Sufficient needs is healthy, while preventing fulfillment makes us sick or act evilly. According to various literatures on motivation, individuals often have problems reliably enunciating what they want from a job. Therefore, employers have ignored what individual’s say that they want, instead telling employees what they want, based on what managers believe most people want below the environments. Frequently, these decisions have been based on Maslow 's needs hierarchy, including the factor of prepotency. As a person advances through an organization, his employer supplies or provides opportunities to gratify needs higher on Maslow 's pyramid.
These rewards satisfy psychological needs whilst extrinsic rewards satisfy basic needs (Hurd et al, 2008, p.270). Motivation theories divided into content and process theories. The first explain why people work or what activates them to work and their effort to satisfy their needs through work and the last refers to how and why people choose one action that could satisfy their needs (Boddy, 2008, p.487). In this paper, we will analyze the McClelland theory because it is considered the most powerful of content theories, the equity theory as it addresses with all dependent variables and finally the goal-setting theory because it is generally accepted that has the biggest impact on productivity (Robbins, 1998,
Cognitive job satisfaction can be one-dimensional if it comprises evaluation of just one facet of a job, such as pay or maternity leave, or multidimensional if two or more facets of a job are simultaneously evaluated. Cognitive job satisfaction does not assess the degree of pleasure or happiness that arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with objectives they themselves set or with other jobs. While cognitive job satisfaction might help to bring about affective job satisfaction, the two constructs are distinct, not necessarily directly related, and have different antecedents and consequences. Job satisfaction can also be seen within the broader context of the range of issues which affect an individual 's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions.
Your retention rates regarding your employees may also reflect poorly if you are not able to maintain the proper amount of employee morale. But, learning what your call center employees truly want is sometimes difficult. It usually involves money or respect; what do call center employees really want? This question is one that is commonly debated among leaders of the industry. While its standing may seem minimal, you will find it to
It is not the customers alone who should be satisfied but the employees of the organization should also be satisfied in order to get customer satisfaction. Definitions of Job Satisfaction The pleasurable emotional state arising from the appraisal of one 's job or job experiences is called job satisfaction (Locke, 1976). That is, when a person values a particular facet of a job, his satisfaction is greatly impacted positively, when expectations are met and negatively, when expectations are not met, compared to one who doesn’t value that facet. Job satisfaction or dissatisfaction is a function of perceived relationship between what one expects and obtains from one 's job and how much importance or value he attributes to it (Kemelgor, 1982). According to Lawler (1990), job
not a motivator of work behavior: This essay shall discuss whether money is a motivator of work behavior. Money is a reward that encourages more efficient working behavior however an employee must be satisfied with their job in order to work well. A reward system should make provision for intrinsic and extrinsic rewards to create an environment that employees will feel motivated to archive their goals. Money motivates employees to “work to live” (a). It is a motivator if employees perceive good performance result in monetary value.
If he/she performs according to the organization’s expectations, he/she is motivated by his/her carry on. The organization could as well reward him or her Another advantage is that , performance assessment can be used to determine compensation for the employee . Merit rating is possible through performance reviews. Appraisal attempts to give worth to employee performance. Compensation packages that include bonus , salary increments , extra benefits, allowances and pre - requirements depend on the performance assessment.
1) One theory that could be used to refer to motivation in an organisation such as DrainFlow is Frederick Herzberg’s ‘Two factor theory of motivation’ theory, [Huczynski and Buchanan, 2001, p. 305]. According to this theory, there is two sets of factors that could make an employee to be content or discontent with their job, the motivator factors which consists of the individual’s level of achievement, advancement, growth, recognition, responsibility and the work itself, this would lead to the satisfaction of employees. The other factor is hygiene factors which consist of the individual’s pay, company policy, supervisor style, status, security and working conditions, which would lead to dissatisfaction, [Huczynski and Buchanan, 2001, p. 305]. According to Frederick Herzberg (1968), an increase of hygiene factors or context factors would not lead to an increased of motivation and performance despite it removing the dissatisfactions of an employee. Rather he argues that organisations should use Vertical loading factors to satisfy job enrichment of an employee.
If an individual is able to realize that their “output” is below what they deserve, people tend to restore equity to attempt to decrease their outcome. In contrast, if realize that they are paid higher than they deserve, the performance will be improved in order to meet the balance. The Equity Theory is also presents in the aspect of fairness in the working place, between employers. In case of being aware of the unfairness between themselves and other workers, they will adjust themselves to maintain the balance. Thus, regarding to managers, recognize the performance and procedure the bonus system for workers is necessary for their performance.
Assessing the value of the job, is called job evaluation while assessing the employee’s performance on the job, is called performance appraisal. This paper will focus on job evaluation, its common policies and practices. Job evaluation is defined as a systematic process of determining the value of a job in relation to other jobs in an organisation through comparison and analysis, to be able to establish a fair and just compensation. The analysis of the job covers the tasks, knowledge and skills needed to perform the job. Also, it fosters the overall market value of the job which acts as a catalyst for an effective recruitment and retention policies.