They will want to feel a part of the organisation they work for and to develop friendships (social needs). They will want to gain promotion and be given additional responsibilities and more pay (self-esteem needs). Employees can only feel self-fulfilment if they achieve something and are praised for their achievement. My company who I intervie... ... middle of paper ... ...he company seems to motivating its employees well considering bonus related pay. The most worrying question I asked was ‘is treated fairly’ the answer most of the time, but also the answer not at all was a very substantial answer.
This was because; employees tend to do as little as possible and would not work in the most efficient way. Also, he found out that employees do not want to accept responsibility, such as organising their work. The suggestions of Taylor’s theory for managing human conduct at work were:- · The main form of motivation is high wages, linked to output · A manager’s job is to tell employees what to do · Employees’ job is to follow their manager’s instructions and get paid for that reason Frederick Taylor’s theory became very popular with management because, it leads to the development of the work-study analysis and work appraisal. Unfortunately, it became unpopular to the union and the workforce because, employees were treated as ‘inefficient’ machine, and production-line approach makes the work more monotonous and repetitive. Another most obvious weakness in Taylor’s approach is that, whilst money is an important motivation at work for many employees, it isn’t for everybody.
While most people agree that money plays a major role in motivating people, in organizations there is a widespread belief that money may also have some undesirable effects on morale. In any organization, sometimes, monetary schemes doesnot get people involve to pursue work in a certain way, rather it demoralize and threatens the self-esteem of employees. According to Meyer (1975), “the basis for most of the problems with merit pay plans is that most people think their own performance is above average”. The amount may ... ... middle of paper ... ...ted Clemmer, Jim. "Weak Leaders Try to Use Money as a Motivator - The Clemmer Group.
This is correct for the reason that some workers will be driven by money, but mostly wrong for the reason that it does not satisfy others as some people favour the intrinsic route were personal achievement or praise might be enough. This reinforces the statement that motivation is a personal characteristic, and not a one... ... middle of paper ... ... work as good as possible. Ultimately the general work staffs of a business is the engine room to any organisation and any good leader will know that keeping the engine running smoothly is key for any attempted movement forward for the business. This is why motivation is key to success whether it be content or process motivation. “We cannot afford to underestimate the extent to which our economy depends on maintaining the motivation and improving the ability of the workforce” Sir Brian Wolfson (Chairman of IIP UK) Human Motivation, David C. McClelland (1987) How to Motivate Every Employee: 24 Proven Tactics to Spark Productivity in the Workplace, Anne Bruce (2002) Maslow, A.H. (1943), a theory of human motivation.
Success though isn’t guaranteed, its earned through performance. Internal performance is a direct result of employee competency, which is largely supported by how motivated employees are. The correlation between performance and employee motivation has brought forth the creation of many applicable methods which generate motivation when it is absent or dampened. The familiar thought when thinking of motivational factors for a profession is often times money, or rate of pay. Individuals who are inclined to follow a set guideline and perform a job set based on how highly they are paid classify as extrinsically motivated.
He suggested the 'Two Factor theory ' of human motivation in the workplace because he believed that people have two sets of needs. One as avoiding dissatisfaction but by themselves and do not provide satisfaction company policy, relationships, work environment and security. While, another needs as being to develop psychologically. Hertzberg assumed that the motivator factors such as achievement, interesting work and responsibility were the main cause of job satisfaction (Herzberg, F,1968). Simply, they are more love their job if they only focus on itself, and less to enjoy it if they just focused on money (Premuzic T,
Employees are more apt to stay with a company when they feel that their hard work is appreciated and compensated. When employees are highly driven, it decreases absenteeism, tardiness, and results in a positive work attitude. In fact, employers use merit pay not only to retain highly motivated performance individuals, but also to attract new employees who are motivated by monetary rewards cultivating a productive workforce. Personally, I think merit pay plans are a great incentive if they are implemented fairly, equitable, and based on individual performance. Furthermore, I feel nothing demoralizes a high performing employee faster than knowing that all employees who contribute less to performance will receive the exact pay increase.
This would confirm to the worker that a task done to a poor standard is not to be repeated in the same manner. However there are wrong ways at which to give negative feedback, such as yelling or getting emotional (Business Victoria, 2014). As happier worker is a more productive ones (Wilson, 2014). An increased workload may also help to improve productivity according to a ‘job enrichment experiment’ (Herzberg 1968). This is due to the trust that the employer thrusts upon the worker.
These types of plans are the most successful when the employers make the incentives appealing enough for their employees. Appealing incentives motivate the employees to reach the productivity levels set by the company. However, if the incentives that the employer provides are not appealing enough to the employee, it may lead to the employees being uninterested in the provided incentives all together. “Employees might even resent the employer for not offering a more meaningful program that could have a more significant impact on their standard of living” (Joseph, C., 2016, para. 5).
(G.A.Cole&Kelly.P 2015) The attitudes referred to Theory X is people who are required to control, reluctant to be responsible, lazy and only satisfied with job safety. Whereas Theory Y assume people who do not have control, and are likely to work and to be responsible. The Theory X and Theory Y separate employees in two main types, these two theories are helpful for manager to consider treatment easily for their subordinates. To be more specific, Theory X focus on control and extrinsic rewards for management,(G.A.Cole&Kelly.P 2015) such as a bonus or higher salary. (Thomas,K.