When we talk about motivating employees, they usually mean the process of encouraging employees to activities leading to the achievement of the whole organization and their own.
Attempts to motivate employees with the aim of improving the results of their work are always. The question is that many of them fail. Especially if leaders are committed to the old motivational theories, such as “carrot and stick”. In Soviet times it was believed that people should be grateful for the opportunity to provide your family the opportunity of survival. Therefore, as the motivating factor most often used is a “carrot”. Currently, the approach most people was quite different. People looking for an opportunity not just to secure a minimum subsistence level of income, but are committed to succeeding in the workplace. Old approaches to create the desired mood has largely outlived its usefulness. There is a need to create new that will help increase productivity.
Approaches to motivation of employees, which is most often used in enterprises at present can be divided into two categories: substantive and procedural theories of motivation.
The first group includes those who pay attention to the study of the needs underlying all human action. These include the theories of authors such as A. Maslow, F. Herzberg and others.
Procedural theories of motivation are a more modern approach to the problem. They study the factors that lead a person to make some effort to achieve the goal. In addition, these theories are built to account for such mental processes as perception and cognition.
To this group relates to the expectancy theory of V. Vroom, is based on the assertion that the needs – this is not the only force that motivate a person to act.
The Activity of the individual will depend on its assessment of the effectiveness of the selected mode of action or type of behavior. This is the result that he receives by performing a particular activity.
Procedural theories of motivation (expectancy theory), in practice, will look as follows. If the person does not feel a direct relationship between activities undertaken and the results that it receives, this leads to weakening of motivation. This situation may occur if the employee has misjudged their own actions, or if the employer does not provide the necessary remuneration for overtime operation and so on. To solve the leader must establish a clear system of remuneration for results achieved.
Other procedural theories of motivation – equity theory porter-Lawler and approach D. McGregor. Let us consider the theory of equality (or equity).
According to her, people don't just relate the effort and the result, but also compare the level of remuneration that was received by the staff for similar activities.
Psychological stress occurs when the comparison shows that the other employee received a larger reward. Work motivation in such cases will weaken. If a person feels that he overpaid, he will not only decrease the level of effort, but may increase it.
The remuneration System in the enterprise should be clearly defined and fair. Thus workers must be informed about the basis on which they receive certain bonuses and other incentives.
Almost all procedural theories of motivation are based on the sense of balance between the effort and reward, as well as between the activity and the result.
Productive work leads to sense of satisfaction, which means that in the future people will get to work with a desire to make it even better. Thus, the problem will be solved and motivation of employees will be raised.
Procedural theories of motivation in management complement the classic. They enable the leader to create a flexible and effective system that increases productivity of employees to meet the basic needs and characteristics of perception and evaluation.
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Alin Trodden - author of the article, editor
"Hi, I'm Alin Trodden. I write texts, read books, and look for impressions. And I'm not bad at telling you about it. I am always happy to participate in interesting projects."
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