The concept above is not that difficult to understand, but for some it is very difficult to achieve. Why? Some leaders either forgot or just do not take time to know their employees (Bell & Smith, 2010). De Meuse, Dai, and Wu (2011) discussed how managers become less flexible in communications with subordinates as the managers and executives progress in the corporate hierarchy caused by more stringent obligations and performance expectations of the new positions. This break in communication affects how the executives and managers get to know their subordinates and leads to more employees not drinking when lead to water.
The focus of this paper is to cultivate a better understanding of motivational theories, not thirsty horses, for effective implementation to find what makes and what keeps employees motivated (Bateman, 2010; Bell & Smith, 2010; Bohm, 2012; Fiol, Pratt, & O'Connor, 2009; Nickerson, Yen, & Mahoney, 2012; Park & Rainey, 2012; Țebeian, 2012; Žikić, Marinović, & Trandafilović, 2012). First, the paper will focus on four specific motivations theories for needs, expectancy, equity, and attitude...
... middle of paper ...
Țebeian, A. (2012). How to improve employee motivation and group performance through
leadership – Conceptual model. Annals of the University Of Oradea, Economic Science Series, 21(1), 1092-1097.
Trautwein, U., Marsh, H. W., Nagengast, B., Lüdtke, O., Nagy, G., & Jonkmann, K. (2012).
Probing for the multiplicative term in modern expectancy–value theory: A latent interaction modeling study. Journal of Educational Psychology, 104(3), 763-777. doi:10.1037/a0027470
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity:
The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128.
Žikić, S., Marinović, A., & Trandafilović, I. (2012). Promotion of conflict management
strategies in terms of modern business. Megatrend Review, 9(1), 201-221.
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