The Factors That Are The Forces Within Individuals That Account For The Direction, Level, And Persistence

The Factors That Are The Forces Within Individuals That Account For The Direction, Level, And Persistence

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This case study discusses motivations that are the forces within individuals that account for the direction, level, and persistence of a person’s efforts used at work. According to Schermerhorn, Osborne, Uhl-Bien, and Hunt (2012), the research of Motivational Theories is divided into two types of theories, content and process theories. Content theories focus on physiological and psychological deficiencies while process theories of motivation focus on how cognitive processes as thoughts and decisions with the minds of people influence their behavior. In this case study we will focus on the process theories. We begin with a woman named Mary Jones, while she was in the last year of college, she was interviewing for jobs. Mary graduated in the upper part of her class and she was highly respected by her instructors. Being in the top one percent of her class she was offered positions in every corporation she had an interview with. After thinking over several offers, she began working for Universal Products, which was a global company. Along with Mary, Susan Stevens was a recent hire, also working for the same manager. Despite both had the same qualifications, Sue somehow had the advantage. Mary had a great attitude before she met Sue, she held the company in high esteem and was actually proud of working for Universal. The company’s organizational culture was directed to her, and the staff assisted her, whenever she was in need of help. Moreover, her contribution in the company was being valued and she was given inspiring assignments which presented real-world experience to her, but somehow she still had the disadvantage. Her manager, Tom had optimistic thoughts of her and she passed her annual review. Her salary increased by ten perc...


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...ewards are fulfilled and that employees are aware of that. According to Schermerhorn,,et al., (2015), employees expect higher rewards due to better performance in organizations. On this theory, organizations should relate rewards to performance if employees are to be motivated. Initially, Mary had positive thoughts about the company due to the increase in salary after her good performance. However, these thoughts became negative after realizing that Sue received a higher salary in spite of her low input to the organization, explaining her reaction according to the expectancy theory of motivation.


References
Schermerhorn, J.D., Osborn, R.N., Uhl-Bien, M., & Hunt, J. G. (2012). Organizational
Behavior. United States of America: John Wiley & Sons.
Williams, C., (2015). MGMT: Principals of Management. United States of America: South-
Western, Cengage Learning

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