mot theories

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Every rational company tries to raise its profit by applying different type of strategies. For example, applying new technologies in order to decrease product or service cost, or developing new type of product by spending some of its profits on Research and Development. Looking from the Human Resource Management perspective companies can raise their profit by boosting employee motivation and achieving employee engagement. Considering that the motivation itself is intangible issue and can be looked and applied through various theories it was developed various theories and models related to motivational problems through the time. These theories and models varied time to time due the structural changes of firms and overall the essence of economy. For example, in the beginning of XX century, when the rules of classis capitalism dominated managerial level of companies mainly focused on financial rewarding of employees to solve motivational problems and rule out psychological. Through the time motivational theories and models evolved and become more focused on not only financial reward systems but also figuring out motivational drivers and employees` expectation. In a nutshell, motivational theories evolved through the time and according to their appearing time some of the main theories, models are listed below:
• Frederic Taylor`s theory of scientific management
• Maslow`s needs hierarchy theory
• Herzberg`s motivation-hygiene theory and dual factor theory
• Expectancy theory
Frederic Taylor`s theory of scientific management: Taylor`s theory was the one of the pioneer scientist who attempts to merge scientific notions and findings in managerial operations. Taylor`s theory was built in 1890s and reached its popularity in 1910s. The th...

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.... One of the significant features of this motivation theory is that it eases to explain employee motivation with clear guidelines. According to the motivation model people`s effort derived from 3 factors:
• E to P – effort to performance. This notion explain that when employee predict that his or her effort would bring about expected result they work harder with full of motivation.
• P to O – performance to outcome. Motivation level falls, when employees predict that no matter how much effect they make they would have minor effect on expected outcome. If they think that their effort would make considerable difference, they would work harder.
• Outcome valance – This factor shows the employees recognition of outcome. It can be positive and negative. It is positive whey they accept outcomes in harmony to their values, mind-set, if not they value the outcome negative.
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