The document discusses motivational theories in the context of business, emphasizing that the primary goal of entrepreneurs is to maximize profits by offering goods and services. It explains the importance of contracts between employers and employees, outlines key motivational theories such as Maslow's hierarchy of needs and Herzberg's two-factor theory, and highlights the necessity of measuring performance for employee development and organizational effectiveness. Ultimately, it advocates for employee involvement, empowerment, and proper management practices to achieve business objectives.

1. This is a solution ofMotivational Theories Assignment in whichwediscussthechiefobjectiveofmost people
who start businessesis to maximizeprofitbyofferinggoods or services.
Introduction
The chiefobjective ofmost peoplewho startbusinessesis to maximize profit by offering goods or services.
Some startorganizationsnot to makeprofits,butto provideneededgoodsand services.It becomes extremely
hard to providetheproducts solely as the client baseincreases.Therefore,people requirethe help of others to
sustaintheirproduction. Thepeoplewho start arecalledemployersand thosecalled upon aretheemployees. It
is importantfortheemployersandemployeesto co-existpeacefully andto have mutual respectforeach other.
For the production ofgoods and services,inputsareimperative;rawmaterials,labor, entrepreneurship, capital
and spaceforeitherstorage, production orboth.Laboris veryimportantbecause, with allotherresources, the
outputcannot beproducedwithout labor.Laboris the factorof production that comprises of all the people
taskedwiththeproductionofgoodsand services. To operate effectively and realize the objectives of any
institution,it is important to work with peoplewho havethenecessaryqualifications, skills, and experience.
When someoneis employed,there is a needto ensurethere is a contract. A contract is an understanding or
agreementbetweentheemployerandtheemployee. Itoutlinestheresponsibilities, rights, and duties of both
the employer and the employee. Theassumption is thata contractneeds to bea writtendocument. The reality
is that the contractcan bea verbal agreement. It can also be a handbook for the employee, a letter on the
company’s noticeboard oreven partoftheofferletterfromthe employer. Even in thecasethatthecontract is a
written document,thereis probably some part of the contract that is not always written. For example, an
employee should not steal from their employer.

2. A contract containsmany items.Someofthemostcommonincludethe common civil law section. This section
clearly outlines therights and requirementsofboth theemployerand the employee. Themost important is the
right oftheemployee to beassuredofsafetyin theworkplaceandtheemployeeto perform their duties to the
best o theirabilities. Thesection should beformulatedin a way that accommodatesthelawspassedin a country
or state.Forexample, theright ofjoiningtradeunions andthesick andmaternity paid leaves.The information
section whichincludesthesetofrules in an organization (citizeninformation board). Inthissection, details of
the employer, theworkplace, andtheemployees are outlined. Simplerules that workers and all associates of
the organizationshould abide by are spelled out in this section. There is also a section that explains the
grievancesanddisciplinaryprocedures.In this section, thereis an outlineofthehowcases of noncompliance
are handled. Thechannels to haveyourissues as a worker in theorganization considered ar e also explained
(Harney). Inthissection,terminationofemployment issues is addressed. The procedures and reasons for
termination are clearly explained. In therecentpast,a newsectionthat prohibits an employeefromworking in
a certain fieldfor a specific timeis also outlinedin thespecific provision ofa contract section. And finally the
section fortheprobationary period. Thissectionstatesthe rights and responsibilities of an employee when
there is no clear guarantee of the job (citizen information board).
See more :Organizational Leadership Assignment
A contract also providesprocedures to changethetermsofa contract.This canbe causedby thechange of the
law or agreementbetween the employer and the employee. In the case where the contract is a written
document,signing ofthedocumentshows thattheinvolvedparties areawareofthetermsandconditionsand
that they agreeto theterms.In allemployment situations,a contractshouldbeprovidedandagreed on within
the first two months of the employment (Blanpain, Nakakubo and Araki).
In orderto achievethebestlevel ofproductivity and creativity,an organization’s leadership must start being
observantofand responsive to thestrengthsandweaknesses of the stakeholders of the organization which
includethecustomers and employees. In simple terms, employee involvement deals with allowing the
employees to takeactively part into objectives oftheorganization. Itinvolves regardingand valuing theinputof
each andevery member oftheorganization. Employeeempowerment is,however,largerthan involvement. It
involves allowingtheemployeestheopportunity, tools and authority to undertake a certain well-defined
responsibility(Len). Theleadership should conductthe SWOTanalysis oftheiremployees to beaware of their
strengthsand weaknesses. With this knowledge,theleadershipteamcan moreeffectively know where to offer
opportunity to beempoweredandwherethere is a threat. This way,everyoneis positionedand involved in the
area they are most likely to bring most profitability to the organization (Cummings and Worley). The
information of where an individual’s abilities best fit and a well-organized human resources team, an
organization canbe ableto know the techniquesand where to involve and empower different and specific
employees.Anorganization can involvepeopleby valuingtheirinputs. It is a need of life to feel appreciated.
When an employeefeelsappreciated, they in turn endup offeringtheirbest. Anotherway to involveemployees
is by organizing and inviting them to conferences and training opportunities so that they can feel the
managementis interested in theirgrowth. Theleadershipofan organizationshouldclearly outlinethemandate
ofthe organization. With this clear,they shouldwisely entrusttheemployeeswith the mandate. They should
trust employees by allowing themto a certain degreeto solve problemsthey notice.Anotherway of empowering
employees is by giving themknowledge.This can bedone by holding training opportunities to the employees
(Gallie and Zhou).
Compare the use of motivation theories in an
organisation.

