Motivational Theories: Individual Working to Better Themselves
This model, namely expectancy theory, suggests that individuals, acting through self-interest, adopt courses of action perceived as maximizing the probability of desirable outcomes for themselves. This desire to maximize self-interest provides aspiring leaders with unique opportunities to assume leadership roles by simultaneously meeting both follower needs and organizational requirements. We intend to explicitly link expectancy theory and leadership concepts to demonstrate that leader interactions with followers permit the establishment of highly motivational working environments. In so doing, individuals acquire the means to transcend their traditional roles of supervisor, manager, or follower, and realize their potentials as leaders. In order to remain competitive at home or within the global market, we must stop relegating in our minds the functions of leadership to the office of the president or CEO of the organization. Instead, we must come to view the leadership role as part of every employee's job, at all levels of the organization. (Isaac, Zerbe & Pitt, 2001, p. 212)Since its origins in the 1960s Equity Theory held forth the promise of helping to explain how employees respond to situations in which they perceive they ar
The Two-factor Theory, or Motivation and Hygiene Theory, purports to differentiate between intrinsic and extrinsic aspects of the job. The authors referred to the intrinsic factors as content or motivators, and they include: achievement, advancement, the work itself, responsibility, and recognition. The extrinsic factors were referred to as hygiene has and included: company policy and administration, technical supervision, working conditions, salary, and interpersonal supervision. (Maidani, 1991) Job Design for service employees has been categorized as a "production line" approach or an "empowerment" approach (Bowen & Lawler, 1992). The production line approach, as its name implies, is based on a Tayloristic view. It is based on four tenets -- simple tasks, clear division of labor, substitution of equipment and systems for employees, and little decision-making discretion of employees. This design seeks to gain customer satisfaction through efficiency, consistency, and low costs. the applicability of Herzberg's Two-factor Theory of job Satisfaction among public and private sector employees. The study, therefore was designed to investigate the job content (motivators or intrinsic) and job context (hygiene or extrinsic) factors contributing to job satisfaction among those employees. Furthermore, the study attempted to determine whether using this instrument would yield the same results as those of Herzberg et al. (1959) using the critical incidents techniques. Hypothesis 1 was supported. Significant differences were found due to the fact that the satisfied group values motivator significantly more than the dissatisfied group. A t-value of 1.98 indicated that a significant difference existed between the two groups. Hypothesis 2 was not supported. No significant differences were found between the satisfied and dissatisfied employees relating to value placed on hygiene factors. Hypothesis 3 was not supported as no significant differences were found between private and public sector employees on the value placed on motivator factors. (Maidani, 1991) It is imperative with the production line job design that IT is installed as a part of that design so as to facilitate matching it to the service encounters anticipated. The number and nature of the options from which the employee chooses should then be limited to matching the constraints on their decision-making authority. Any access to additional information would not only be of no use; it would actually deter efficiency. For example, if all hamburgers are prepared to the same degree of doneness, giving a customer encounter person the option of asking a customer how he/she would like the meat cooked would slow down the process. In fast food, cash registers (which also communicate orders to the backroom) prompt order-takers through the decisions that are allowable. Thus, the more standardized the service the more easily circumscribed technologically it can be(5) because the reality of the encounter is simple and presumed to be more easily captured than encounters in which provided services are customized and the outcome of any one such encounter is variable. The more circumscribed technologic
Some common words found in the essay are:
Mayo Hawthorne, Equity Theory, Bowen Lawler, Two-factor Theory, , Allen White, Reform Act, Hygiene Theory, Edward Tolman, Victor Vroom, equity theory, expectancy theory, production line, supported significant, differences found, private sector, significant differences found, supported significant differences, significant differences, respond under-reward, original equity theory, job satisfaction, multiple- process theory, feelings inequity, equity ratio balance,
Approximate Word count = 2130
Approximate Pages = 9 (250 words per page double spaced)
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