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Relationship between motivation factors and employee performance
Relationship between motivation factors and employee performance
Relationship between motivation factors and employee performance
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1) According to Herzberg’s two factor theory, there exists ‘hygiene factors’, extrinsic factors of a workplace that lead to either dissatisfaction or non-dissatisfaction, but not motivation. As well, there are motivation factors, intrinsically rewarding factors of a workplace that “[emphasize] factors associated with the work itself or with outcomes directly derived from it”. In raising the salary of his employees, Dan hoped that the extrinsic reward of a pay increase would lead to intrinsically beneficial opportunities for personal growth for his employees. The opportunities for personal growth should in turn further motivate employees in their job. When Dan chose to raise the salaries of his employees, he was “influenced by research showing …show more content…
This can be explained using expectancy theory which states that “individuals act depending on whether their effort will lead to good performance, whether good performance will be followed by a given outcome, and whether the outcome is attractive to them.” The key relationship in expectancy theory that would explain customer’s frustration with Dan is the Performance-Reward Relationship, or Instrumentality, which is links the effort an individual will put into their work to an extrinsic reward. A customer and manager like Brian Canlis or Steve Duffield sees that Dan is offering a substantially high extrinsic reward, one that they cannot replicate. For instance, Steve states “We can’t afford to do that…employees are the biggest expense, and they need to manage those costs to survive.” Because these managers cannot match the expenses, the coefficient ‘I’ for instrumentality in the formula motivational force equates expectancy, instrumentality, and valence would become much lower, especially when comparing their organizational rewards to that of the employees of Gravity. This lower coefficient according to expectancy theory would demotivate employees in other firms, making managers’ jobs
However, in the real world, (real work environment) there are no two contrasting categories of employees who extremely fit theory X or theory Y and McGregor theory X and Theory Y has no empirical data that validated the theory. Moreover, since each human being is unique, which make us have our individual differences; there are numerous factors that can motivate employees. Using one or two factors as instruments of motivation may turn off some segment of employees. For example, Theory Y style managers’ may likely focus on measures of productivity rather than measures of employee well-being; or in other words, engage in an inducing form of management rather than employees' concerns, thereby patronizing only idea of inducing increased productivity from employees; and also, theory X managers may end-up being autocratic
helpful individual, and others viewed his work as being inconsistence and spotty at times. Rios is required to submit a formal performance evaluation on all of her workers, and Barlow’s performance appraisal was the most challenging yet she had to face. Lack of Motivation Barlow’s behavior at the TA can be simply defined as lack of motivation, and this can be further explained in depth by the use of expectancy theory. The expectancy model states, “People are motivated to work when they expect to achieve things they want from their jobs. A basic premise of the expectancy model is that employees are rational people. They think about what they have to do to be rewarded and how much the rewards mean to them before they perform their jobs.” (Hellriegel, Slocum, Woodman, 2001, p.146) In addition, Hellriegel, Slocum, and Woodman also explained, individuals decide their jobs that are based on their needs, motivations and past experiences. Decisions about how much to produce, how much to work and the quality of workmanship (job-performance decisions) are solely depend on the individual’s level of motivation. In another words, as it stated in the text, “the expectancy model holds that work motivation is determined by individual beliefs regarding effort-performance relationships and the desirability of various work outcomes associated with different performance levels…Unless an individual believes that effort lead to some desired performance level, he or she will not make much of an effort. ” (Hellriegel, Slocum, Woodman, 2001, p.147) In relation to Barlow, he could not find a reason to be motivated at the TA. First, through his past performance evaluation, he had been rated a score of three consecutively for the past four years. The scores were a punishment itself because he had no way to determine his performance. Regardless Barlow performed well or not, the same score will be given; this caused Barlow to become careless about his job because he saw no reward in his effort; no reason be to motivated. His attitude toward his job was manifest through his work, which was the cause of the incidents. Secondly, Barlow saw no reward from his position. He had secured his position with his expertise and his background knowledge of the TA. When the whistle-blower incident occurred, he was accused of being responsible for the incident; however, neither the TA nor anyone could ...