3. Motivation is a force thatpushesan individual to do somethingor to behave in a certain way. In employees,
motivationis theforcethatpushesthemto work anddeliverresults.Therearedifferent theories that explain
motivationin employees. Firstthere is theneed-basedtheory. Every individual has a needto feel they belong.
Therefore,someemployeesaremotivatedto work with theneed to belong.The assurancethat the jobis secure
and that peoplewillrecognizeyoureffortis a very strong forceto push someone to work. As long as there is
need to belong,theemployeewillalways work hardto maintaintheirposition or improve. The fear of failing
and beings sacked which result to feeling unwanted is a feeling that the employee will avoid.
There aremany motivationaltheories but Maslow's and Herzberg's are most commonly used in many
organization .
The difference between maslow motivation theories
Maslow's Hierarchy of needs is a description of needs that motivate Human Behavior. He proposed five
different kindsofneeds,beginningwiththemostbasic:survival physiologicalneeds,such as food, shelter are
followedby safety.Thenthere needsofloveandbelonging.Fourth arethehumanhaveneedofesteem.The last
is the needforself-actualization. Thehierarchy suggests that basic needs must be met prior the less needs.
Herzberg motivational theories

4. The two factortheoryis a leadership and employeemotivation theory in which hearguedthatsatisfaction and
psychologicalgrowtharetheresult oftwo groups ofmotivationfactors. Motivation Factors: achievement,
recognition for achievement, responsibility for task, interesting job, advancement t o higher level task,
growth. HygieneFactors:working conditions,quality of supervision, salary status, safety, job, company
policies and administration interpersonal relations.
Read more -:International Business Assignment Help
Differences
1. Maslow's theory is based on concept of Human needs their satisfaction.
2. Herzberg's theory is basedon the use ofmotivatorswhich includeachievement, recognition and opportunity for
growth.
3. Maslow's theory can be applied to all kinds of employees.
4. Herzberg's theory is only applicable to white-collar and professional employees.
5. Maslow's theory deals with general motivationand relates to everyone in the society. Herzberg's deals with
work related motivation and applies only to people in the organizations
6. . Maslow's theorybelieve thatfinancial rewardcanmotivatebehavior. Herzberg's theory believethat financial
reward cannot motivate behavior.
Maslow's theory is a descriptive theory. No suggestions on how to deal with motivational
problems. Herzberg's theoryis a prescriptivetheory. Itsuggestedjobenrichment to deal with themotivational
problem. Based on theviews ofboth theories,I believe thatHerzberg’s two factor theory is ideal for modern
workplace, as histheoryrefers to hygiene and motivating factors.Hygienefactors dissatisfieswhile motivating
factorsmotivate colleagues. His theoryis moreprescriptive.Itsuggests the motivating factors which can be
used effectively.It is also an extensionofMaslow’stheoryofmotivation,just that it is applicability is narrow
and wheremoneyis lessimportantas a motivatingfactor. Herzberg's dual factorstates that hygiene factors
(lowerlevel needs) suchas,supervision, interpersonal relations, physical workingconditionsand salary do not
act as motivators. Only the higher order needs such as achievement, recognition, challenging work,
responsibility and advancement act as motivators.
Explain how the results from measuring and managing
performance inform employee development.
Afterall theinvolvement,empowermentandmotivation,theemployees aretaskedwithperforming their duties
as expectedand stated in theircontracts. Theworkofthemanagement is to follow up and measure how well
they are executing their duties and helping the organization to achieve its objectives. Performance
measurementis done in many ways. Some include the watch and follow up on productivity, efficiency,
effectiveness, quality timeliness and safety.
Productivity measureswhat an individualhas produced over a period and with the necessary inputs. In an
organization, onceemployeesareinvolved in theoperationempowered and motivated, they should be able to
increasethenumber ofproductstheyproduce. Theproductsshouldbe finishedin good time. Clients arehappy
and satisfiediftheir orders are deliveredon time. Employers needto seethat the work done is effective. This
means thattheemployeesperformtheir duties as per the instructions given to them. In the performance

