High Employee Motivation example essay topic

Introduction What is motivation? Motivation is difficult to explain and even harder to "turn on" in people. Webster defines motivation as "an act or process of motivating; the condition of being motivated; a force, stimulus, or influence: incentive or drive" ("Motivation"). It is most often the job of the manager to use motivation to drive its employees to accomplish acts which they normally would not have done.

The study of motivation helps managers understand what prompts people to initiate action, what influences their choice of action, and why they persist in their action over time (Daft and Marcic 444). Over the years many theorist have studied the human condition of motivation, and learned various techniques to help managers figure out what makes employees seek to attain higher knowledge, wealth, prosperity, and happiness in their work. Objective of the Study To study of motivation helps managers understand what prompts people to initiate action. Also to study what influences worker choice of action and why they persist in their action over time. To do so effectively, vision and creativity are required in addition to on-going awareness of the bottom line. Scope of the Study To study of motivation for managers used to increase and competence of employees.

The target populations in this study interview both worker in blue and white collar from top to bottom level who have been experiences in workplace for more than 10 years included 5 males and 5 females which were selected 4 persons who work in top management level and 6 persons from bottom level. The study was done in January, 2005 Literature Review Basic Need One most noted theorist is Abraham Maslow; he carried out his investigations into human behavior and developed the hierarchy of needs theory. Maslow suggested that there are five sets of goals which may be called basic needs. These five are physiological, safety, belonging ness, esteem, and self-actualization-that exists in a hierarchical order and can be compared to climbing a ladder.

Once a lower level need has been fulfilled, the person seeks to fulfill the next higher level. This progression leads to self actualization as being the highest level (Daft and Marcic 447-49). Behavior of individuals at work Another best known contributor to the behavior of individuals at work was Douglas McGregor. McGregor had an extensive background in management and consultation; he was also a trained psychologist (Daft and Marcic 37). In 1960, he published a book called, "The Human Side of Enterprise". In his book he examined two models which he called Theory X and Theory Y. The Theory X management assumes most people prefer to be directed, are not interested in assuming responsibility, and want safety above everything.

Management attempts to structure, control and closely supervise their employees with no opportunity to fulfill themselves. On the other side of the spectrum, McGregor developed Theory Y, which describes individual's behavior differently. This theory assumes people are not by nature lazy and unreliable. It forwards the notion, that people can be self directed and creative at work if properly motivated. It is essential for management to create an environment and culture where employees can display this behavior.

The Theory Y also, affects the management of promotions and salaries and the development of effective managers. McGregor, in addition, seen Theory Y as conducive to participative problem solving. Once a manager that has a Theory Y mind set is willing to give their employees some freedom in completing a project, they will find that the participative approach to problem solving leads to much improved results. McGregor theorized that employees contribute to the organizations welfare, if they are treated responsible and valued as employees ("Three Basic Approaches"). Employee job satisfaction Over 50 years ago, a man named Frederick Herzberg had his own theory about employee job satisfaction. Herzberg interviewed a group of employees to find out what made them satisfied and dissatisfied with their jobs.

His interviews revealed that there are two fundamental dimensions to job satisfaction: motivation and hygiene. Motivation factors include achievement, recognition, responsibility and job advancement. These are the job elements that fulfill individuals' needs. Hygiene factors, on the other hand, do not motivate but can minimize dissatisfaction. Examples of hygiene factors include reasonable salary, interpersonal relations and good working conditions. These factors are associated with the employee's environment.

According to Herzberg, if a manager pays close attention to both of these factors; they will create good employee satisfaction ("Employee Job Satisfaction"). Through the years, scientists have learned that there are two types of motivation: intrinsic and extrinsic. Intrinsic motivation is by far the better of the two because it motivates people to achieve goals from within themselves. People feel a desire or drive to do something, and they behave in ways to accomplish that. Extrinsic motivation is created from external factors outside of us that influence our internal needs, wants, and subsequent behaviors.

