Human Resource Development
Nova Southeastern University
May 31, 2009
What motivates one person may not motivate another; likewise the actions behind the motivational behavior may not always have the same impact on the same person. Today’s leaders need to identify legitimate and satisfactory ways to convince followers to improve their behavior and productivity on the job with limited financial resources. Leaders will need to be strategic and creative when developing plans that motivate and a diverse workforce. Changing people’s behaviors and values is very difficult, with this in mind supervisors design motivating jobs and work environments that deliver high performance results. (Robbins and DeCenzo, 2007) The writer will discuss different models and theories that show how to achieve this most efficiently such as the Self-Determination Theory (Turban et al, 2007), The Integrative Model (Eder and Sawyer 2008), and The Componential Model of Employee Creativity (Meyer and Becker, 2004) as it relates to teacher retention and motivation. Literature Review
Multiple studies reveal that teacher retention needs to start the first day of orientation. Often teachers appear overwhelmed by the amount of information they are bombarded with a few days prior to the opening of school. New teachers eager to go into a classroom ready to change the world are faced with the reality of the many compliance issues necessary and required paperwork needed to teach. According to Charlton and Kritsonis (2009) employees make decisions to work for a particular organization based on how valued the company makes them feel, opportunity for growth, and financial rewards. In the teaching profession, financial rewards are difficult to deliver as most systems are based on seniority and educational credentials. Although there is ample opportunity for growth in the education arena, promotion often requires additional training and the attainment of advanced or specialized degrees. Educational administrators have the difficult task of motivating and retaining talented staff. Effective leaders motivate and inspire and provide a work environment where employees and students are happy to be a part off. “They seek optimal learning environment for every child and the satisfaction of needs for every stakeholder” (2009, p.49).
The Self-Determination Theory (SDT) is a theory of motivation concerned with how our natural or intrinsic human tendencies (personality) support and help us behave in effective and healthy ways (Turban et al, 2007). According to the theory, people’s behaviors are either a result of external factors or caused by intrinsic factors. In this study, the authors aimed to prove that employees can learn new behaviors if they are trained on how to react to specific situations. The theory shows that the easiest learned behavior is one where a negative action will result in negative consequences. The challenge is in capitalizing in positive behaviors of employees that will lead to motivational situations resulting in employee’s better performance. The study concluded that certain personality types, such as extroverted personalities, tend to be more motivated towards work; however, the study failed to conclude that any particular type of personality had a greater propensity to perform better on the job.
Eder and Sawyer, “argue that commitment and motivation are distinguishable…that commitment is one component of motivation and, by integrating theories of commitment and motivation, we gain a better understanding of both” (2008, p.991). The authors aim is to define commitment and motivation in a realm that will enable leaders to utilize these as one concept to foster a productive workforce. The theory aims to show that by providing employees access to goal choices, self-efficacy, and the inherent mechanisms of goal setting...