The paper 'Various Theories that Are Related to Motivation - Starbucks" is a good example of a management case study. Motivation concerns the psychological processes that lead to persistence and direction of behavior. Indeed, the place and nature of motivational in a work-related situation has continued to be the subject of the recent developing study. Theories have been tested, propounded and superseded at a certain pace that has left various organizational behind the researchers. It is obvious that motivation theories have not anticipated envisaging performance but rather predicting decision procedures and volitional behavior.
This implies that the organizational theorists and managers will get easy answers to the practical requirement in motivational theory. The paper explores various theories that are related to motivation. In addition, the theories have been applied to Starbucks in the strategies that are intended to make the company competitive. Hierarchy of needs Theory One of the most widely used models of motivation was coined by Abraham Maslow. According to this model, unsaturated needs are the main sources of motivation (Montana & Charnov, 2008). He suggested that there five basic needs systems that do account for behavior.
He placed these needs in a hierarchy ranging from the most immature and primitive, that is, in terms of behavior that they do promote, to the most mature and civilized. The five needs system include; survival security or safety, sense of belonging, ego-status and self-actualization. Montana & Charnov (2008) asserts that according to Maslow, there is a natural drift in which people become aware of and therefore, are motivated by the needs in the ascending order. Advancement on the Maslow hierarchy is taken to be roughly equivalent to climbing the ladder, a rung at a time.
In the climbing, one is aware of the next rung and presupposes successful compromise of the lower one. The lowest rung consists of physiological needs. It reflects people’ s concern mainly for survival. The safety rung does reflect the concern for security and avoidance of danger (Kickul et al. , 2002). Belonging needs in the third rung and reflects the normal desire of individuals to be appreciated and accepted by others. The fourth is the ego-status need that motivates individuals to contribute their efforts in a group in return for rewards that recognition may assume.
The highest rung represents self- actualization needs that are realized when someone experiences a sense of achievement and growth, of self-fulfilment and satisfaction through doing. Maslow did not imply that every need does receive complete satisfaction. Rather, Maslow believed that a minimal degree of satisfaction is required before the need stops to preoccupy some to the exclusion of the higher needs (Koontz & Weihrich, 2006). The theory lacks basic support and this is attributed to the fact that there is not enough research to supplicate, rt the hierarchy of needs, unmet needs do motivate, stepwise progression and satisfied needs do activate another need.
This has created mixed support for its accuracy (Miller, 2008). However, some critics view it as crucial in its provision of an example of individuals relations Principe and application in an organizational context (Hersey et al. , 2007). Starbucks engages Maslow’ s concept in the company. There is evidence of safety needs in the strategies. The needs have been satisfied through the promotion of conditions that will increase the heath of the employees.
By expanding health care benefits to part-time workers, the company would be in a position to satisfy the basic health needs of the employees. Indeed, this would motivate the employees and the company would be able to win the employees’ commitment and loyalty. As a result, the company would compete effectively in the market. In addition, as the safety needs of the employees would be met, the company would decrease the cost that is incurred in hiring and trying. Indeed, the extension of the health programs to the terminally ill employees also contributed to the motivation of the employees (Krehbiel & Cropanzano, 2000).
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