Introduction
“Motivation often is described in terms of direction (the choice of one activity over another), intensity (how hard an employee tries) and persistence (how long an employee continues with a behavior, even in the face of obstacles or adverse circumstances). Motivated employees work harder, produce higher quality and greater quantities of work, are more likely to engage in organizational citizenship behaviors, and are less likely to leave the organization in search of more fulfilling opportunities” (Sadri and Bowen, 2011 p.44). “Motivation is the desire within a person causing that person to act” (Mathis and Jackson, 2011, p.157). Motivation comes from within each one of us in the form of: thoughts, beliefs, ambitions, and goals; motivation has fascinated researchers since the early 1900’s. There are many theorists and theories that have been documented and studied over the course of time in an effort to define, explain, understand, quantify, and impact workplace motivation. For the purposes of this paper, content and process motivation theories will be compared and contrasted, I will choose the most meaningful theory as it relates to designing rewards, describe intrinsic and extrinsic motivators, personally describe what motivates me and finally, reward practices found to be demotivating.
Compare and Contrast – Content and Process Theories
Motivation theories can be described in two categories, content theories or process theories. Content theories focus on “what” motivates people and it is concerned with individual needs and goals. In contrast, process theories are concentrating on “how” motivation occurs (Zan, 2011). Content theories include Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, Mu...
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Employee motivation has always been a central problem in the workplace, and, as an individual in a supervisory position, it becomes one’s duty to understand and institute systems that ensure the proper motivation of your subordinates. Proper motivation of employees can ensure high productivity and successful workflow, while low worker motivation can result in absenteeism, decreased productivity rates, and turnover. A large body of research has been produced regarding motivation, and much of this research is applicable to the workplace. Due to the nature of man, motivation varies from individual to individual, and, because of this, there is no one system that is the best for ensuring worker motivation in every organizational situation, and, as a product, many theories have been created to outline what drives people to satisfactorily complete their work tasks. Throughout the course of this document, the three main types of these motivational theories will be outlined and examples of each, as well as how these theories can be used to further strengthen and sustain worker motivation....
In daily life, we need motivation to improve our performance in our job or in studies. Motivation is an internal force, dependent on the needs that drive a person to achieve. In the other words, motivation is a consequence of expectations of the future while satisfaction is a consequence of past events (Carr, 2005). We need to give reward to our self when we did correctly or we has achieve our target. Reward is something that we are given because we have behaved well, worked hard, or provided a service to the community. Theories of motivation can be used to explain the behavior and attitude of employees (Rowley, 1996; Weaver, 1998). The theories include content theories, based on assumptions that people have individual needs, which motivate their action. Meanwhile according to Robbins (2001), motivation is a needs-satisfying process, which means that when a person's needs are satisfied by certain factors, the person will exert superior effort toward attaining organizational goals. Schulze and Steyn (2003) affirmed that in order to understand people’s behavior at work, managers or supervisors must be aware of the concept of needs or motives which will help “move” their employees to act.Theories such as Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for their works in this field. The intrinsic reward or also be known as motivators factors is the part of Herzberg motivation theory. Motivators are involve factors built into the job or the studies itself such as achievement, recognition, responsibility and advancement. Hygiene factors are extrinsic to the job such as interpersonal relationship, salary, supervision and company policy (Herzberg, 1966. There have two factors that are called hygiene fac...
Theories of motivation consists two parts. Content and process motivation theories. Content motivation theories focuses mainly on people needs and explains why people have different needs at different times. Content theories of motivation treated as a need or desire, to act for the sake of promoting a certain goal. One most prominent theorist Abraham Maslow (1943) proposed the hierarchy of needs. It states that all the needs of the people can be divided into five categories, aligned incentive effect in descending order: (psychological, safety, social, esteem and self-actualization needs). Psychological are the basic needs to survive, e.g. food, clothes, shelter, warmth, sleep, etc. Safety are the needs like security, stability, freedom from fear, etc. Social needs are the feelings of belongingness, acceptance, being part
Motivation is an important function in organizations to motivate their employees for their ability to perform well, improving their skills, increasing productivity, job satisfaction and employee extension. Employees also are not a machines that we could just program their task in their brain and they will do it automatically, they require motivation to actually do their job properly. And so, after discussing the process models of the Maslow’s “Hierarchy of needs”, Douglas McGregor theory X and Y, and also the Herzberg’s “two factor motivation hygiene theory.” understanding the ways of motivating people, the human nature, and the substance of nature. I believe that the true motivation can only come from within and also managers can actually motivate all of their employees.
(Schwalbe, 2014, p.365-366). Once a need is satisfied it is no longer a motivator. There are 5 needs in Maslow’s hierarchy. From the bottom-up the needs are, physiological, safety, social, esteem, and self-actualization. The first four needs are considered deficiency needs and the last is considered a growth need. Once the first four needs are met a person will focus on growth (Schwalbe, 2014, p.365-366). It is important for a project manager to understand a person’s needs and what they can do to help that person meet their
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.