissatisfaction. It distinguishes between motivators like achievement and recognition, and hygiene factors like salary and working conditions. Addressing hygiene factors can prevent dissatisfaction but alone does not motivate.
The document discusses several theories of motivation in the workplace. It begins by outlining Maslow's hierarchy of needs which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order. It also summarizes Herzberg's two-factor theory that distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivators like achievement and recognition that encourage motivation. Later, it discusses process theories like Vroom's expectancy theory that motivation depends on expectations of rewards for performance. The document provides an overview of many theories of what drives human motivation and behavior at work.
Employee Motivation and Their Impact on Employee Performance in Banking Secto...ijtsrd
Due to increased competition between Organization and their need to respond effectively to rapidly changing operational conditions, as well as to personnel requirements, has escalated the necessity to identify those factors that Improve Employee Performance. For any organization to operate smoothly and without any interruption, employee cooperation cannot be replaced with anything else. It is of utmost importance that the employees of an organization not only have a good relationship with the top management, but also, they maintain a healthy and professional relationship with their coworkers. The study focus on how motivational tools impact the performance of employee for betterment. A sample of individuals was selected and was interviewed with self administrated questionnaire to obtain primary data. The results obtained indicate that if employees are positively motivated, it improves both their effectiveness and efficiency drastically for achieving organizational goals. Srinath Parshetty ""Employee Motivation and Their Impact on Employee Performance in Banking Sector in Hyderabad Karnataka Region"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-4 , June 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23752.pdf
Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/23752/employee-motivation-and-their-impact-on-employee-performance-in-banking-sector-in-hyderabad-karnataka-region/srinath-parshetty
Motivation refers to the processes that account for an individual's intensity, direction, and persistence of effort towards attaining a goal. It has three key elements: energy, direction, and persistence. Many theories aim to explain motivation, including Maslow's hierarchy of needs, ERG theory, McClelland's acquired needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, equity theory, expectancy theory, and goal-setting theory. These theories provide frameworks for understanding what motivates individuals and improving motivation.
This document provides an introduction and literature review on employee motivation and productivity in the banking sector of Ghana. It begins by defining motivation and its importance for organizational success. Productivity is discussed as being influenced by motivation. The research aims to analyze motivation tools at Trust Bank Ghana and their impact on productivity. It will survey employees at four branches to understand their views on motivation. The literature review covers definitions of motivation and debates around what motivation is and is not. It discusses how motivation influences employee involvement, satisfaction, and performance.
This document provides an overview of motivation theories and concepts. It defines motivation and discusses why it is important for getting and retaining employees. The core phases of the motivational process are identified as need identification, searching for ways to satisfy needs, selecting goals, employee performance, and consequences of performance. Several prominent motivation theories are also summarized, including Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, expectancy theory, reinforcement theory, and Herzberg's two-factor theory.
3 Amini-Hajibashi, Melanie Employee Motivation and Self Determination TheoryMelanie Amini-Hajibashi
This document discusses employee motivation through the lens of self-determination theory. It begins by explaining the importance of motivation for both employees and businesses, as unmotivated employees can lead to lower performance and success. The paper then introduces self-determination theory and its three psychological needs of autonomy, competence, and relatedness that are required for intrinsic motivation. Relationships and bonding are identified as particularly important for motivation. The document discusses different types of motivation, including intrinsic motivation which comes from internal drives, and extrinsic motivation which involves external rewards and comes in stages from external regulation to more internalized forms. Overall, the paper examines how self-determination theory can be applied to understand employee motivation in the workplace.
Maslow's hierarchy of needs theory states that people are motivated to fulfill basic needs like physical survival and safety before pursuing higher level needs like love, esteem, and self-actualization. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like salary that prevent dissatisfaction. Equity theory proposes that people are motivated to maintain fairness in relationships based on comparing their inputs and outcomes to relevant others. Role clarity theory suggests that clearly defining expectations motivates better performance. Achievement motivation theory identifies the need for achievement, power, and affiliation as key drivers of behavior.
The document discusses motivation and leadership. It defines motivation as stimulating people to action to accomplish goals. Motivation can be intrinsic, such as a sense of achievement, or extrinsic, such as pay or promotion. Theories of motivation discussed include Maslow's hierarchy of needs, ERG theory, and McGregor's Theory X and Theory Y. Good leadership characteristics include empathy, honesty, and providing direction. Leadership is defined as motivating a group to achieve a common goal through inspiration and guidance.
