2.2.5 Employee self-realisation
Self-realisation is a type of ‘subjective personnel development in the company’ (Kasper et al., 2012, p.167). Human capitals in contemporary business most try to express themselves in the workplace and gain the successful and self-satisfaction in their job (Kobe, 2014). From the historical point of view, the self-realisation first mentioned by the Maslow’s Hierarchy of Needs Theory, which considered that from the bottom to top the self-realisation can be regarded as the highest level of need after the other lower needs have already been satisfied for employees (Lamb et al., 2013). However, the theory established based on the context of American culture and only simply explained the theory depend on this background.
…show more content…
According to the Expectancy Theory of Vroom, it assumed that people have their own target and that would become a kind of expectancy which employees will try to achieve to gain the self-realisation (Renko et al., 2012). At the same time, this expectancy can be seen as a motivational factor to activate them to work harder. However, companies may not have time and costs to measure the different expectancy of each employee in the real business (Parijat and Bagga, 2014). In addition, depend on the intrinsic motivation opinion of Self-Determination Theory, ‘employees can be motivated through attain an interesting and satisfying job, self-development, professional accomplishment, and individual self-realisation at work’ (Kesting et al., 2015, p.8). Hence, self-realisation could be one of the effective methods to motivate employees, and employees will clearly know themselves and their …show more content…
According to Herzberg’s Two-factor theory, also called Motivation-Hygiene theory, it proposed that there are factors can motivate employees also have the elements which cannot motivate employees. It implied that they could be satisfied with the motivational factor including the new challenges of the work, the more responsibility and authority, and the new opportunities. On the contrary, it mentioned that the reason of dissatisfaction of employees is because of the hygiene factors that cover the general salary, safety, better work conditions, and employment status (Dartey-Baah and Amoako, 2011). In addition, form the perspective of Tims and Bakker (2013), they assumed that Two-factor Theory may not applicable in all areas, because the theory implied that all employees can potentially positive affect the work motivation depend on the motivating factors but not hygiene factors. However as a matter of fact, these two elements cannot be isolated and need to be connected and transform in some cases. In addition, job engagement is more mentioned recently in comparison to the employee motivation when talking about the employee job satisfaction. According to Warr and Inceoglu (2012), it presented that the higher level job satisfaction can
Job satisfaction is an important issue to address within a work force because it ensures that the employees’ care and value is considered. If the company puts effort into making their employees happy with their work, then this will produce positive outcomes. This includes having more people wanting to work for the company, the employees will want to stay longer, increased productivity and the company will gain an exceptional reputation. When employee satisfaction is not addressed, the ...
Abraham Maslow defines self-actualization as “the desire of self-fulfillment”. In my opinion, all humans encounter and struggle with the notion of trying to achieve self-actualization through their entire lives. Through reading the beginning of the article, it described that humans are inherently active and inclined towards inner organization. It describes that through society, humans can be provided with the experiences, ideas and conditions necessary for that individual to flourish and reach their full human potential. Through the introduction of the article, it is mentioned many times that humans are regarded as “inherently active and self-organizing” and this relates to organismic meta-theoretical assumptions.
The two main forms of motivation in the work place are exentric and incentric theory’s based on many theorists in the field. Firstly incentric motivation, this focuses’ on what motivates the individual in the working environment, it specialises in employees unique needs and focuses on their strengths and goals they pursue to satisfy their needs. One of the first to construct this theory was Abraham H. Maslow, (A Theory of Human Motivation, 1943) telling us that this idea is not a contemporary one. He created the “pyramid of requirements” or “Hierarchy of needs”, theory’s which has since been used as bases for many companies. The pyramid has five main levels :( from lowest importance to highest level), at the bottom is Physiological needs- this includes the body’s automatic attempt to maintain normal functioning, for example thirst, nourishment, clothing, oxygen, sleep an...
Abraham Harold Maslow was a psychologist who tried to explain human needs, with the help of a hierarchy system. At the bottom of the “Needs Pyramid” are the psychological needs, this needs must be fulfilled to get a chance to comply all the other, less necessary, but still important, needs. Maslow said that “Self-Actualization” is on the top of the “Needs Hierarchy” for most people.
Based off of the gratification an individual contains towards their work, job satisfaction is a key. The productivity could either be positive or negative, while the relationship between the productivity and satisfaction may not be consistent. There are multiple internal and external factors in job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field affects the performance they perform on a daily basis. One who is satisfied with the job they do, succeeds at what they do.
As with any theory, the motivator-hygiene theory has its share of criticisms. Among them is the lack of consideration for individual differences. Herzberg’s theory only takes into account internal organizational factors and does not consider personal attitudes and beliefs of one’s work. Moreover, the two-factor theory assumes that high job satisfaction equates to performance at work. This, however, does not hold true in many situations.(insert example) A highly satisfied, content, and happy worker is not necessarily the hardest worker in an organization.
