Employee behaviour and Motivation
EMPLOYEE BEHAVIOUR AND MOTIVATION 1
Employeebehaviour and Motivation
It’sbeen noted for quite some time now that humans are driven by certainfactors to achieve certain ends. Scholars and practitioners alikecontend that in order to increase productivity, incentives and otherthings must be provided in order to motivate workers to work harderand adopt behaviours that will eventually have a positive impact onan organization’s profitability. Accordingly, there are severaltheories which this paper will focus on that aim to explain workermotivation. These theories are: Maslow’s hierarchy of needs,two-factor theory, expectancy theory and equity theory.
Maslow’stheory is about people being goal oriented with needs that have to besatisfied through work that provides means to satisfy them.Organizations pay their staff so that they can meet their basicsurvival needs. When basic needs are satisfied workers will becontent and seek other needs like security and esteem. Examplesinclude white collar jobs in which employees are paid a salary.
FredrickHerzberg’s two factor theory claims that contentment in theworkplace happens if employee working conditions (hygiene factors)are good and motivation factors are instituted (Ebert & Griffin,2013). Most blue chip companies have very conducive workingenvironments such as state of the art offices and benefits whichinclude insurance and cars that act as motivating agents.
Expectancytheory posits that an individual has expectations regarding anendeavorand these expectations are the driving force (Ebert & Griffin,2013). For instance, a bank worker may work extra hard in order togain the favour and approval of management together with accompanyingbenefits. He or she may not work hard if the approval might not beforthcoming.
Theequity theory suggests that employees compare their inputs and whatthey get in return. They feel equitably treated if returns arecommensurate to inputs. If not, they may employ coping strategies.For example, a worker may feign sickness to skip work, come to worklate or even engage in unnecessary banter to while away time at theworkplace.
Insum, the above theories apply to worker input at the workplace andwhat motivates them to give their best.
Ebert,R, J., & Griffin, R, W. (2013). Businessessentials.New York: Pearson.
No related posts.