Influence of leadership styles on job satisfaction of employees in small and ...Alexander Decker
- The document discusses theories of job satisfaction, including content theories proposed by Maslow and Hertzberg, and process theories proposed by Adams and Vroom.
- Maslow's hierarchy of needs theory and Hertzberg's two-factor theory suggest that satisfying higher-level needs like achievement and recognition leads to greater job satisfaction.
- Adams' equity theory and Vroom's expectancy theory propose that job satisfaction results from fair compensation relative to inputs and expectations. When compensation matches or exceeds expectations, satisfaction is higher.
This document discusses various theories of motivation in management. It begins by defining motivation and exploring need-based theories proposed by Maslow, Herzberg, Alderfer, and McClelland. Maslow's hierarchy of needs proposes that needs exist in a hierarchy from physiological to self-actualization. Herzberg identified hygiene and motivator factors. Alderfer's ERG theory groups needs into existence, relatedness, and growth. McClelland identified needs for achievement, power, and affiliation. The document then discusses behavior-based theories including equity theory, expectancy theory, reinforcement theory, and goal-setting theory. It concludes with discussing job redesign approaches like job enlargement, rotation, and enrichment to improve motivation.
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Do motivation drive employee’s performance in public sector organization
1. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.17, 2013
92
Do Motivation Drive Employee’S Performance in Public Sector
Organization?
Dr. Jerome Nyameh, Helen Douglas, Susan Teru & Agnes Titus.
Department of Economics, Taraba State University, Jalingo, Taraba State, Nigeria,
Abstract
Every organizations whether private or public, have a principal goal of achieving the objectives set for the
organization, this cannot be achieve without gingering the employees performance, scholars have advanced
reason why motivational packages can work in any sector and the employees can performance, without x-raying
the system approach to the motivation, this review suggest that the system approach has a adverse effect on the
motivation of the employee, hence there is a need to treat motivation with the system approach, that will lead to
better motivation and better output of the performance.
Keywords: Motivation, employee’s performance and public sector
Introduction
The role of the Human Resource Manager is evolving with the change in competitive market environment and
the realization that Human Resource Management must play a strategic role in the success of an organization.
Organizations that do not place emphasis on attracting
and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in
the strategic employment of their human resource(storey ,1992)
Human resource weather public or private sector constitute one of the essential elements that determine the
success of any organization. Therefore, they must be handle with care. The organization must there for motivate
its employees so they can put in their best in their various areas of responsibilities which will bring about the
achievement of the planned goals and objectives of the organization. In an organization the management are
continually with the fact that vast differences exist in the performance of a group of employees, some employees
always perform at high levels, and the need little or no supervision and seems to enjoy the work on the other
hand, some employees perform at low levels and the need constant or frequent supervision and are often absent
from work. The reason for this difference in performance is varied and complex one could attribute some of this
difference to certain individual characteristics such as personality, intelligence, or ability. One could also focus
on organizational influence such as job supervision style or the regard system used by the organization as
contributing to the differences in performance.
The core concept associated with each of these characteristics is motivation. “Motivation” is a crucial function as
a life line of any organization. Many theories exist about motivation and most differs in what they implicitly
suggest an organization should do to obtain the most effective performance from their employees. Most
successful organization however have learn by experience that people are very responsive to praise and
encouragement, express not only on words but also in action to give their best effort to the organization
(Dubnick,2005). Every organization either public or private is goal oriented and all efforts are gear towards the
successful attainment of those of those goals and objectives. Therefore, for any organization to record any degree
of meaningful success in the pursuit of its goals and aspiration, its most have the ability to create values
(motivation) enough to compensate for the burden imposed upon employees. Such values or motivation can
come in any form of good training policies, facilities or incentives such as fringe benefits, promotion etc. so as to
satisfy the need of the employees for enhanced performance (Dodlova, and Yudkevich, 2009). For an employee
to be motivated, he/she perceive that their want are being met. Thus, the satisfactions of the employees represent
an indispensable dimension of the motivational process. A satisfied individual would certainly contribute
positively to the realization of organizational goals and objectives while a dissatisfy employee may not only
contribute but can even act in such a way that the realization of such goals and objectives could be completely
destroyed. These underline the importance of employees’ satisfaction in the organization (Houston, 2011).).