Victor Vroom’s expectancy theory refers to “effort- performance” relation. Thus, it says it is individual efforts he or she will put forward will actually result in attainment of the ‘performance’. In other words, employees will be motivated to high level of performance when they know this will lead to performance appraisal; that good appraisal will lead to organisational rewards. Also, this theory focuses on three
In addition, by conducting an effective job evaluation for both frontline and backup staff, the value added by each could be determined. Specifically, this was achieved by measuring the required level of skill and effort, responsibility and respective working conditions of each segment (McShane et al, 2013). Consequently, using the principles behind Herzberg Motivation-Hygiene Theory described by (Robbins et al. 2012 p.271) it was identified, that front line employees needed greater recognition, greater praise and appreciation, increased job security and finally further opportunities, for personal growth, within the organisation. Similarly, Maslow’s hierarchy of needs theory is adopted, as frontline employee self-esteem, need for recognition and self-actualisation, contributes to achieving their full potential (Kulchmanov et al. 2014). Therefore, the effect of the introduced changes to the workplace, combined with adopting Maslow’s and Herzberg’s need theories, created a better working environment that encouraged job satisfaction (Robbins et al. 2012 p.271) and it is possible that Dr Chen, was well aware that job enrichment comprises the modification of tasks, in order that the employees can have an increased knowledge of the factors of motivation (Sachau, 2007).
It is well established reality that organisations in the world today can no longer survive without focusing on their employees. If they have to be at the competitive edge they have to invest in human resource, and placing their employees on top priority. This notion has lead to the strategies that, most organisations are pursuing through employee management. To achieve the optimum performance from employees organisations must motivate their employees, and have to engage them in activities that will benefit and help employees in achieving their predetermined goals and objectives. In order to achieve this, it is imperative for managers to set in motion work conditions that will help employees to achieve satisfaction of their job, low turnover and absenteeism rate and promoting the environment that promotes the organizational commitments and organizational citizenship behavior. Job satisfaction has been identified as a major requirement for organisations which aim to achieve excellence in their operations. Armstrong (2003) refers to job satisfaction as the attributes and feelings people have about their work. By extension, job satisfaction will mean positive or favourable attitudes towards one’s job whilst a negative or unfavourable attitude indicates job dissatisfaction.
Motivation is key in the workplace. It is developed from the collaboration of both conscious and unconscious principles such as the strength of desire or need, motivating force or reward estimation of the objective, and desires of the person and of his or her peers/co-workers. These elements are the reasons one has for carrying on a specific way. An illustration is an understudy that invests additional energy contemplating for a test since he or she needs a superior review in the class. The Inside and outside principles that animate want and vitality in individuals to be constantly intrigued and centered around their work, part or subject, or to try to achieve an objective.
In daily life, we need motivation to improve our performance in our job or in studies. Motivation is an internal force, dependent on the needs that drive a person to achieve. In the other words, motivation is a consequence of expectations of the future while satisfaction is a consequence of past events (Carr, 2005). We need to give reward to our self when we did correctly or we has achieve our target. Reward is something that we are given because we have behaved well, worked hard, or provided a service to the community. Theories of motivation can be used to explain the behavior and attitude of employees (Rowley, 1996; Weaver, 1998). The theories include content theories, based on assumptions that people have individual needs, which motivate their action. Meanwhile according to Robbins (2001), motivation is a needs-satisfying process, which means that when a person's needs are satisfied by certain factors, the person will exert superior effort toward attaining organizational goals. Schulze and Steyn (2003) affirmed that in order to understand people’s behavior at work, managers or supervisors must be aware of the concept of needs or motives which will help “move” their employees to act.Theories such as Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for their works in this field. The intrinsic reward or also be known as motivators factors is the part of Herzberg motivation theory. Motivators are involve factors built into the job or the studies itself such as achievement, recognition, responsibility and advancement. Hygiene factors are extrinsic to the job such as interpersonal relationship, salary, supervision and company policy (Herzberg, 1966. There have two factors that are called hygiene fac...
Motivation is an important function in organizations to motivate their employees for their ability to perform well, improving their skills, increasing productivity, job satisfaction and employee extension. Employees also are not a machines that we could just program their task in their brain and they will do it automatically, they require motivation to actually do their job properly. And so, after discussing the process models of the Maslow’s “Hierarchy of needs”, Douglas McGregor theory X and Y, and also the Herzberg’s “two factor motivation hygiene theory.” understanding the ways of motivating people, the human nature, and the substance of nature. I believe that the true motivation can only come from within and also managers can actually motivate all of their employees.
Today businesses believe that the sustaining of performance and competitive advantage to becoming a great organization. As an organization’s success depends on their employees’ performance, the value of specific individual employee has played an important role within an organization to be competitive. At that time, the value of each and individual employee and their satisfaction with their jobs are one of the key factors for an organization and organizations need to find ways to improve employee job satisfaction to achieve organizational goals.
Motivation, as defined in class, is the energy and commitment a person is prepared to dedicate to a task. In most of organisations, motivation is one of the most troublesome problems. Motivation is about the intensity, direction and persistence of reaching a goal. During the class, we have learned a substantial theories of motivation and many theories of motivations are used in real business. Each theory seems to have different basic values. But, they all have been analysed for one reason, recognising what motivates and increases the performance of employees. Ident...
To excel in the workplace, the expectations of an employee include more than what they do physically. They also include the mental and social aspects, particularly if that employee is expected to work with a diverse set of individuals to complete certain tasks. After all, all types of people seek out employment and discrimination in the workplace is unacceptable since all people deserve a chance to work for a living. Each individual has the responsibility to not only be able to work with others, but to make working with each other a pleasant experience so as to make teamwork and communication easier.With all parts of a company working smoothly, the success of the overall company is assured.