According to Hellriegel, Slocum, Woodman in Organizational Behavior (2001), “Motivation represents the forces acting on or within a person that cause the person to behave in a specific, goal-directed manner...Because the work motives of employees affect their productivity; one of management’s jobs is to channel employee motivation effectively toward achieving organizational goals.” In other words, motivation is the key to success in any organization. Management of an organization has the duty to motivate its employee through daily tasks and organizational goals to greater achieve the overall company goal. By executing the correct motivational action, an organization can essentially operate smoothly and efficiently; however, a mistakenly used of motivation in an organization can lead to a different outcome.
This paper is mainly focus on motivational process in an organization; how it affects the productivity of an organization especially when motivation is not presented in an organization. In relation to the motivational process in a company, this paper will concentrate on expectancy theory, and how it can be apply closely to the employee of an organization. The organization that is
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” (Hellriegel, Slocum, Woodman, 2001, p. This also grant him them expert power, which is defined as one’s ability to influence other’s behavior because of competencies, talent, and specialized knowledge in Hellriegel, Slocum, Woodman (2001). Because of his knowledge, many felt intimidated by him in his department. Coercive power is an individual’s ability to influence others’ behavior by punishing their undesirable behavior as defined in Hellriegel, Slocum, Woodman (2001). Despite of the power, Rios should also motivate Barlow and increase his performance awareness. When Rios asked his peers about Barlow’s work performance, some of his peers viewed him as very insightful, and a helpful individual, and others viewed his work as being inconsistence and spotty at times. Ohio: South-Western College Publishing.
Ted Barlow was a field auditor and funds accountant in the central office of the TA, and had been with the TA for a several years. This goal was being under met because its accounting department was operating inefficiently. In addition, Rios noticed, on Barlow’s performance appraisal, a same rating of 3 (5 begin the highest; 1 being the lowest) had been given throughout all six of the categories for the past four years. His goal was to obtain a position and receive a salary without any effort; his goal was not to improve productivity nor increase power. TA field auditors main function was to conduct periodic audit on the field offices and detect any irregularities, however, auditors were unwelcome by the local field offices. By demonstrating a new performance appraisal approach, one third of the employee would either quit, another would agree with changes, and another would linger until further outcome according to the Third of Law (Achieving Competitive Advantages, 2000).
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.
Approximate Word count =
1598
Approximate Pages =
6 (250 words per page double spaced)
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