The study is brought forward to determine the extent to which Jalingo Local Government secretariat is
motivating its employees toward goals congruency. It will give recommendation for improved motivation and
thereby enhancing performance which will contribute to the effectiveness and efficiency of the secretariat. (Perry,
Hondeghem, and Wise, . 2010.) suggested that motivation deals with all the conditions that are responsible for
variation in the intensity, quality and direction of behavior. From an organization point of view, motivation deals
with everything that a manager knows or can use to influence the direction and rate of individual behavior
towards performance. An over whelming amount of energy is extended in trying to get people to do what we
want them to do. We all have a task to motivate ourselves to do what we think we should do. It is widely believe
that when an employee is highly motivated, this goes a long way in improving organizational productivity,
2. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.17, 2013
93
effectiveness and efficiency.
Theoritical Framework
Figure Theoretical framework of research
Abraham Harold Maslow proposed a theory that outlined five hierarchical needs which could also be applied to
an organization and its employees’ performance (Gordon, 1965). According to Maslow’s theory, one does not
feel the second need until the demands of the first have been satisfied or the third until the second has been
satisfied, and so on. Figure 2.1 illustrates Maslow's hierarchy of needs.
Figure 2.3 Hierarchy of needs
Source: Maslow (1954)
The different levels of needs on Maslow’s hierarchy are discussed as follows:
(i) Physiological needs
These are biological needs which consist of the need for oxygen, food, water, and a relatively constant body
temperature. They are the strongest needs because if a person were deprived of all needs, it is these physiological
ones that would come first in the person's search for satisfaction.
(ii) Safety needs
When all physiological needs are met and are no longer controlling thoughts and behaviors, the needs for
security can become active. While adults have little awareness of their security needs except in times of
emergency or periods of disorganization in the social structure (such as widespread rioting), children often
display the signs of insecurity and the need to be safe.
(iii) Needs for love, affection and belongingness
When the needs for safety and for physiological well-being are satisfied, the next class of needs for love,
affection and belongingness can emerge. Maslow states that people seek to overcome feelings of loneliness and
alienation. This involves both giving and receiving love, affection and the sense of belonging.
(iv) Needs for esteem
When the first three classes of needs are satisfied, the needs for esteem can become dominant. These involve
needs for both self-esteem and for the esteem a person gets from others. Humans have a need for a stable, firmly
based, high level of self-respect, and respect from others. When these needs are satisfied, the person feels self-
confident and valuable as a person in the world. When these needs are frustrated, the person feels inferior, weak,
helpless and worthless.
Motivation Employee’s Performance
3. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.17, 2013
94
(v) Needs for self-actualization
When all of the foregoing needs are satisfied, then and only then are the needs for self-actualization activated.
Maslow describes self-actualization as a person's need to be and do that which the person was "born to do." "A
musician must make music, an artist must paint, and a poet must write." These needs make themselves felt in
signs of restlessness. The person feels on edge, tense, lacking something, in short, restless. If a person is hungry,
unsafe, not loved or accepted, or lacking self-esteem, it is very easy to know what the person is restless about.
However, it is not always clear what a person wants when there is a need for self-actualization.
The aforementioned theory may be applied to the roles of organizational cultural and human resource
management in improving employee’s performance despite some criticism or limitations of the theory. While
some research has shown support for Maslow’s theory, others have not been able to substantiate the idea of a
needs hierarchy that is considered to be influenced by Western culture, and thus cannot apply to all scenarios
(Richard, 2000).
Motivation
Greenberg and Baron (2000) their definition could be divided into three main parts. The first part looks at
arousal that deals with the drive, or energy behind individual action. People turn to be guided by their interest in
making a good impression on others, doing interesting work and being successful in what they do. The second
part referring to the choice people make and the direction their behavior takes. The last part deals with
maintaining behavior clearly defining how long people have to persist at attempting to meet their goals. Kreitner
(1995), Buford, Bedeian &Linder (1995), Higgins (1994) all cited in Linder (1998) defined motivation as “the
psychological process that gives behavior purpose and direction, a predisposition to behave in a purposive
manner to achieve specific unmet needs, an unsatisfied need, and the will to achieve, respectively. Young (2000)
suggest that motivation can be defined in a variety of ways, depending on who you ask .Ask someone on the
street, you may get a response like “it’s what drives us” or it’s what make us do the things we do.” Therefore
motivation is the force within an individual that account for the level, direction, and persistence of effort
expended at work.”
