Employee Motivational Theories and Concepts Essay Example for Free

Employee Motivational Theories and Concepts EssayNumerous theories on the subject of employee demand have been developed and published for the better part of this century. While early employers eyeshot of their workers as just a nonher input into the production of goods and services (Lindner, 1998), employees were becoming increasingly dissatisfied with working conditions and malevolent centering. As post-war, labor tensions mounted in the 1920s, employers needed to change their approach to employee relations if they were to avoid costly, and sometimes violent, labor strikes. Early motivational theories effectuate the entrapation for the development of 20th century concepts, including the remove to get Googled and motivational techniques based on business strengths found in the corporate toolbox. Early Motivational TheoriesGeorge Elton Mayo, an Australian-born psychologist and Harvard prof, began significant research in 1927 in an begin to demonstrate that employees, if ap propriately make a motiond, be more productive and can achieve greater return through appropriate human relationship management techniques (Trahair Zaleznik, 2005). This research, referred to as the Hawthorne Studies, found that employees are not only motivated by financial gain, but also by the behavior and attitude of their supervisors.During these studies, the employees responded positively to the mere circumstance that they were receiving attention from their supervisor as a take of the experiment. In his article, Gordon Marshall (1998) noted that the term Hawthorne effect is now widely used to refer to the behavior-modifying personal effects of being the subject of social investigation, regardless of the context of the investigation. More generally, the researchers concluded that supervisory style greatly affected worker productivity (para. 1) and that enhanced productivity therefore depends on management sensitivity to, and manipulation of, the human relations of producti on (para. 2). This represented a dramatic paradigm shift key for employers and theorists alike.Subsequent to the shutting of the infamous Hawthorne Studies, five primary motivational theories have developed that have increased the understanding of what truly motivates employees. They are Maslows need-hierarchy, Hertzbergs two-factor system, Vrooms expectancy theory, Adams equity theory, and Skinners reinforcement theory. Maslow set that employees, in general, have five primary levels of needs that include mental (e.g. air, food, shelter), safety (e.g. security, order, stability), belongingness (e.g. love, family, relationships), esteem (e.g. achievement, status, responsibility), and self-actualization (McLeod, 2007). Maslow further noted that, in order to provide motivation, the lower levels would need to be satisfied before one progressed to the higher levels.Hertzberg categorize motivation into two, distinct factors. He believed that intrinsic factors (or motivators) produce job satisfaction through achievement and recognition while extrinsic (or hygiene) factors produce dissatisfaction. He identified extrinsic factors to be associated with compensation and perceived job security, or lack thereof. Vroom theorized that demonstrated effort would lead to performance which, in turn, would lead to issue (either positive or negative). The more positive the reward the more highly motivated the employee would be. To the contrary, negative rewards would result in a lesser motivated employee.Adams found that employees want to ensure that there is a virtuoso of fairness and equity between themselves and their co-workers. He believed that equity is achieved when employees are contributing, in terms of input and output, at the same rate. Skinners theory was likely the most simplistic, He established that employees will repeat behaviors that lead to positive outcomes and eliminate or pick at behaviors that lead to negative outcomes. He conceived that, if managers p ositively reinforce desired behavior, it would lead to positive outcomes and that managers should negatively reinforce employee behavior that leads to negative outcomes (Lindner, 1998).James R. Lindner, Professor of instruction and Research at Ohio State University, has conducted extensive research on this topic. In his paper Understanding Employee Motivation, he further extrapolated on the five theories, providing a comparative analysis, and offering a summary definition that focuses on the psychological process and inner force associated with the accomplishment of personal and organizational goals (Lindner, 1998). 20th Century ConceptsIn addition to studying popular theories associated with employee motivation, Lindner (1998) includes the methodology and outcomes of an independent study, conducted at Ohio State University, that sought to rank the importance of ten motivating factors. The results of this study were make with kindle work ranking as number one over other more com monly identified motivators, such as wages and job security. In comparing these results with Maslows hierarchy of needs, among others, he found that the results are mixed, with the highest ranked factor (interesting work) being one of self-actualization and contrary to Maslows findings (Lindner, 1998).This presents a divergent result that challenges Maslows assumption that the lower needs must be satisfied before a person can achieve their potential and self-actualize (McLeod, 2007, para.16). This does not do in Maslows work, but rather demonstrates that a natural evolution may have taken place with the modern workforce due to the progression of motivation strategies. This is a credit to the work of early theorists, and a call to arms for those that continue this research. Get GoogledBut history has yet to definitively answer the question, what is the best