Those external factors can include rewards, recognition, bonuses, promotions, and praise. When thinking in terms of motivating employees, a manager should try to help an employee make the connection between their inner drives to fulfill their personal needs and what that might mean in terms of working hard and smart on the job. When employees identify their own welfare with that of their employer, they " ll naturally work harder (Bruce and Pepitone 2-4). Need of motivation in organization Why do organizations need motivated employees? Managers who are able to understand the importance of motivating their workers they will have a better chance of reducing the typical labor problems faced in today's work environment, for example, turnovers, absenteeism and low productivity. One recent study found that high employee motivation goes hand-in-hand with high organizational performance and profits (Daft and Marcic 445).

Managers can use motivation theory and practices to help satisfy employee's needs and at the same time encourage high work performance. In order for managers to increase high performance in their employees, managers need to learn to interact with employees to make their work more efficient and effective. There are several techniques a manager can use to help their employees feel more motivated on the job and help build the connection between their own interests and the interests of the organization. First, managers need to make their employees work more challenging instead of doing the same job the same way. Most people want to be better and more capable at their jobs. Managers need to let employees know that by exceeding the existing requirements in their jobs, it can only help them stretch and grow (Bruce and Pepitone 40-41).

Secondly, managers need to set clear performance standards. They need to identify them and be specific about the outcomes that characterize outstanding performance and the outcomes that indicate unacceptable performance. Employees who are involved in developing performance standards are more likely to understand the standards and the reasons behind them, so the manager won't need to work so hard to communicate them. Plus, employees are more likely to accept those standards and be willing to try to meet them (Bruce and Pepitone 41-42).

Third, managers need to develop a written list of performance standards for meeting and for exceeding the expectations they " ve agreed upon with their employees. At employee performance reviews or upon completion of projects, this document will serve as the basis for managers and employees to discuss and measure what was accomplished (Bruce and Pepitone 44). Lastly, managers need to be clear about rewards. They need to let employees know what to expect if they meet or exceed the standards developed by the manager. Managers also, need to make sure they deliver rewards immediately to help employees connect the reward with their appropriate behavior. Managers want employees to know that rewards are recognition of work well done and not the goal of doing the work in the first place.

The use of rewards is to say thanks for doing a great job. How can managers reward and recognize employees? One most often used reward is money. However, this reward can be costly to the company and may not hold the attention of employees long. Managers can consider giving employees a promotion, bonus, or profit share. There are some rewards managers can give employees that will not cost the company as much money.

The manager can reward employees with plaques, gift certificates, funds for books and seminars, trips, lunches or dinners, just to name a few. In short, managers should remember to always support, communicate, and praise the work of an employee, which could be the most beneficial reward of all (Bruce and Pepitone 46-47). Research Method Conceptual Framework Model / Tool used data analysis Analysis was performed to study on motivation; Multiple Linear Regression analysis is the technique of the study to test the relationship of variables. Career advancement = ^a 0 + ^a 1 age + ^a 2 highest degree earned + ^a 3 job assignment + ^a 4 job experience + ^a 5 time devoted to the job + ^a 6 promotion support + ^a 7 Also the study used model of employee performance to analysis; Employee performance is as a function (f) of the interaction of ability (A) and motivation (M); that is, Performance = f (A x M x O) f = function of the interaction A = ability M = motivation O = opportunity to perform Data Collection There were two data sources; Secondary data is used in the study to future understudying this study to define an overview of Motivation both theory and technique. The documentary data obtained from library; textbook, news and academic researcher. Primary data is come from an interview of worker on both in blue and white collar.

Expected Benefit The result of this paper will be beneficial manager to study the theories and practice the techniques to improve motivation; managers, in turn, will be rewarded with productive employees. Reference 1. Bruce, Anne, and James S. Pepitone. Motivating Employees. New York: McGraw-Hill, 1999.2. Daft, Richard L., and Dorothy Marcic.

Understand Management. 4th ed. Thomson-South-Western, 2004.3. "Employee Job Satisfaction". University of Leicester: The Centre for Labor Market Studies. 26 Sept.

2003.4. "Motivation". Merriam-Webster Collegiate Dictionary. 1977.5. "The Three Basic Approaches to Improving Productivity".

Employee Motivation, the Organizational Environment and Productivity. Accel-Team 2003.21 Sept. 2003.