Halepota (2005) defines motivation as “a person’s active participation and commitment to achieve the prescribed
results. ”Halepota further presents that the concept of motivation is abstract because different strategies produce
different results at different times and there is no Single strategy that can produce guaranteed favorable results all
the times.” Antonioni (1999,), “the amount of effort people are willing to put in their work depends on the
degree to which they feel their motivational needs will be satisfied. On the other hand, individuals become de-
motivated if they feel something in the organization prevents them from attaining good outcomes. It can be
observed from the above definitions that, motivation in general, is more or less basically concern with factors or
events that moves, leads, and drives certain human action or inaction over a given period of time given the
prevailing conditions. Furthermore the definitions suggest that there need to be an” invisible force” to push
people to do something in return. It could also be deduced from the definition that having a motivated work force
or creating an environment in which high levels of motivation are maintained remains a challenge for today’s
management. . This challenge may emanate from the simple fact that motivation is not a fixed trait –as it could
change with changes in personal, psychological, financial or social factors. For this thesis, the definition of
motivation by Greenberg & Baron (2003) is adopted, as it is more realistic and simple as it considers the
individual and his performance. Greenberg &Baron defines motivation as: The set of processes that arouse,
direct, and maintain human behavior towards attaining some goal”. (Greenberg &Baron, 2003) .Bassett-Jones
&Lloyd (2005,) presents that two views of human nature underlay early research into employee motivation. The
first view focuses on Taylorism, which viewed people as basically lazy and work –shy”, and thus held that these
set of employees can only be motivated by external stimulation. The second view was based on Hawthorn
findings, which held the view that employees are motivated to work well for “its own sake” as well as for the
social and monetary benefits this type of motivation according to this school was internally motivated.
Theories Of Motivation
Several scholars have proposed theories on the concept of financial motivation, and its role in enhancing
employee’s performance in every organization some of these models have been widely used and accepted by
today’s organizations leaders. In this thesis discussion on some of the motivational theories will include Alders
(ERG theory), Maslow (Need theory),
Vroom’s (Expectancy theory),Taylor (productivity theory), Herzberg (Two factor theory), Mac Gregory (theory
X and Y), Geogopalaus (path goal theory) and skinner (Reward theory). To better understand this discussion a
summary of the theories is presented and an indebt discussion on Maslow and ERG theories on which I base my
thesis overlooked. Alder asserts in his Existence relatedness and growth theory commonly known as the ERG
theory that there are three basic human needs: Existence, relatedness and growth, which must be meet by an
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employee to enable him, increase performance. Maslow (1943) suggests that human needs can be classified into
five categories and that these categories can be arranged in a hierarchy of importance. These include
physiological, security, belongings, esteem and self-actualization needs. According to him a person is motivated
first and foremost to satisfy physiological needs. As long as the employees remain unsatisfied, they turn to be
motivated only to fulfill them. When physiological needs are satisfied they cease to act as primary motivational
factors and the individual moves “up” the hierarchy and seek to satisfy security needs. This process continues
until finally self actualization needs are satisfied. According to Maslow the rationale is quite simple because
employees who are too hungry or too ill to work will hardly be able to make much a contribution to productivity
hence difficulties in meeting organizational goals. Vroom (1964) proposes that people are motivated by how
much they want something and how likely they think they are to get it he suggest that motivation leads to efforts
and the efforts combined with employees ability together with environment factors which interplay’s resulting to
performance. This performance interns leads to various outcomes, each of which has an associated value called
Valence. Adams (1965) on his part suggests that people are motivated to seek social equity in the rewards they
receive for high performance. According to him the outcome from job includes; pay, recognition, promotion,
social relationship and intrinsic reward .to get these rewards various inputs needs to be employed by the
employees to the job as time, experience, efforts, education and loyalty. He suggests that, people tend to view
their outcomes and inputs as a ratio and then compare these ratios with others and turn to become motivated if
this ratio is high. Perry, and Wise (1990). observed the soldering by employees, which is a situation whereby
workers work less than full capacity. He argued that soldering occurs due to the fact employee’s fear that
performing high will lead to increasing productivity, which might cause them to lose their jobs. This slow paces
of work where promoted by faulty systems however this situation is not what prevails with contemporary
employees who organizations evaluate them through their performance.
