The Theories Of Motivation And Motivation

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As a manager, a major factor in your success is your ability to motivate the employees that work for you. If you cannot motivate your employees, you will most likely be an ineffective manager. Motivations are complex, resulting in a variety of theories focused on the topic. Content theories of motivation focus on the individual needs of people being the driving motivational force (Kreitner & Kinicki, 2013). These theories fail to account for individuals’ interactions with their environments and how they influence motivational factors, process theories of motivation attempt to encompass these influences (Kreitner & Kinicki, 2013). A myriad of factors influence what motivates individual employees, but often financial compensation is a huge motivating factor and the perceived fairness of that compensation. Theories of motivation play an important role in how pay relates to a manager’s ability to motivate his or her employees. Pay can either be a motivating factor leading to increased job satisfaction, or conversely a hygiene factor leading to dissatisfaction if an employee does not feel like they are being paid equitably (Kreitner & Kinicki, 2013). It would be impossible for an employee to evaluate their salary without placing it within the context of other employees or the perceived fairness compared to others. Adam’s equity theory of motivation focuses on whether an employee feels the outcomes related to what they contribute are fair, which gains context through a comparison of the perceived fairness of other similar employee’s outcomes (Kreitner & Kinicki, 2013). The perceived fairness in compensation can be further explained through the concept of distributive and procedural justice. Hartmann and Slapnicar (2012) sim... ... middle of paper ... ...mined by one of three classifications and everyone in that classification is paid the same, leading to issues of inequities based on perceived effort and knowledge. This employee segment works in small groups where team dynamics and collaboration are very important. Burkus (2016) argues that pay transparency can increase collaboration and efficiency in a team setting. As a supervisor of this group, I would recommend addressing perceived inequity through increasing job satisfaction through nonmonetary outcomes. I would focus on ensuring the best opportunities go to those who put in the most effort and make sure they are recognized for their skills and effort (Kreitner & Kinicki, 2013). As a manager there is no one specific tool to address perceptions of inequity amongst your employees, you must identify the cause of the perceived inequities and address the causes.

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