Motivating and Rewarding Employees
Professor Gerry Grotberg
Project
29 April 2013
Motivating and Rewarding Employees I chose this particular chapter to present my project on this because I am a strong believer when it comes to motivation in the workplace. Some employees will go out of their way just to see if things are done correctly and never get any type of recognition from the manager or supervisor. The definition of motivation is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal. This definition alone has a few elements in which the first one is energy; the measure of drive, those who are driven will always put forth their best efforts and work hard towards the company’s goal. Employees would also be stimulated to work harder and much better if they were aware that their well-being was taken seriously by their employer. Direction is the second key element in achieving the goal and then there is persistence, they would want employees to put forth the effort to achieve those goals. Maslow’s Hierarchy of Needs theory proposes that behavior is guided by choices based on beliefs and values. He suggested that all people have the five categories of needs arranged from lowest level to highest level. These needs are physiological: food, drink, shelter, and other requirements; safety: security and protection from physical and emotional harm; social: acceptance and friendships; esteem: internal factors such as self-respect, autonomy and external factors such as status and recognition; and last but not least self-actualization: growth achieving ones potential and self-fulfillment. The managers who choose to use Maslow’s theory it seems to satisfy the majority of the employees. In order to reward employees so that it would be a growth in improvement in their work performance, managers are recommended to get more information on the Herzberg’s theory, mainly when it comes to the differences between both motivators and hygiene factors.
Project
29 April 2013
Motivating and Rewarding Employees I chose this particular chapter to present my project on this because I am a strong believer when it comes to motivation in the workplace. Some employees will go out of their way just to see if things are done correctly and never get any type of recognition from the manager or supervisor. The definition of motivation is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal. This definition alone has a few elements in which the first one is energy; the measure of drive, those who are driven will always put forth their best efforts and work hard towards the company’s goal. Employees would also be stimulated to work harder and much better if they were aware that their well-being was taken seriously by their employer. Direction is the second key element in achieving the goal and then there is persistence, they would want employees to put forth the effort to achieve those goals. Maslow’s Hierarchy of Needs theory proposes that behavior is guided by choices based on beliefs and values. He suggested that all people have the five categories of needs arranged from lowest level to highest level. These needs are physiological: food, drink, shelter, and other requirements; safety: security and protection from physical and emotional harm; social: acceptance and friendships; esteem: internal factors such as self-respect, autonomy and external factors such as status and recognition; and last but not least self-actualization: growth achieving ones potential and self-fulfillment. The managers who choose to use Maslow’s theory it seems to satisfy the majority of the employees. In order to reward employees so that it would be a growth in improvement in their work performance, managers are recommended to get more information on the Herzberg’s theory, mainly when it comes to the differences between both motivators and hygiene factors.
Cited: Robbins, Stephen P., David A. DeCenzo, and Mary Coulter. Fundamentals of Management: Essential Concepts and Applications. 8th ed. Upper Saddle River, NJ: Prentice Hall, 2001. Print. Sims, Ronald R. The Challenge of Front-line Management: Flattened Organizations in the New Economy. Westport, CT: Quorum, 2001. Print.