Human Motivation
In some ways, U.S. business has come a long way from the "leave yourbrain at the gate" era. Supervisors can no longer get by with saying "Doit because I said so," and executives-some of them at least-expect inputfrom their managers, and reward them for providing it. After theintroduction of Maslow's Hierarchy of Needs in business schools, there wasat least an awareness that modern people are motivated by lots besidesfear. Understanding the bases of motivation has done a lot to change theway companies reward their employees. At MRI Center, motivation isexpected to be intrinsic to a great degree, because it is an organizationemploying mainly professionals in their fields. But there is always roomfor reward and encouragement, and MRI Center provides both.Relationship of human needs to motivation Survival needs are being met by paychecks, and they are not otherwiseaddressed at MRI Center. But social needs play a role in some of therewards. "To belong and be accepted by others" is the core definition ofthis need. (Thinkers, 1999) In the workplace, that means that man as a'social being' wants to belong to more than just the company as a whole;
One-to-one motivators Each manager and supervisor is responsible for his or her own 'attaboy' efforts. One of the group's employees may belong to isa mentoring group. But it iscounterproductive to tell an employee he or she cannot have time off for achild's performance or to close on a home purchase, or even to take a'mental health day. Conclusion MRI Center probably doesn't use all the possible motivators toaddress all the possible human needs identified by Maslow. One believes that "'coaches' can do a better job helping employees build careers within thecompany than the employees' managers, who are too busy handling technicalissues. "Petty rules can greatlyhurt morale," according to Scheier. To some, agolf weekend would be meaningless; a great dinner and a show would beterrific. He recommends not controlling accessto such things just to prevent petty theft. It is hard to classify this program as a company-wide or one-to-onemotivational program; it seems to be both. Therefore, while there is not agreat deal of flexibility in some job hours, as much freedom as possible isprovided. Because it is more difficult in the technical jobs than in theadministrative or sales position, there are a number of technicians on callwho only want occasional work. In fact, the company will add to theregular roster of rewards almost automatically if asked by a manager orsupervisor to do so. It is more likelypeople will do a good job when they feel valued by company and colleaguesfor reasons beyond simple job skills.
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Acceptance Essays
