Motivational Methods : Motivational Techniques

Motivation is a key aspect in the organization or workplace, and it is imperative to know the basic theory application and methods dealing with any problems that usually unavoidable for the employee and will come up in any work environment. This is a mandatory skills for a leader or future manager to know how important on how to motivate his or her employee to work more efficient. Motivating employees is a big dilemma for managers. To produce a higher level of performance and productivity, manager’s today are obliged to pay more attention on this matter. Every employee needs different types of motivation. In this paper will elaborate three motivational methods that a

The Equity Theory touches on the effects these situations have on the employee’s motivational level. In society today employees are constantly comparing how they are

This can also relate to the process theories such as the expectancy and equity theories. The expectancy theory (Appendix c) predicts that individuals will be motivated if they value the reward given for work and believe this is a just reward. By working hard and professionally they can achieve promotion and so become motivated. The basis of the equity theory is related to one’s perception of job input and outcomes and those of their colleagues (Appendix d). Employees in Primark who have high input and outcomes can see these outcomes through the opportunity of promotion. However such fairness does not always arise in Primark.

Inkson and Kolb discuss the issue of expectancy theory, which is how an employee values the outcome of putting in a lot of effort in order to achieve a goal. ?Motivation declines when there is uncertainty of the lineages between performance and effort? (Inkson and Kolb, 1999, p.327) Outcomes can include bonuses and or praise (extrinsic rewards) and feelings of accomplishment (intrinsic rewards).

Rather, Equity, and the sense of fairness which commonly underpins motivation, is dependent on the comparison a person makes between his or her reward/investment ratio with the ratio enjoyed (or suffered) by others considered to be in a similar situation”(Balancing Employee Inputs and Outputs).

The effort-performance relationship deals with belief of the employee that increased effort will result in improved performance. The performance-reward relationship focuses on the degree to which the employee believes their improved performance will lead to a desired outcome. The rewards-personal goals relationship is the degree to which the rewards of improved performance will meet the personal desires of the employee. Throughout the case, Stacy makes it clear that she feels undervalued by Royce. The case discusses how Stacy’s department has had to deal with a number of cutbacks that have resulted in a decrease in performance and higher turnover. This has undoubtedly had a negative effect on the image of the Student Activities department, which has clearly bothered Stacy. Furthermore, Royce has acknowledged that Stacy has “managed it all,” however he has not recognized this as an accomplishment on Stacy’s part. That feeling of being undervalued has resulted in a lack of motivation on Stacy’s end. The expectancy theory explains how an employee might ask themselves “if I give maximum effort, will it be recognized in my performance appraisal?” If Stacy were to ask herself that question, her answer would be a resounding “no.” She acknowledged this by admitting to having thoughts

Adam’s Equity Theory is a model of motivation which basically states that employees will perform at a more productive rate if they feel that they are being treated fairly (Kreitner & Kinicki, 2010). Equity is achieved when a worker perceives their reward for their amount of work to be equal to that of a relevant worker. Negative inequity is perceived by the employee when the relevant worker receives greater rewards for the same amount of work. Positive inequity is perceived by the employee when the relevant worker receives fewer rewards for the same amount of work (Kreitner & Kinicki, 2010).

The equity theory conceived by J. Stacy Adams is based premise that "people gauge the fairness of their work outcomes relative to others, any perceived inequity is a motivating state of mind" (Schermerhorn, Hunt, and Osborn, 2005, p.10, chpt.6). This theory when applied to a sales force would not be the best method to motivate this employee group as to what is deemed fair by a team leader could be perceived as unfair by the

Human Resources is dependent on the success, happiness, and contentment of employees that keep the business on course. Motivation is one of the best ways to push employees forward while making sure everyone is in a comfortable position in their job. Motivational theories just attempt to explain what motivates or makes people act the way that they do. The goal of understanding these theories and their outcomes is to ensure a better performance from each employee, and to give each of those employees the best situation they can have in the workplace. Visionaries such as Abraham Maslow, Frederick Herzberg, and Henry A. Landsberger also brought forward new ways of management and ways to handle internal situations that changed the landscape of human resources as a whole. Motivational theories instituted in the workplace have a commonly positive effect on both employees and management, showing that it is important to strive for proven motivational practices.

Expectancy theory is a motivational theory by Victor Vroom that explains that an employee will exert a high level of effort when they feel motivated (Dr. Zina’s Notes). In short the expectancy theory is based on why an individual is motivated. Individuals feel motivated when they believe that effort will lead to good performance or in others words known as the effort to performance relationship. If employees believe that their effort will increase their performance and recognition then they will work much harder. This particular (effort to performance) relationship is called expectancy and it tries to answer the question of whether increased effort or skill will lead to increased performance appraisal (Dr. Zina’s Notes). Furthermore a positive expectancy states if a person works hard then their productivity will improve. The answer depends on the company, but a lot of times simply increasing effort does not lead to performance appraisal because the employers are human and are subjective (Langton, Robbins, & Judge, p. 121). Furthermore they have all types of perceptual biases, cognitive biases, and sometimes value other intangible qualities such as loyalty, trustworthiness, and an individual’s character over their (employees) productivity (Langton, Robbins, & Judge, p. 121). Moreover increasing effort does not lead to an increased productivity because a person might lack the skills necessary to perform a certain task well. There are several ways of improving employee’s

Expectancy theory of motivation Hausser Food. Employees and organization both of them have expectation and needs. Organization have expectation to their employees through target. Employees have expectation to the organization or company through their reward if they can reach or above the target. In this point of view The employees of Florida team are feel under rewarded which although they have high E to P that have good P to O

Behavior based motivation such as Equity Theory, Expectancy Theory and Reinforcement Theories are built on the premise that employee behavior is directly linked to the consequences of their actions.

These elements of the expectancy theory encourage or motivate people to better their performances and efforts to their work due to the rewards they expect to receive in

A theoretical framework is designed to evaluate the relationship between employee’s motivation and performance. On the basis of three motivational theories- Equity theory, Expectancy theory, Goal setting theory. The two types of variables influence the performance of employees-dependent and independent variables.

Reinharth, L., & Wahba, M. A. (1975). Expectancy Theory as a Predictor of Work Motivation, Effort Expenditure, and Job Performance. Academy Of Management Journal, 18(3), 520-537.