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The importance of motivation and leadership
Theories of motivation applied in leadership
Theories of motivation applied in leadership
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Problem Statement
Does motivational leadership need theories have an effect on employee performance?
Employee motivation is a significant element on employee performance to the success of public, private, and government establishments. Lack of motivation in the daily operations of any organization will hinder their goals. Followers are motivated for different reason to perform within an occupation satisfy his or her desire of monetary and non-monetary necessities.
Purpose Statement
The intent of this mini proposal, is to provide a quantitative survey study for a research project, which will test the theory of motivational leadership specifically need theories and compare the effect on monetary factors and non-monetary factors (independent
(Pinder, 2008).
Maslow’s Theory “The hierarchical theory of human motivation developed by Andrew Maslow (1943, 1954, 1968) is the most paradoxical of all the current approaches to work motivation” (Pinder, 2008, p. 71). Maslow advocates that under distinctive situations, special classes of needs are essential for one to reestablish stability. Moreover, he stated that arrangements are done hierarchically for classes of needs and are organized hierarchically. However, as soon as one of the hierarchies of needs becomes satisfied it ceases to be important. The hierarchy of needs contains five levels;
• Physiological Needs;
• Safety and Security Needs,
• Esteem Needs,
• Self-actualization needs (Lester, 1990).
Individuals will continue in motivation to satisfy the needs, firstly it would start at the lowest level in the hierarchy, and subsequently resuming in filling those needs in each higher level (Ediger,
For instance, in the attempt to obtain a diverse data collection recommend these five locations from Norfolk, Virginia; Newport News, Virginia; Silverdale, Washington; Seattle, Washington; and Altamonte Springs, Florida. According to Creswell, 2014 surveys can be created with a template design and by using a “software program then can generate results and report them back to the researcher as descriptive statistics or as graphed information” which then used for analyses (p. 160). Through the written proposal employees who agreed with permission could participate in an online survey for the data collection. After completion of collecting the data from the sample population recommend reviewing the correlations between motivation and performance to either approve or disapprove, and reviewing a beta value would determine if the theory were motivation has an effect on employee performance in Costco retail warehouses (Creswell,
Webb, K. (2007) Motivating peak performance: Leadership behaviors that stimulate employee motivation and performance, Christian Higher Education, v6 n1 p53-71. (EJ815506)
At this point (assuming that different physiological requirements also are satisfied) the subsequent better order want becomes the motivating need. protection needs -- The desires for safe havens and safety -- grow to be the motivators of human conduct. safety needs include a desire for safety, balance, dependency, safety, freedom from fear and tension, and a need for structure, order, and regulation.. within the place of business this wishes translates right into a need for at least a minimal degree of employment safety; the expertise that we can not be fired on a whim and that suitable stages of attempt and productivity will make certain endured employment. Social desires- these include the desire for belonging and love. Herzberg’s study consisted of a series of interviews that sought to elicit responses to the questions: (1) consider a time when you felt extraordinarily excellent about your job.
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).
Pardee, R. L. (1990). Motivation Theories of Maslow, Herzberg, McGregor & McClelland. A Literature Review of Selected Theories Dealing with Job Satisfaction and Motivation.
A DISCUSSION ON HOW LEADERSHIP BEHAVIOUR MAY AFFECT THE MOTIVATION OF INDIVIDUALS WITHIN AN ORGANIZATION.
Robbins and Judge define motivation by means of three elements. The first element is defined as being the process that account for an individual’s intensity which is concerned with how hard a person tries. The second element is direction that benefits the organization and the third element is persistence which is a measure of how long a person can maintain effort. Motivation is also driven by certain situations that vary between individuals and within individuals, at different times. (Robbins & Judge, 2007, p.186) These elements should not only be expected from employees but from managers as well.
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).
There is no shortage of motivational theories, just as there is none for leadership theories; however there are a few particularly important ones. It is interesting to note that even some of the most notable ideas of motivation are nothing more than untested hypotheses with simple anecdotal observations as a backbone that has served for years of...
Steers, Richard M., Lyman W. Porter, and Gregory A. Bigley. Motivation and Leadership at Work. New York: McGraw-Hill, 1996. Print.
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that’s easier said than done! Motivation practice and theory are difficult subject, touching on several disciplines.
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations 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).
Among the many challenges facing the owner or manager of a business is employee motivation. Face the fact, businesses run on people. People bring their challenges to work every day. Some are highly motivated and turn in a great days work without much management intervention. Others are dragging along the bottom, barely earning their pay.
Motivation is the key to keeping employees interested in working hard and meeting daily demands from a company. In my point of view managers must be able to successfully motivate their employees in order to prevent high turnovers, satisfy employee needs, and keep an overall good reputation for the company. With a happy employee you will have happy customers as well.
Furthermore, there are three theories which explain the different factors in how employees are motivated based on their needs. The first theory, Maslow’s Hierarchy of Needs, was proved by Abraham Maslow in the years of 1943 and 1954 (McLeod, 2013). Maslow believed that society developed their motivations depending on their needs. Maslow’s Hierarchy of Needs is a theory in which five motivational needs( self-actualization,esteem, belongingness and love, safety, and psychological) are demonstrated in a hierarchy pyramid. The five motivational needs are divided into three categories(basic, psychological, and
Maslow’s hierarchy of needs (1943) represents one of the earliest theoretical framework that explored the aspects of human motivation. Staw (1976, p.49-52) sees intrinsic and extrinsic motivation as way of distinguishing employee motivation and the first way of making that distinction is by Herzberg’s two-factor theory. Intrinsic factor is seen as job satisfaction and extrinsic as job dissatisfaction. Both motivators are essential in motivating employees (Herzberg, 1959), on the other hand it can be argued that concentrating only on the necessary factors by managers is not enough according to Herzberg (1959). Hygiene and motivator factors must all be addressed by manager to motivate employees (Saiyadain 2009, 158). According to Maslow (1943), these needs are fulfilled in a hierarchical order and hence, the lowest unfulfilled need drives the motivation of a given individual. In the context of a workplace environment, the application of Maslow’s hierarchy of needs (1943) suggests that basic salary is intended to satisfy low-order needs (physiological and safety), whilst additional motivation factors (e.g. challenging work, positive work environment, recognition) are needed to satisfy higher-order needs (esteem and self-actualisation in particular). Building on the work of Maslow (1943), Nohria, Groysberg and Lee (2008) explored the drives that motivate employees in the contemporary business environment, revealing that the need to acquire, to bond, to comprehend and to defend represent key motivational mechanisms for employees nowadays. These drives uncovered by Nohria, Groysberg and Lee (2008) can be linked with respective layers of Maslow’s hierarchy of needs, suggesting that it is the recognition of employees’ needs that allows organisations to effectively