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Motivational Theories
On October 1st, 2003 Mergers, Inc.'s shareholders approved an acquisition of 123 Insurance. With the upcoming merger the management has expressed concern about the employee's morale and motivation. The management has assigned a team to do a study of our current morale and motivation status here at 123 Insurance. To get an idea on how to address our employee's motivational needs, a survey was created and given to all 123 employees. The survey asked fifteen questions and had the participant rate each one on a varying scale of strongly agree to strongly disagree, while one being strongly degree to five as strongly agree. In the following paper we will outline the survey, demographics, results and planned actions for 123 Insurance employees.
Goals; to compile data which will assist the management in keeping individual motivation high throughout the transition period and beyond.
Technique used: A fifteen question, multiple choice surveys was given to all 123 Insurance employees. From this group we selected a cross section of the company of seven surveys to ensure a true diverse response.
In selecting which seven surveys to be used in the final analysis, we wanted to cover three areas, position, years with company, and gender. Selected surveys included;
Position: two from management personal, two from professional, two from clerical, and one from admin support.
Years with company: two with ten or more years, two with six to nine years, two with three to five years and one with less than two years.
Gender: four women and three men.
After we broke down the demographics we wished to cover, we compared the surveys answers to motivational theories. The first theory used was McClelland's Theory of Needs. David McClelland and others have proposed three major relevant motives or needs in the workplace.
1. The need for achievement (nAch)- the drive to excel, to achieve in relation to a set of standards , to strive to succeed
2. The need for power (nPow)- the need to make others behave in a way they would not have behaved otherwise
3. The need for affiliation (nAff)- the desire for friendly and close interpersonal relationships (Robbins, 2000)
NEED Demographic
Position Demographic
Years with company Demographic
Male Demographic
Female
Achievement
nAch
Total points
118 Management-2
Professional-1
Clerical-2
Admin support -1 0-2-1
3-5-2
6-9-2
10+ 1
2 4
Power
nPow
Total points
95
None 0-2
3-5
6-9
10+
None None
Affiliation
nAff
Total points
101 Professional-1 0-2
3-5
6-9
10+1
1 None
The survey questions were evenly mixed with five of each style of question (nAch, nPow, & nAff) for a total of fifteen questions. Using the following demographics each group ranked their highest "need" as follows;
Of the three "needs" the one "need" that scored the highest was the need for Achievement, followed by Affiliation and Power respectfully.
This study will also identify the theories that will help answer these and other questions. In addition, this research will determine methods in which these theories can motivate the employees.
Here I will explain briefly about three theories for the motivation of the employees in an organization. I will answer one of the questions in the assignment. “Discuss at least three key motivation theories you believe are most relevant to the SAS, Inc situation.”
Achievement Motivation (also termed need for achievement, N-Ach) refers to an individual's desire for significant accomplishment, mastering of skills to meet high standards of excellence. It includes the intense, prolonged and repeated efforts to accomplish something difficult, to work with singleness of purpose towards a high and distant goal and to have the determination to win.
The scope of this paper includes the organization motivation plan for my company that manufactures small widgets. Although there is a high revenue and growth potential, the costs and time for delivery have been increasing due to low quality of products. Motivation plan is to promote high job satisfaction, high productivity and high quality work as well as low employee turnover. What is more, methods to motivate all employees including minimum wage workers, as well as the analysis of the relevance of individualism and teamwork are discussed. The final part of the report has recommendations that are proposed to improve growth and profitability of the company.
Depending on how motivated we are, it may further determine the effort we put into our work and therefore increase the standard of the productivity. There have been a wide variety of theories about motivation developed over the years. Several are drive-reduction theory, arousal theory, psychosocial (both incentive and cognitive) theory, and Maslow’s Hierarchy of Needs.
In McClelland's theory, every single person should learn about needs from their culture. McClelland’s theory identifies 3 primary needs, namely, “the need for affiliation, the need for power, as well as the need for achievement. The need for achievement talks about being responsible, being able to meet high expecations and gain feedback while undertaking difficult tasks. The need for power is the ambition to be in a position to change the surroundings and exert influence over other people. The need for affiliation is the need to foster relationships in a social setting. The main point
The two questions were designed to provide useful information. The respondents who are female and age between 18-24 or 25-35 contributed to the research. Others were seen as invalid questionnaires. The third section is the most important section of the questionnaire. There were ten closed questions in the third section which follow an easy to hard order, but eight of them were single answer questions whereas the rest two were multiple choice questions.
Motivation is an important concept which is critical for understanding of and improvement in organizational behaviour and performance. It is therefore important for the managers to understand motivation. It is an important tool which they can use to get more out of their employees and increase organizational performance. Motivation can be defined as the factors, both internal as well as external which arouse in individuals the desire and commitment for a job (Mele, 2005, p. 15). Organizational performance on the other hand refers to the degree to which the organizational objectives have been achieved.
The key to understanding what employees’ motivations are, and how managers can support them in their aims and objectives, is to understand that different people are motivated by different things. Managers should make a conscience effort to stay in touch with the interest, skills and abilities that their employees possess. Given the opportunity, it is possible that employees can provide valuable information about how to motivate each other to do a better job.
Furthermore, there are three theories which explain the different factors in how employees are motivated based on their needs. The first theory, Maslow’s Hierarchy of Needs, was proved by Abraham Maslow in the years of 1943 and 1954 (McLeod, 2013). Maslow believed that society developed their motivations depending on their needs. Maslow’s Hierarchy of Needs is a theory in which five motivational needs( self-actualization,esteem, belongingness and love, safety, and psychological) are demonstrated in a hierarchy pyramid. The five motivational needs are divided into three categories(basic, psychological, and
Motivation is therefore the force that transforms and uplifts people to be productive and perform in their jobs. Maximising an employee's motivation is necessary and vital to successfully accomplish the organisation's objectives and targets. However this is a considerable challenge to any organisation's managers, due to the complexity of motivation and the fact that there is no ready made solution or an answer to what motivates people to work well (Mullins, 2002).
Many researchers and the authors who have acknowledged the importance of the needs analysis are Munby, 1978; Richterich and Chancrel, 1987; Hutchinson and Waters, 1987; Berwick, 1989; Tarone and Yule, 1989; Robinson, 1991; Johns, 1991; West, 1994; Allison et al, 1994; Seedhouse, 1995; Jordan, 1997; Dudley-Evans and St. John, 1998; Iwei et al. 1999; Hamp-Lyons, 2001; and Finney, 2002 as cited in Rayan
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).
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...
In conclusion, the concept of motivation is will always be a major discussion topic for managers. The key to motivation as we currently know based on research is that we must satisfy needs. Motivation is intrinsic and extrinsic. As managers our job is to play a role in the choice, competence, meaningfulness and progress of our employees. (Duening & Ivancevich, 2006) As we become more familiar with our employees behaviors we can make better decisions on how to motivate them. Herzberg, McClelland, Musselwhite, Bulter and Waldrop, have explored this concept in great detail, however they all have one commonality; successful motivation makes your job more enriching. Employees want to come to work, they are more productive and they are more successful, which in turn makes the organization more successful.