5. measure,employeesshouldalso show thattheyare efficient.This meansthat their work shouldshowvalueand
shouldhaveusedthemostminimumresources possible. That is minimizing wastage as much as possible.
Employees should also ensure the safety of their workplace. They should ensure that the name o f the
organization is safe.
As statedearlier, themain objectiveofany businessis to ensurethey maximizeprofits.Otherorganizations that
are non-profit-making also strive to provide goods and services as efficiently as possible. Therefore,
performance management is veryvital. Inperformancemanagement, thereis a clearoutlineoftheobjectives of
the organization. Themanagementteam also outlines theplans, and steps and processes laid to achieve the
objectives oftheorganization.Performance management showsthecomparisonbetweentheplanned steps and
strategies andtheactual progress.The management should ensure thatat all times theorganization follows the
plan thatwas defined with the objectivesin mind. When theplan andactual accomplishments are aligned,then
the businessis followingtheright track. In thecasewheretheplanned progress is behindschedule, then there
is under performance and evaluations on how to deal with this are important. When the actual
accomplishments areaheadofthetime,then management hastime to confirmtheeffectivenessoftheprogress.
Where mistakes have been made, then it is easy to solve the issues.
An example of a firm that has grown because of the four steps to a successful business is the Google.
Management ofGoogleensuresthat the peopletheyemploy have to undertake an evaluation process. This
helps ensure thatthepeoplethey employare equipped with the necessary skills,qualificationsand experience
to workthere.They organize educativetalks and encourage their employees to develop and expand their
knowledgebase. Theyallowtheirworkers to have somelevel offreedomto correcta mistakewhen they notice
it. The employees thereareproperly motivated. Management is regularly going back to the drawing table to
evaluate the progress ofthe business.The outcomeis that Googleis oneofthe largestbusinesses in the world.
It is widely used the entire world and delivers fast and reliable results to the users.
(See more : Research paper Strategic Management Accounting Practices)
Conclusion
In an organization,for example,A startingorganisation has a lotofworkto do ifthe organisationis to compete
effectively with otherexistingorganisation.Themanagement ofthe organizationcan makeprogressvery easy.
This can bedoneby involving alltheworkers, empoweringthem, properly motivatingthem and following upto
ensure the company is still operating on the right track
Bibilography
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ComparativeOverview. KluwerLaw International:Alphen aan den Rijn,2010.
 citizen informationboard."www.citizensinformation.ie."24 November 2014.citizensinformation. Accessed1st
March 2015
<http://www.citizensinformation.ie/en/employment/employment_rights_and_conditions/contracts_of_empl
oyment/contract_of_employment.html>.

6.  Cummings,ThomasGand ChristopherGWorley.OrganizationDevelopmentandChange.chicago:Cengage
Learning, 2009.
 Gallie, DuncanandYing Zhou.Work organisation andemployeeinvolvementin Europe.survey.Luxembourg:
Publications OfficeoftheEuropean Union,2013.
 Harney,Mary."GrievanceandDisciplinary."LabourRelationsCommission20 may 2000:6.
 Len, Holden. "Chapter13:Employeeinvolvement and."Len, Holden.Humanresourcemanagement:a
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