method(s) to motivate employees? The imprecise answer continues to be it depends. Many achieverful organizations incorporate a variety of programs aimed at motivating their employees, based on their specific population. Google Inc., for example, is leading the path to restructure management so that employees can streamline creative ideas that produce blockbuster new products.They are rewarding employees with perks like onsite swimming pools, allowing employees to bring their pets to work, providing onsite minor care, and all the free food employees want (How Google Inc. Rewards Its Employees, 2010, Thinking Leaders, para.1). While this may not be realistic for every organization, there is something to be said just about the fact that Google, Inc. is consistently ranked by Fortune magazine as the best place in the U.S. to work. However there are things that a political party can do to motivate their employees that are low or no cost and likely already exist in their corporate toolbox.The Corporate tool cabinetMost successful organizations pride themselves on their ability to parent their product or se rvice to achieve the desired level of profitability. They develop strategic plans, set production goals and persuade their customers that they are best of the best in their field. They are advertisers and peddlers of wares. So what does this have to do with motivation? Robert Hershey, Director of James E. Rogers College of Law at the University of Arizona and contributing author to the Journal of Managerial Psychology, contends that there is a significant correlation between an organizations ability to successfully promote their business and thrive at motivating their employees. He notes that we do not need one more theory of motivation we need better keenness into the psychology of advertising. We can take some tried-and-true product advertising techniques that have been found to be effective and use them in a human resources and management context.But before we do that, the point must be made that, as a practical matter, our vocabulary and attention require a shift from the motiv ation jargon of needs, expectancy, two-factor theories, etc., to an emphasis on communications practices, because persuasion requires the transmission of information (Hershey, 1993). If Hershey is correct, then an emphasis on communication and inclusion would create an surroundings ripe for employee motivation. One could also argue that, if communication is key, allowing input and empower decision making is the next logical step to producing a motivated employee. Carolyn Wiley, Professor of Business at Roosevelt University, concurs with this notion and provides the following supporting statements in her article Creating an Environment for Employee Motivation When employees have an opportunity to provide input, this increases their survival rate and their sense of loyalty. In many very small companies, a natural sense of ownership often develops among the employees.However, as companies grow, feelings of ownership and commitment start to decline. To increase commitment as the orga nization grows, managers must change how they define who retains control. Shared decision making is essential both to company success and employee survival. Workers generally do not resist their own ideas and decisions. Rather, they are motivated to fulfill them. (Wiley, 1992, para.14) While this may seem threatening to traditional leaders, it should not be viewed as surrendering control. Employees that are empowered through inclusion are ambassadors for organizational success.It is only through mutual success that both the employee and company thrive. It seems so simple, but eludes even the most progressive tense of companies. Most organizations are more inclined to spend thousands of dollars creating recognition programs, building home office environments, developing bonus structures and hosting employee appreciation events rather than recognizing that most employees are merely looking to be valued. The same attention that motivated the Hawthorne workers applies to the modern emp loyee who just wants to contribute and receive credit for their effort.ConclusionThere is certainly compelling evidence to indicate that employee motivation comes in many forms. Whether one places their belief in the theoretical assumptions of a Maslow or Hertzberg, their financial backing in the debut of a Google-esque environment, or capitalize on their organizational strengths to communicate and persuade, there is clear agreement that the ability to successfully motivate employees is essential for corporate success and sustainability. The concept of positive human relation management has finally taken its place at the forefront of organizational strategies and, with it, the evolution of employee motivation.ReferencesTrahair, R. Zaleznik, A. (2005). Elton Mayo The Humanist Temper. refreshing Brunswick, NJ Transaction PublishersMarshall, G. (1998). A Dictionary of Sociology Hawthorne Studies. Retrieved from Encyclopedia.com http//www.encyclopedia.com/doc/1O88-Hawthornestudies.ht ml Lindner, James R. (1998). Journal of Extension Understanding Employee Motivation. Retrieved from http//www.joe.org/joe/1998june/rb3.phpMcLeod, S. A. (2007). Simply Psychology Maslow Hierarchy of Needs.Retrieved from http//www.simplypsychology.org/maslow.htmlHow Google Inc. rewards its employees. (2010). Retrieved from Thinking Leaders website http//www.thinkingleaders.com/ collect/517Hershey, R. (1993). A practitioners view of motivation. Journal of Managerial Psychology, 8(3), 10-10. Retrieved from http//ezproxy.arbor.edu80/login?url=http//search.proquest. com/docview/ 215865845?accountid=13998 Wiley, C. (1992). Create an environment for employee motivation. HR Focus, 69(6), 14-14. Retrieved from http//ezproxy.arbor.edu80/login?url=http//search.proquest.com/ docview/206781828?ac countid=13998