Employee motivation has been a puzzling issue for managers since the beginning of time. There have been many programs to motivate employees such as incentives, contests, and commission, but over the years they have proven to do little to motivate the long-term employees. In an era of increasing competition it is important for organizations to effectively utilize all available resources, including human resources. The motivation of employees is important to organizations since it is one of several factors that significantly affect the productivity of employees.

Most managers find themselves in the superiority position, where they make all the decisions and the employee's just follow. This is not a good practice because you are excluding the employees and they feel ads if they have no say I the firm. This is a hierarchal structure of the workplace. The person or "boss" is

In modern organizations, the intellectual potential of the average person are only partially utilized. People are capable of handling complex problems.

Oce you have eared the respect of the employees you must get the employees motivated to perform. There are four factors that cotibute to performace:

The capacity to exercise imagination, ingenuity and creativity in the solution of organizational problems is widely not narrowly distributed in the work place.

Douglas McGregor has his own theory about managerial behavior. His theories sum up the precepts of a unitary ad normative frame of reference for managerial practice. McGregor defined assumptions that he underpinned the practices and stances of managers in relation to employees. McGregor had two sets of propositios, theory Y and X. Theory Y was interrupted and promoted as a "one-best-way." Managers or aspects of their behavior became labeled as theory X, the bad stereotype and theory Y the good. McGregor argued that here was nothing wrong or bad about exercising authority or giving instructions. However if exercising unilateral management authority is less than effective that the alternative of democratic involvement offered more returns that more doses of authority. Humanistic values were introduced into management thinking, however these values serves managerial purposes of efficiency, measurement, and control - the tenets of traditional scientific management.

Herzberg also suggests that there are six factors that lead to dissatifaction (hygiene) in the workplace:

The first step to preformace is to esure that your employees kow what is expected of them, that is, they know what they are supposed to do and how well to do it. The manager must define all expectations, and standards wehter formal or informal. The formal desigation of staadsards occurs through the organizatios performance appraisal system. The informal development of standards occurs throught the ongoig activicties of assigning work, reviewing progress, and giving feedback. Performace operations have a more direct impact on preformace when expectations are specific and concrete, subordinates are involved in the process of developing their expectations, ecpectations are challenging but achievable, and when expectations describe measurable results.

Such a manager thus gives close supervision and defines jobs and systems tha

Some common words found in the essay are:
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Approximate Word count = 1595
Approximate Pages = 6 (250 words per page double spaced)