The only determination they pertain to is to increase their productivity in order to get more money, but in due time this makes them traumatic and hostile. Undesirable employees have no interest in the work, soon the satisfaction is hard for them to achieve, leading to insufficient motivation.
Greenblatt (2014) believed that a manager who uses aggressive or coercive manner regularly to motivate the employees, in vital circumstances, spirit and enthusiasm will be lost. Respectively, it is not expected that such demotivated employees would be dedicated greatly to the required task.
-formed by Frederick Herzberg in 1959 states that there are 2 factors that motivate a person to work. This is also known as Motivation-Hygiene theory. Herzberg’s 2 factor theory states there are factors in the workplace that causes job satisfaction, and a separate factor that causes dissatisfaction.(MacRae & Furnham, 2017). Hygiene factors are factors that are basic for the motivation to exist in an organization these includes salary, company policies, working environment and interpersonal relationships (Management Study Guide, 2013). In short, these are factors that conciliates workers,for them not to be dissatisfied (Management Study Guide, 2013). On the other hand, Motivation factors are factors that pleases or gratifies
Motivation play an important role in today’s work environment as motivated employees are more productive employees. However, the ways how we motivate the employees have to be improved from time to time as employees are being more demanding and that they are more concern about their needs than before. Motivational strategies have probably affected the most by employee concerns and values (Greiner 1986, p. 82). ‘A motivational strategy is any effort to induce employees to initiate and sustain activities that can directly or indirectly improve service productivity’ (Greiner 1986, p. 82). Motivation can have an effect on the output of your business and concerns both quantity and quality. For example, if you are in a manufacturing company, your business actually relies heavily on your production staff to make sure that quality product are being produce and being delivered to your client at the right time. However, if your production employees are lack of motivation they will be not motivated to produce the amount of product demanded, thus will be very costly. In the essay below, we will be discussing on the strength and weaknesses of McClelland’s acquired needs theory and the expectancy theory.
People spend an extensive part of their lives at work, so it is not astonishing that they expect to be rewarded and fulfilled with the job that they do. Motivation is concerned with why people do things as well as what drives them to act in a particular way. Understanding what motivates an individual is important in a workplace. Motivated employees are happier at work. They get more satisfaction from their work, they are absent less frequently, and work with more enthusiasm. This encourages them to contribute more, hence increasing the productivity in the organization. Unmotivated workers will not be as contented with their position in the work environment as motivated workers. The job might not be as important for them which may lead to a poor performance, which will lead to less efficiency and hence to poor productivity.
Mr. McGregor theorizes that management views an employee’s motivation toward work in two distinct ways—Theory X and Theory Y. Theory X managers believe the following: (1) The average worker naturally does not like work and will avoid it whenever possible. (2) Managers must always control, motivate, and direct their employees to perform well. (3) Most workers prefer being directed, avoid responsibility, and seek job security. On the other hand, Theory Y managers assume the following: (1) Employees enjoy working. (2) Managers do not need to control and punish workers to accomplish organizational goals. (3) Workers will be committed to an organization if their work is satisfying. (4) Managers should “…arrange organizational conditions and methods of operation so that people can achieve their own goals best by directing their own efforts toward organizational objectives'; (Kolb, et al., 1995, p. 62).
Loyal employee tend to be more motivated than the new employee. The more a human love something, the more incentives popped to improve...
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
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...
Motivation is therefore the force that transforms and uplifts people to be productive and perform in their jobs. Maximising an employee's motivation is necessary and vital to successfully accomplish the organisation's objectives and targets. However this is a considerable challenge to any organisation's managers, due to the complexity of motivation and the fact that there is no ready made solution or an answer to what motivates people to work well (Mullins, 2002).
Motivation is the process of getting someone to act on a particular situation. According to (Adelhardt, S, K. 2015, December 2) lack of motivation in the workplace is the most problematic subject for all managers, because it leads to decreasing productivity, performance and yet it increases the chances of employee resignation. Many employers suppose that managers these days are struggling to motivate their employees due to lack of significantly vital experience as well as knowledge in the employee engagement developing process. One of the successful strategies that managers can use to increase employee inspiration is by offering an attractive remuneration and benefits to their employees. Remuneration and benefits such as an extrinsic bonus
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.