Theory X pertains to “a pessimistic view of employees,” in which they are not satisfied with their work, must be constantly “monitored,” and must be compensated or punished. This view, according to McGregor, is the common standpoint of managers. Thus, theory Y is proposed in order to replace the traditional context with a new and positive outlook. It connotes that employees are well-satisfied with their jobs, dedicated, hardworking and innovative. Leaders that possess the traits of theory Y are perceived of positive benefits while working as a team in regard to mutual trust, collaboration and contributions (“Content Theories of Motivation,” n.d., p.
Moreover, both job satisfaction and employee engagement are playing a significant role through accomplishing the organizational goals and objectives effectively and efficiency. Job satisfaction is important in the organizational settings, because according to Robbins and judge in 2013, first of all, job satisfaction affects productivity because several studies have stated that, the more employees are satisfied and happy, they more likely to have more products. Secondly, job satisfaction influences absenteeism, there is a negative relationship among job satisfaction absenteeism because satisfied employees are less likely to miss work. In the third place, job satisfaction again plays an essential role through the decisions of staying or leaving of the workers within the organization which is called turnover .in the fourth stage, job satisfaction is the main consideration of an employee 's organizational citizenship behavior (OCB), also the employees who are more satisfied are more likely to involve in OCBs, and talk more positively about the firm. In the end, job satisfaction also plays an important role through satisfying the customers, satisfied employees have a
“Training and development play a vital role in the effectiveness of an organization” (Falola, Osibanjo, & Ojo 2014). Carmax lists their culture and values on their website. They want to show potential new hires why they are great. This type of transparency peaks the interest of job seekers and likely a great candidate pool to choose from. This is an effective way to show potential employees what they can expect when they join the company.
External motivation is the retrieval of a reward; such as recognition, money, or a promotion (Kinicki & Fugate, 2018). Transitioning these terms to the workplace, businesses find motivation as a key concept to analyze because it helps to keep employees engaged in their roles. A study that analyzed motivational factors in businesses have found that employees that are not motivated in their careers often seek work in other locations. Therefore, businesses strive to find the factors that motivates their employees for job satisfaction and tenure (Rozman, Treven, & Cancer, 2017). David McClelland is a psychologist that developed the Acquired Needs Theory.
Motivation is the force that pushes us to do things: It is a result of everyone needs being satisfied so that employees have the inspiration and ability to complete the respective task given. So will employees be motivated and perform to their capability by giving them good welfares, benefits and money? Money makes the world go round, it can be considered as an engine to push human’s limits but peers motivation and intrinsic desire to a good job are the real motivators in today’s workplace. Intrinsic and extrinsic motivation There are two types of motivation, intrinsic or extrinsic. Intrinsic motivation being employees are interested on the work because it is personally interesting, rewarding, challenging.
Leaders adopting a participative leadership model encourage the staff to participate in decision making and retains more staff compared to laissez-faire style negative leadership. Leaders can use a task oriented short term transactional model to intertwine negative feedback and use long term transformational model to establish a lasting staff relationships using positive communications and team building activities. In this model leaders give importance to the welfare of their staff and make a better workplace. Transactional model leaders empower their staff by delegating responsibilities. The “modeling and role-modeling leadership” theory, which uses the Maslow’s Hierarchy of Needs theory, suggests that once the lower levels needs- the physiological and security needs, are met then the staff can move to seek acceptance, self-esteem, and self-actualization (Jones & Bartlett Learning, 2016).
So it is very important to create a positive and happy work environment for the employees so that they can give their hundred percent at work. This will only help the company to succeed and shine. If people feel good about their work, they tend to give their best at work and this is reflected in the quality of their work and also the customer feedback. If a person is not happy at work, they might not want to give their hundred percent and this will affect the customer’s experience and eventually the company’s name. Since these employees are unhappy at work they might not even show up for work quite often.
Although, looking at in another way it is easier to actually apply Herzberg’s Theory attached with Maslow’s Hierarchy of Needs. This helps to strengthen Herzberg’s Theory as it shortens its purpose as a tactic to motivate employees. By identifying the needs in Maslow’s hierarchy, the hygiene and motivation factors can be taken, used and soon afterward can be rewarded. Herzberg recognises that true motivation comes from within a person and not from the nature, or outer and other
Motivators are those factors in the immediate work environment (7b) such as pleasure for performance, opportunities for advancement , promotion (6), achievement, autonomy, recognition and other fulfilled intrinsic aspects that create job satisfactions (5). These factors are similar to Maslow’s higher order needs and the work environment is positively affected by these factors which lead to improved productivity. Hygiene on the other hand are factors that do not necessarily focus on job satisfaction, however, prevents job dissatisfaction (6), will enhance dissatisfaction when not fulfilled and without increasing satisfaction, will create a suitable work environment (5). Hygiene is similar to the Maslow’s basic needs (6) and are those factors in the work environment related to annoying external conditions such as administration and company policy, supervision, relations with others, working conditions, supervision, status, job security (7), service conditions and remuneration that create job dissatisfaction
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