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1. HOW DO MANAGERS GROUP TASKS INTO JOBS THAT ARE MOTIVATING &
SATISFYING FOR EMPLOYEES?
Managers can use several strategies to increase employee motivation and
satisfaction. Rewards work only if (1) employees believe that they can do better, (2) believe they
will be rewarded for performing better, and (3) want the offered reward.
MOTIVATORS; ORGANIZATIONAL BUYERS
According to Stewart A. Washburn on 1988, once we have identified our needs on a rep
by rep basis, we can begin relating these needs to the kinds of motivators available to us – we
can begin identifying each person’s hot button, as it were. Pride in doing a good job is a very
strong motivator. Self-confidence is another very strong motivator, and management can do a
great deal to build a sales rep’s self-confidence. Knowing that he or she is well-trained, and can
answer the questions the customer throws, helps provide that necessary degree of assurance.
According to Michael D. Hutt and Thomas W. Speh on 1989, rational motives are usually
motive are concerned with such human factors as job security or organizational status. The
business marketer has to define the buying motives of the organizational members who will
ultimately pass judgment on a product. This is particularly difficult because generalizations
about the importance of selected buying motives cannot be made across all types industrial
buying decisions. Member of buying center often use differing criteria when evaluating
suppliers.
Perhaps, I need to have self-confidence for I have strong to motivate with my employees
if I am a manager. M. Hutt and T. Speh says that member of the buying center often use
differing criteria when evaluating suppliers. For example, the purchasing agent may value
maximum price economy, but engineers are primarily concerned with product quality. If I am a
manager I think it is difficult to motivate your employees for they satisfy your tasks.
MOTIVATING & SATISFYING EMPLOYEE
According to Peter Dauksewicz on September 04, 2009, to achieve goals, an organization
has to provide not only raw materials, facilities, and equipment, but it also has to motivate its
employees. But what exactly is motivation? Motivation is the individual, internal process that
energizes, directs, and sustains behavior. It is the personal force that causes us to behave in a
particular way. People can be motivated by very different factor in a workplace, making
motivation a challenge for managers. Related to the concept of motivation is morale, an
employee’s feelings about his or her job, superiors, and the firm itself. High morale is a result of
satisfying employee’s needs, such as for recognition or for financial security.

2. According to Richard D. Irwin.Inc.,1980, motivation is the reason for behavior. A motive is
a construct representing an unobservable inner force that stimulates and compels a behavioral
response and provides specific direction to that response. Thus, like most constructs in
consumer behavior, we cannot see a motive. We can only infer the existence of motives from the
behavior of individuals.
Hence, if I am a manager I’ll do my best to sustain my tasks to the employers and to
motivate my employers for they satisfy their job. Peter Dauksewicz says that, to achieve goals, an
organization has to provide not only raw materials, facilities, and equipment, but it also has to
motivate its employees. R. Irwin says thus like most constructs in consumer behavior, we cannot
see a motive. So, as a manager I need to have a motivation for the reason of behavior for the
consumers and employers are satisfy of my motivation.
THEORY OF EMPLOYEE MOTIVATION
On the basis of research with engineers and accountants, Frederick Herzberg developed
two factor model motivation in the 1950s such as; maintenance factors and motivational factors.
He is asked his subjects to think of a time when they felt especially bad about their jobs.
Herzberg found that employees named different types of conditions for good and bad feeling.
That is, if a feeling of achievement led to a good feeling, the lack of achievement was surely
given cause for bad feelings.
Theory of Alderfer (written by Ashim Gupta on January04, 2011), his theory categories
the need into three sets such as; existence, relatedness and growth. The most important
contribution of Alderfers theory is that if higher order needs of an employee are unable to move
to next level, perhaps due to company policies or nature of job, his priorities would regress and
he would begin to expect more pay, more social interactions and etc. Therefore a manager
should try to divert the employee’s attention relatedness or existence needs.
Perhaps, if I am a manager I need to have a good type condition for I will have
achievement in a good feeling according to says of Herzberg. Though, sometimes I have a bad
condition but I will do my best that I am a good manager in a company. According to the theory
of Alderfer he had three categories such as existence, relatedness and growth. I know that it is
important of a company because if I am the employer, so I want to have existence, relatedness
and also I want to growth in a company, and he will say that a manager should try to divert the
employee’s attention relatedness or existence needs.
To sum it up, it is important of manager tasks into jobs that are motivating and satisfying
for the employees. Motivation is the individual, internal process that energizes, directs, and
sustains behavior. The important of the managers to motivate their employees is to have a good
tasks and rule, for the employees are satisfy what they did.

3. References:
Jhon W. Newstrom/keith Dvis(1993); Motivation Basics(Model); by McGraw-Hill, Inc.
Michael D. Hutt and Thomas W. SpeH (1989); Business Marketing Management Buyers;by the
Dryden Press (p 79)
www.cengage.com/introbusiness/book_content/.../now/.../ch10.docCachedSimilar
Stewart A. Washburn, (1988); Managing the Marketing Functions; by McGraw-Hill, Inc.; p277
Arderfer written by Ashim Gupta; (01-04-2011); Employee Motivation; by Practical-
management.com
Written by: JENNY BANZON