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March 29, 2024, 07:33:50 pm

Author Topic: Motivational theories  (Read 514 times)  Share 

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Mongaa

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Motivational theories
« on: November 14, 2012, 12:48:32 am »
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Can someone please explain how the three motivational theories can be used in practical situations to motivate employees?
Thanks

danielgb123

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Re: Motivational theories
« Reply #1 on: November 14, 2012, 01:52:26 am »
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Locke's Theory
Stresses the importance of outlining clear, specific objectives which are achievable and recognised after completion by managers along with adequate feedback. The theory is based upon goal setting and task motivation. Employees will devise their own goals, if they are able to achieve increasingly difficult objectives this will make them further motivate them and promote efficieny. The HR manager can assist by providing training so employees can achieve more challenging goals. Objectives should also not be too boring/repetitive as to demotivate employees and decrease job satisfaction. Feedback should also be provided to encourage and motivate achievement of goals and adjustments made to further test employees, in turn increasing job satisfaction.

Practical - An employee within an organisation may be given a particular task which whilst he is able to complete, he finds challenging. The employee will work towards the achievement of the objective, and the manager will follow the employees' progress, assess at the completion, provide feedback and devise new, increasingly challenging goals to achieve.

Maslow's Theory - The hierarchy of needs, based on the assumption that needs which are satisfied do not add to motivation, and needs which are not satisfied do add to motivation; ie when a need is unsatisfied the employee will be motivated to achieve it. Based on five sections of the 'hierarchy', Self-actualisation, Esteem, Social, Safety, Psychological.

Practical - An employee within the workplace may feel as if they do not feel part of the group. It is therefore the obligation of the manager to promote positive corporate culture and ensure that employees feel as if they coexist in a positive working environment, to increase motivation. This particular need is, 'social', which can be achieved by introducing this particular employee to everyone enabling him to develop relationships, perhaps having everyone attend an after work function in which employees can interact with one another, and become acquainted on a more personal level than simply work colleagues.

Hertzberg's Theory - Hertzberg identified two factors which affected motivation as 'hygiene' and 'motivation'. Hygiene factors do not motivate themselves, however in their absence cause dissatisfaction; they are expected of the place of employment as basic necessities, eg timely payment, fair working conditions. Secondly is motivational factors, which intend to increase job satisfaction and motivate employees. Motivating factors include - AARRM (Achievement, Advancement, Recognition, Responsibility, Meaningful Work).

Practical -  An employee enters the workplace of his new employment, and as per his job description is aware of what he is expected to do, and if done so to an adequate standard his basic reward; eg a wage. The employee will be expected to be paid in a timely fashion, and be given respect and fair treatment in the workplace - if he does not receive these, his job satisfaction will fall. The same employee expects to be acknowledged and recognised when a job is done well, this may include being given the opportunity of a bonus if he meets a set objective of the firm.
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