Herzberg suggested that there are factors in a job, which causes satisfaction. These he called Intrinsic factors
(motivators) and other factor he refers to as dissatisfies (hygiene factors). According to him if the motivational
factors are met, the employee becomes motivated and Hence performs higher. Mac Gregory suggested that there
exist two sets of employees (lazy and ambitious employees) With lazy employees representing theory X, hard
and ambitious workers representing Y. According to him the lazy employee should be motivated to increase
performance in an organization Geogopalaus path Goal theory of motivation states that, if a worker sees high
productivity as a path leading to the attainment of one or more of his personal goals, he will turn to be a high
producer. But if he sees low productivity as the path leading to the attainment of his goal he will turn to be a low
producer and hence needs to be motivated.
This discussion on the above motivational theories explains the fact that the concept of employee’s motivation
has been a critical factor addressed by previous authors as what determines the core competence of every
organization in achieving a competitive position.
Skinner who propounded that any behavior that is rewarded tends to be repeated supported this view. The term
motivation has been used in numerous and often contradictory ways. Presently there appears to be some
agreements that the crucial thread that distinguishes employee’s motivated behaviors from other behavior is that
it is goal directed behavior, Bindra (2000 ) argues that the core of motivating individuals lays in the goal-directed
aspect of Behavior. Jones suggested “motivation is concern with how behavior gets started, is energized, is
sustained, is directed, is stopped and what kind of subjective re-action is present in the organization while this is
going on. The Jones statement can be converted into a diagram which shows the employee motivational process
as it influences performance.
Bassett-Jones & Lloyd (2005,p 932) suggests that the “content theorists led by Herzberg, assumed a more
complex interaction between both internal and external factors, and explored the circumstances in which
individuals respond to different internal and external stimuli. On the other hand, process theory, where victor
Vroom was the first exponent considers how factors internal to the person result in different behaviors.
From the focus point of these two groups, one could observe that the process theories attempt or try to
understand the thinking processes an individual might go through in determining how to behave in a workplace.
The primary focus was on how and why questions of motivation, how a certain behavior starts, developed and
sustained over time. It is true that human behavior in general is dynamic and could affect the individual’s
personal altitude as well as factors surrounding that individual. These exogenous factors eminent from the
environment in which the individual operates generate stimuli to employees. It is my belief that employees in
general are goal seeking and look for challenges and expect positive re-enforcement at all times. Hence it could
only be of benefit if organizations could provide these rewards and factors. Though I have discussed earlier in
this thesis that employees are financially motivated, motivation could be seen as a moving target, as what
motivates differs among different people. And may even change for the same person over a given period of time,
developments within the modern organization has probably made motivating employees ever more difficult due
to the nature of every individual, behavior increasing the complexity of what can really motivate employees.
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According to Bassette-jones & Lloyd (2005,p.932) “expectancy, equity, goal setting and reinforcement theory
have resulted in the development of a simple model of motivational alignment. The model suggest that once
needs of employees are identified, and organizational objectives and also satisfy employee needs .If poorly
aligned, then low motivation will be the outcome. Wiley, (1997) “modern approaches to motivation may be
organized into three related clusters: (1) personality-based views (2) cognitive choice or decision approaches and
(3) goal or self-regulation perspective; where personality-based views emphasize the influence of enduring
personal characteristics as they affect goal choice and striving. Workplace behavior is posited to be determined
by persons current need state in certain universal need category. Cognitive choice approaches to work motivation
emphasize two determinant of choice and action; expectations, and subjective valuation of the consequences
associated with each alternative. These expectancy value theories are intended to predict an individual choice or
decision. Goal framework to work motivation emphasize the factors that influence goal striving which focuses
on the relationship between goals and work behavior.
The assumption is that an employee’s conscious intentions (goals) are primary determines of Task-related
motivations since goals direct their thoughts and action”.
