Essays on Theories of Motivation Assignment

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The following paper 'Theories of Motivation' is a perfect example of a human resources assignment. Theories of motivation have made a huge impact in terms of management of the organization, efficiency, and productivity. In fact, these theories have provided a basis for understanding management thinking. Managerial attention to the role of employees’ motivation being an ongoing trend, this report paper seeks to critically evaluate how Equity theory, Expectancy theory and Maslow’ s theory of hierarchy needs can be used in an organisation to motivate different sets of employees.   Using equity theory to motivate workers at Bain & Company Equity theory holds that employee motivation comes from fair social exchanges (Kreitner & Kinicki, 2010, p.

218). The theory of equity developed by Adams is concerned with a fair balance that should exist between an employee’ s efforts that s/he is going to bring to the organization. Such efforts may include skill level, tolerance, hard work, and the employer’ s appreciation of such efforts. Employers may give appreciation such as recognition, salary, bonuses, and promotions. According to Adams (1963), if a fair balance between the employer and employee is found then it will serve to ensure a strong and productive relationship, with overall expectation and result being contented.

This simply translates that managers in an organization ought to strike a healthy balance with outputs on one side of the scale; inputs also on the other. Both should weigh in a manner that is reasonably equal. Understanding Adams’ theory and especially its significant comparative aspects can help Steve Ellis and any other policymaker within Bain and Company motivate its employees. Principles brought out by Adams make Managing Director, Mr. Steve Ellis the managing director of Bain and company appreciate the fact that sometimes in an organization, there exist particular employee(s) with certain unique demand(s) s/he wants the company to satisfy.

Such demands may be contrary to what other employees might be expecting as a reward or recognition. In such cases, if Bain and Company are forced to meet such specific demands then equity with other workers might not be reached. Therefore even if the director is trying to solve a particular problem, such efforts might be futile. Bain and Company is an organization that had done and is again doing the exact opposite of other companies at a recession.

Normally, recessions are periods that prompt a ‘ hunker down, reduce headcount, and cut every cost’ but this was the time Ellis was busy adding consultants in hot-growth areas (Kreitner and Kinicki, 2010, p180). He particularly targeted former consultants as he describes his move as a great opportunity to attract excellent workers. The question is how new employees may be blended into the existing employees without causing trouble and disharmony. If organizations face such challenges then the theoretical perspective suggested by equity theory will provide a working formula so as to solve such problems. How to motivate employees at Bain & Company with equity theory The equity theory implies that employees will compare amongst themselves their input and return.

Ellis’ employees will compare their inputs and benefits with the ones of other employees. Ellis needs to promote a fair go for all his employees as the theory suggests. In other words, Ellis ought to know what his employee want and try to give them the best possible opportunities and rewards they expect.

He needs to differentiate rewards to individuals according to the efforts and expectations.

References

Adams, J.S. (1963). Inequity in Social Exchange. In Advance in Experimental Social

Psychology, Vol.1. New York, NY: Academia Press Article.

Argote, L. (1999). Organizational Learning: Creating and Transferring Knowledge.

Kluwer Academic Publishers, Boston.

Kreitner,R., and Kinicki, A. (2010). Organizational Behavior (9th Edition). New York:

McGraw-Hill/Irwin

Kreitner, R. & Kinicki, A. (2007). Organizational Behaviour. Boston:McGraw-Hill.

Larson, E., Lee, P. C. Brown, M. A., & Shorr, J. (1984). Job satisfaction: Assumptions

and complexities. Journat of Nursing Administration, 14, 31 -38.

Maslow, A. H. (1970). Motivation and Personality (2nd ed.). New York: Harper and Row.

Vroom, V. H. (1964). Work and motivation. New York: Wiley.

Yoo, B. (2002). Gross-Group Compare: A Cautionary note. Psychology & Marketing,

/9(4): 357-368.

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