Motivation in the Workplace
Motivation Today in large corporations, motivation has been for the most part abandoned because of massive restructuring, re-engineering, and downsizing. The explanation for this is that the level of trust and commitment that is required for motivation, and necessary for employees to apply the extra effort, has been greatly damaged. When properly motivated, employees tend to exert an increased amount of effort for longer periods of time towards a particular goal. Companies have begun to realize this and act accordingly to benefit the company and its desired long term objectives. The factors that are believed to motivate an employee greatly differ from person to person, and company to company. There are two main categories that are used to propose motivation theories, they are content theories and process theories. Content theories explain the dynamics of employee needs, and process theories describe the way need deficiencies are translated into behavior. Both of these theories are used to reduce tension. For content theories of motivation, companies recognize that motivation begins with the needs of the individual. Unfulfilled needs tend to create tension and the desire to alleviate the
As a result the company provides pay, promotions, recognition, or offices with windows. The employer had overlooked the employee for a financial reward at the end of the year. The chairman of VOLVO, Soren Gyll, presents his senior executives with watches that have the numbers 25, 50, and 100 engraved on them. The theory was developed by Clayton Alderfer to overcome the problems that existed with Maslow's needs theory hierarchy. In process theories of motivation, the ideas are based on factors of the translation of the needs of the employees to behavior. A little motivation can go a long way and is always helpful to the employee. He may want to give him or her paid time off later in the year or give a small promotion or even lighten the work load for the next week. There are a variety of different ways an employer may need to motivate an employee, for example, there may be a situation where there may be overtime needed to finish a project. This type of hierarchy is one of the best known ways of organizing behavioral theories but does not satisfy the need to explain the dynamic and unstable characteristics of employee needs. This process deals with those that are unable to satisfy a higher need and become frustrated and regress to the next level. They are immediate or ultimate objectives that employees are trying to accomplish. However, since these acquisitions are in turn received from the company as rewards and signs that they have done a good job, they are weighed by importance by the individual. The work that entails motivation sometimes is not always up to the standards of the company since it can be time consuming and sometimes costly. Participation may also improve goal quality.
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