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EMPLOYEE MOTIVATION

 

What concerns this topic I would like to present it according to the following plan:

1) Recruiting

2) Job specification. Man profile

3) Theory X. Theory Y.

4) Concepts of ability and motivation

5) Employee motivation theories

6) Incentive schemes vs cash rewards

Managers perform various functions, but one of the most important and least understood aspects of their job is proper utilization of people. Recruiting good people is a difficult task. It is time-consuming and costly. But a well-chosen labor force will be more productive than a poorly-chosen one. Do a good job of selecting and recruiting employee and they will stay with you. But in any case you need to prepare a "man profile". Some of the points that might be included in the man profile are:

age range qualifications skills

experience single or married appearance

physical abilities personal characteristics foreign languages

educational level

These should be listed in terms of what is acceptable and what is preferable.

An interesting feature of the labour markets is that many organizations do not specify the type of person they require instead they will give the details of a job in a job specification.

Job description: a broad statement of the purpose, scope, duties and responsibilities of a particular job. Job specification: a detailed statement of the physical and mental activities involved in the job.

The great variety of job specifications which exists in business illustrates the range of specification in occupation, and here are some of them:

1.Unskilled.

2.Mechanical or motor skills.

3.Intelligence and knowledge.

4.Administrative or managerial skills.

5.Decision-making skills and initiative.

But if there is any one characteristic of people which is universally valid and important, it is that they differ. We are rational—but only to a point. The late Douglas McGregor did an excellent job of conceptualizing some of the assumptions about human nature which are relevant to organizational behavior:

o Theory X-holds that the average person inherently dislikes work, is innately lazy, irresponsible, self-centered, and security oriented, and consequently is indifferent to the needs of the organization.

o Theory Y-people do not inherently dislike work and are not inherently lazy, they have learned to dislike work, to be lazy, and to be irresponsible because of the nature of their work and supervision.( They have a high capacity for developing an intrinsic interest in their work, for committing themselves to organizational objectives, and for working productively with a minimum of external controls).

Also you must fully understand the concepts of ability and motivation, in order to accurately diagnose the needs of an employee’s performance potential.

What is ability?

· a person’s education, training, and experience

· interpersonal skills

· job knowledge

· organizational power



What is motivation?

· Interest

· Confidence

· Willingness to assume responsibility

· Alignment with organizational goals

Studies of employee motivation points out that people work for many different reasons. The reason or reasons a person behaves a certain way is called a motive. Employee motivation is the reason an employee works a certain way on the job. . There are many explanations of what motivates employees.

Maslow’s hierarchy of needs theory explains that an individual has different levels of needs:

1. Self-actualizing - realizing of individual potential, creative talents, personal future fulfillment;

2. Self-esteem - self-prospect, respect of others, recognition, achievement;

3. Social/Love and belongingness - friendship, affection, acceptance;

4. Safety - security, protection from physical harm, freedom from fear of deprivation;

5. Physiological- food, water, air, rest, shelter (from cold, storm).

This theory suggests that when one level of needs is satisfied, the next level has the greatest influence on a person’s behaviour.

Frederik Herzberg`s theory of job satisfaction suggests that job satisfaction and job dissatisfaction come from two different sets of factors. One set he referred to as ‘motivating’ factors(recognition, achievement, responsibility, opportunity for advancement, and the job itself), and the other set he called ‘hygiene’ factors(salary, company policies, working conditions, and relationships with other employees).

Developing a work environment where the employee meets the needs of the business and the business meets the needs of the employee is what the most successful managers work at.

When you ask employees what they want, they generally say ‘more money’ – but salary increases or annual bonuses are not always the best way to motivate staff. Non-cash rewards such as merchandise and travel can be a far more effective way to improve performance, boost staff morale and foster company loyalty.

Summarizing everything, if you can find ways to tap all these sources of motivation described you will tap into everyone’s motivation and you also will have the most productive, energetic, and upbeat organization that you could ever imagine.


Date: 2016-01-03; view: 1044


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