'Motivation Case Essay\r'

' unavoidableness †is the dish encouraging people to pass away. in that respect be humansy different aspects of the surmisal of demand, and they are: 1. Historically, the early views on indigence to twist, such as the policy of â€Å"cultivated carrot and stick”. The adherents of this view think that man is by nature lazy, sly, selfish, wants to give slight and get more, hence there is a privation to constantly force him to call on and systematically encouraged to strive eminent results. 2. Content theories of motivation (as an incentive to hunt discusses the inner expiation of man, his ask). 3. Procedural theories of motivation (motivation occurs during labor process). Let us rate each of the theories. The content theories of motivation overwhelm:\r\n• A. Maslow’s opening;\r\n• K. Alderfer’s surmise;\r\n• D. McClelland theory;\r\n• F. Hertzberg’s theory;\r\nA Maslow (1908-1970) provides the following hier archy that makes a pick surface for psyche to work. And Maslow (1908-1970) offers the following hierarchy inducement the person requirements to work: • Physiological postulate (hunger, thirst)\r\n• necessitate for safety, stability and confidence in the prospective\r\n• Needs for love, society, dialogue\r\n• Needs for recognition and self-confirmation\r\n• Needs for self-actualization\r\nA. Maslow assumed that needfully for this hierarchy arise gradually. Satisfying ancient requirements, the person gradually becomes more motivated. wad non simply satisfy iodine need for an some other, but move up, ever-changing the importance for these or those involve. self-actualization †is the highest degree of prompt the person; his trust and strong-willed actions. Self actualization †means to become a person that case-by-case wants to be, reach the upper limit level of realization that potentially available.\r\nThe twoer is that: â₠¬Â¢ The person much doesn’t slam about the abilities, mission or genius\r\n• The person knows about the abilities, but doesn’t want to develop them into work. (The will is weak) • The person knows about the abilities, but wad’t develop them into work for a reckon of reasons (material, physical, etc.) According to A. Maslow, the highest level of motivation base reach only when about 1% of all people. According to K. Alderfer’s theory of need the person stinkpot be combined in three dissolve chemical groups: • Needs for existence (safety, physiological)\r\n• Needs for dialogue (in belongings to any group and participation in any business, aspiration to be the family member, to have friends, colleagues, etc.) • The need for growth (need for recognition, boldness and self-improvement) These requirements are also hierarchical, but act can go in both directions (unlike Maslow’s hierarchy) • Up, if the ear lier need is satisfied.\r\n• Down, if they outwear’t satisfied with higher level.\r\nIn his theory of acquired needs D. McClelland proceeded from the fact that the needs are acquired under the influence of sprightliness events, experience, and training and includes: • The need for achievement (the desire to self-set cultures, more effectively than before, to reach them); • The needs of complicity (the desire for friendly relations with others, communication, operative with people); • The need to dominate (the first group of individuals willing to rule for the sake of impression, the sulphur †to achieve terminuss). This system needs no strict hierarchy (as in previous theories) its elements have a mutual influence. elderberry bush Manager, on one hand, should help to visit prevailing needs of employees and on the other hand †to promote development of those that are most needed for the labor process.\r\nFor example, the need to achieve a goal of ruling with the development needs of complicity or achievements can achieve greater results. In theory, F.Herzberg points out the following two groups of factors: • External or hygiene (or health factors) †wages, working conditions, status, mode, interpersonal relationships, the degree of control over the work; • Motivating †growth opportunities, recognition, promotion, work. F. Herzberg concluded that the factors driveway the growth of human dissatisfaction with their elimination does not necessarily lead to affixd satisfaction, and infirmity versa.\r\nThe transition from a lack of satisfaction is influenced by motivational factors and the transition from dissatisfaction with the absence seizure dissatisfaction under the influence of outside factors. Therefore, precedence should be given to human dissatisfaction and thusly only with the help of motivating factors to assure satisfaction. Manager’s attention only to external factors is in effective. Procedural theories of motivation includes roar’s theory of expectancy, the theory of arbitrator (e case) S. Adams, Porter-Lawler model, the theory of goal setting E. Locke’s, and thought of participatory governance. According to the theory expectations howl:\r\nMotivation = Expected results of the x\r\nx Expected remuneration for x\r\nThe conditional relation of the result of x (valence)\r\n• valence is positive, if the results are highly valued by the employee; • Valence is negative, if the results are denied by the employee; • Valence of zero, if the role player is indifferent to this result. Variables in the formula can be evaluated with points.\r\nThe essence of the theory of evaluator (equality) Stacy Adams; People subjectively feel a fair reward for their work, their own and others match the costs and rewards, so it is important to generate for the work to motivate employees and achieve quiet arise between negative feeling s. S. Adams identify six possible human reactions to injustice. 1. reduce self energy consumption (â€Å"I’m not going to do my best for this salary”). 2. look for to increase the salary for their work (requirements, blackmail, etc.). 3. R valuation of its features (lower confidence).\r\n4. Attempt to influence the ecesis or the designate to change the payment or the cargo of other employees. 5. Selecting other object of comparability (â€Å"I do not want to be with them”). 6. Attempt to move to another department or another organization. go through manager should feel subordinator’s reactions and perhaps smooth over the contradictions. Porter-Lawler model represents the deductive reasoning of the theory of justice and the theory of expectations: [pic]\r\nIn the model of Porter-Lawler work results are considered as a function of the external wages (salary, the significance of payment assurance efforts and communication labor remuneration), home (a) reward (praise, promotion, etc.), ken of their role in the labor process and abilities. If the size between employee’s external rewards and effort is extendly perceived by the individual communication, motivation system plant life completely; otherwise the employee is motivated in part with the results of the (second internal feedback) and receives only an internal reward for their labor. According to the theory of goal Edwin Locke’s motivation is compulsive by his goals and satisfaction with job performance. It is assumed that goal setting is a conscious process, which involves the future goals of man. The results of the individual will depend on: • Complexity of task;\r\n• Its features (clarity and certainty);\r\n• Profitability (eligibility) it for the individual;\r\n• A person’s readiness to make some effort to achieve goal (closer the goal, effort can be increased). Quality of work defined organisational factors and capable employees, which in turn run the goals, and consequence of his motivation. Satisfaction or dissatisfaction with employee by interaction of two processes: • Internal (individual perspicacity results in terms of correlating them with the goal); • External (human evaluation by others).\r\nThe disadvantages of this theory include:\r\n• low-down uniformity (for uneducated people, such as clarity of purpose plays a titanic role, and the call for highly objective and its irresolution leaves room for creativity); • The placement is not clear when the target slave puts the head; • The situation is not clear, when there is group work and the purpose of the group is placed in general;\r\n• Promoting labor is not often aimed at a quick goal, and on the quality of the work task. In accord with the concept of participatory management, employee motivation is determined by its interest in how its activities encroachment on the functioning of the organizat ion, the desire to put down in the processes taking place in the organization. If an employee feels that he needs to the organization that he demanded it that between his initiative and reward, there is a direct relationship, the intensity of his work is importantly increased. Participative management is widespread in require Japanese corporations: • Staff makes decisions about the organization of work;\r\n• Employees working respectively take decisions; setting goals are carried out collectively with the head; • Employees independently control the quality and quantity of output • Employees involved in innovative activities (quality circles, task force committees, etc.) • Employees independently form working groups.\r\n'