The managers must identify the need level at which the employee is existing and then those needs can be utilized as push for motivation.
2.5.1.2 Limitations of Maslow’s Theory
1. It is essential to note that not all employees are governed by same set of needs. Different individuals may be driven by different needs at same point of time. It is always the most powerful unsatisfied need that motivates an individual.
2. The theory is not empirically supported.
3. The theory is not applicable in case of starving artist as even if the artist’s basic needs are not satisfied, he will still strive for recognition and achievement.
2.6 Herzberg’s motivation theory
Herzberg’s motivation theory is one of the content theories of motivation. The main
…show more content…
It draws attention to job design and makes managers aware that problems of motivation may not necessarily be directly associated with the work. Problems can often be external to the job.
2.7 Employee Performance
“Employee performance also known as job performance is in fact influenced by motivation because if employees are motivated, they will do their work with additional effort, perseverance and by which performance will ultimately improve” (Azar and Shafighi, 2013). Employee performance reflects to whether an employee executes his duties and responsibilities well.
Organizations assess employee's performance on an annual or quarterly basis in order to define certain areas that need improvement. Performance is a critical factor in organizational success. Various factors like skills, training, motivation, dedication, welfare, management policies, fringe benefits, salary and packages, promotion, communication etc. are responsible to encourage the people to work sincerely and give their best
…show more content…
• Involvement of employees in their jobs increases.
• Increase in company’s Goodwill.
2.7.2 Measuring job performance
According to Kostiuk and Follmann (1989) “in nearly all organisations, employee performance is measured by supervisory ratings; still these data are not very useful given that they are highly biased”. Moreover, Bishop (1989) stated to this that in most jobs an objective measure of productivity does not exist. Bishop (1989) also claims that the reliability of an employee performance is favorable only when the conditions of work are favorable and stable. Therefore it becomes harder to measure one’s performance objectively.
Perry and Porter (1982) reported that “despite the lack of accepted criteria the performance of employees will still be calculated”. Perry and Porter (1982) and Bishop (1989) both argue the problem of objective measuring, however according to Bishop (1989) the problem even increases because most employers believe they can rate the productivity of their employees, and that it is done in an inefficient
Moreover, the employee get involved more to help the organization succeed.
The primary
A performance-oriented philosophy is followed; no one is guaranteed compensation just for adding another year to organisational service. Instead, pay and incentives are based on performance differences among employees. Employees who perform well get larger compensation increases; those who do not perform satisfactorily receive little or no increase in compensation. Thus, employees who perform satisfactorily should keep up or advance in relation to a broad view of the labour market for their jobs, whereas poor or marginal performers should fall
Motivation at workplace There are two dimensions of motivation; internal and external. Internal motivation refers to personal interest in doing something and external motivation refers to be persuaded by someone’s activity. The characteristics of motives are identified as: individualistic, changing, may be unconscious, often inferred, and hierarchical (Reece, 2014). Most important fact to understand motivation is the theories. Many motivational theories have been developed over time to study human behavior at the workplace.
Some early theories of motivation are, Hierarchy of Needs Theory, Theory X & Y, Two-Factor Theory and McClelland’s Theory of Needs. They are applicable in different ways, as listed below. >Hierarchy of Needs Theory Maslow - within every human being there are 5 needs (from low to high): Physiological, Safety, Social, Esteem, Self-Actualization (drive to become, highest on hierarchy). >Theory X and Y McGregor - X = employees dislike work; Y = employees enjoy work.
I shall elaborate substantially on this. Job Performance- ‘’ this refers to the level to which an employee successfully fulfills the factors included in the job description.’’
Motivation is essential for a group as well as an organization. In the eyes of the leader of organization McDonald’s, authorizing and inspiring staff members to do the best in their job and they’re capable of helps create job satisfaction, lowering gross revenue in an industry that has a standing for stimulating its employees. In addition, a glad, stable workforce not just conveys better customer service; it is likewise more compelling at building deals and attracting repeat business. There are five concentrate benefits of employee motivation which Mc Donald’s approached at: 1. Improved Productivity 2.
Maslow’s Hierarchy of Needs Countless psychologists have theorized about human behavior, but few theories have had the impact that Abraham Maslow’s Hierarchy of Needs has had. Maslow was looking to explain the motivation behind people’s actions. He developed his theory to represent the needs people need to meet to be comfortable in their living situations. Based on Maslow’s theory, phycologists can determine why people partake in the actions they do. For example, people who do not feel belonging and love as children are more likely to join gangs or other organizations to gain a sense of belonging.
Motivation. Most of successful organization shares a common quality that employees play an important role in business performance. So, even every firm has their dissimilar strategy to motivate their employee, these strategies yet mainly concentrate on the Maslow’s hierarchy of needs. There are a lot of methods Apple employs to motivate its employees. According to Maslow’s theory, low-order need should be taken as vantage.
1. Create a 2 -3 page reflective development paper answering the following questions: A. In what way(s) is communicating with someone from another generation different from communicating with a member from your own generation? In workplace everybody comes together in efforts toward some organizational goals, they bring their individual cultural, moral beliefs and ethical principle. Workplace is becoming more and more diverse generationally, it is important to understand how generational gap impact communication.
Most of successful organization shares a common quality that employees play an important role in business performance. So, even every firm has their dissimilar strategy to motivate their employee, these strategies yet mainly concentrate on the Maslow’s hierarchy of needs. There are a lot of methods Apple employs to motivate its employees. According to Maslow’s theory, low-order need should be taken as vantage. In Apple position, they have satisfied their employee needs of physiological by tuning an average salary of $ 108,483 which essentially can assure endurance.
Next, there are four types of important theories of motivation which includes Maslow`s H Hierarchy of Needs Theory, McGregor’s Theory X and Theory Y, Herzberg’s Two- Factor Theory and McClelland’s Three-Needs Theory. These theories represent the foundation from which contemporary theories grew and still are used by practising managers to explain employee motivation. Motivation is an internal feeling which can be understood by manager because he is only one always close contact with the employees.” Motivation is