It is worth noting that an in-depth review of all the different theories mentioned above, is beyond the scope of
this thesis. However, the personality-based perspective of work motivation within which Maslow need theory of
motivation and Alders ERG theory falls will provide the main support and serve as a foundation for the research
reported in this thesis. Specifically, as organizational scholars have paid a great deal of attention to the idea that
people are motivated to use their jobs as mechanisms for satisfying their needs. This thesis intend to use
Maslow’s hierarchy of need theory of motivation as a foundation to identify the factors that motivate today’s
employees, and in the process determine a ranking order of factors that motivates these employees, the original
Maslow theory will be looked at more detail hereof
Employees’ Performance
As mentioned in the previous chapter, employee’s performance refers to the observable behaviors and actions
which explain how the job is to be done, plus the results that are expected for satisfactory job performance
(Alder, 2001). Performance is the extent to which an individual is carrying out his or her assignment or task, i.e.
the degree of the accomplishment of the task that makes up an employee’s job (Ojo, 2009). It indicates to the
employee what a good job looks like (Alder, 2001). This implies that employees must know what they need to
do to perform their jobs successfully (Ojo, 2009).
Gruman and Saks (2010) argue that performance management is a critical aspect of organizational effectiveness,
therefore it needs close monitoring. Alder (2001) believes that organizations are naturally interested in
monitoring their employees’ performance, and thus employee’s performance monitoring permits organizations to
assess whether or not the organization is getting what it is paying for. Measures for performance can be
conducted through the following indicators: profit; revenues; accounting measures return on capital employed,
profit margin; shareholder value the share price multiply by the number of shares issued also known as the
company value; growth in sales, size, market share and share price.
Employees usually feel that profit sharing and gain sharing are good for personal effort, company growth and
productivity, and for the workplace atmosphere (Blinder, 1990). Under certain conditions, it has been observed
that improved corporate performance can enhance job satisfaction and employee performance, nevertheless,
there is no automatic and invariant relationship between the two (Katzell, 1975).Employee commitment is no
longer something that an employer can take for granted, but have to put in great effort to achieve (Senyucel,
2009). By increasing employee participation, the firm will benefit from increased employee productivity and
performance due to increased employee commitment (William et al., 1994). This explains the fact that
employee’s performance is a dependent variable that must be motivated by the organizational culture and HRM
in order to produce the desired outcomes.
Motivation and the Public Sector
I have so much dwell on the on the issue of motivation, as it relate to different organizations, for the purpose of
clarity , there is a need to look at it on the perceptive of the public sector. Public sector is the part of the
economy that dealt with providing basic government services. The composition of the public sector varies from
one country to the other, but in most countries the public sector includes such services as the police,
military, public roads, public transit, primary education and healthcare for the poor. The public sector might
provide services that non-payer cannot be excluded from such as street lighting, services which benefit all of
society rather than just the individual who uses the service such as public education, and services that encourage
equal opportunity, to motivate an employee in the public sector, a lot more must be put it place because of the
system structure which is generally regarded as welferism, by this it means government absolute support hence
the reward system that can built on the basis of performance appraisal is unobtainable, because the system lack
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control mechanism, that can regulate the activities in reality, in principle it a exist a rule to practice but no one
cares for implementation of the rule, people are motivated by financial aggrandizement not for performance but
attainment of years and working experience as it is the most basis for promotion , in the real sense of service, an
employee should be promoted base on his output to service as it affect the organization , positively. The role of
motivation in the public sector does not in any way propel performance hence the productive sector of the public
service or the employee productive is nothing to write home abou
Conclusion
Whether public sector employees are truly motivated or not, the principal issue is the aim and objectives of the
public sector economic succeeding? Is there motivation package for the employees? government has longer
outstanding record of motivation for her employee ranging from car, housing, loan facilities, worth rope
allowances, hazard allowance and so many of the them, yet despite these packages the output is very low, as
against the private organizations that have less of such motivational packages, this cannot still be unconnected to
the fact that, employees in the system , assumed motivation as a right and not what people can work for. The
public sector should redesign the system, for proper implementation of the of the good motivation package, this
has to do with the reviewing of the values system, where promotion and discipline, must be base on the
performance basis and not years of experience.
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