Motivation Paper Motivation is an important aspect in many organizations. In our organization motivation is a key to the success. When evaluating administrative staff, sales people, and production workers, each department works well utilizing different theories. One theory could not work adequately for all three; therefore, three theories were used. Production workers utilize the Two-factor theory; sales people use Vroom’s expectancy theory and the Equity theory works for the administrative staff. Combining all three theories into one organization helps the organization run smoothly, while gaining successful motivation on all levels.
Sales People Sales people rely on motivation that is accomplished through a process; this method that best fits them is known as Vroom’s expectancy theory. The expectancy theory, as stated by Victor Vroom, is motivation that has a high performance result due to value being placed on the sales person and their ability (2003, p. 20). Sales people are motivated to the degree that he or she believes ” (1) effort will yield acceptable performance, (2) performance will be rewarded, and (3) the value of the rewards is highly positive” (2003, p. 20). For sales people to reap rewards or benefits, they first need to know the expectancy of their position.
During this first stage, the managers will layout the training that is needed and will set their goals. The managers are also responsible for continued follow up and coaching. Often times this type of follow up is accomplished on the sales floor, so they may continue to have a high level of performance. The coaching is kept positive so that the sales person may continue to exert a higher level of performance.
Floor coaching and setting the standards helps sales people see and understand the performance levels that are required. It is also up to the manager to choose highly talented people that are able to accomplish the sales goals that are given. The second phase of Vroom’s expectancy theory is for the sales person to realize the different outcomes that can occur with expected performance levels. This is also called instrumentality. To help influence this phase, managers should clarify performance and give positive feedback, or rewards that are consistent with their performance level. If sales people see the goal as unobtainable, then their performance will be low.
If they see that they are able to achieve high results and rewards, then they will exude higher performance, which will give them their desired outcome. The third phase of Vroom’s expectancy theory is setting their rewards. This phase is also referred to as the valence phase (2003, p. 21). Managers in this phase need to take a look at different motivators that will help the sales person achieve higher performance. The manager should take into consideration the different cultures, and groups that are within the organization.
According to Schermerhorn, Osborn and Hunt, researchers have defined two separate types of rewards. They are extrinsic rewards and intrinsic rewards (2003, p. 22). Extrinsic rewards are when the reward is of monetary value.
The sales person is motivated by a possible promotion, or an increase in salary. Intrinsic rewards are positive work outcomes that the individual receives directly as a result of their performance. They have a feeling of achievement or satisfaction, which is recognized by his or her managers. Sometimes this type of reward can be of monetary value, such as a trip or added time off.
Whatever the reward, the manager should be sensitive to the different groups so that they are able to maintain high performance levels. When combining all three aspects of Vroom’s expectancy theory, the outcome will be good if the manager takes into consideration each work effort. If any one of the three factors is low, then motivation in the team or group will be low. The manager needs to clearly define expectations, set standards, recognize individual differences, and allocate the rewards wisely once the desired outcome is given. This is how the expectancy theory works, and is successful for sales people in an organization. Production Workers Production workers are different than salespeople and the administrative staff.
The production worker has different responsibilities and objectives; therefore, motivation is also different. The Two-Factor Theory by Herzberg works well in this class of workers. Herzberg studied motivation by simply asking workers when they felt good about their job and when they felt bad about their work environment. Based on these studies, Herzberg developed the two-factor theory also know as the motivator-hygiene theory by Schermerhorn, Hunt, and Osborn, (2003, p. 16). This theory, like its name states, has two sides or factors.
The first is the hygiene factors, which are sources that affect job dissatisfaction. These include: policies, supervision, working conditions, salary, peer relationships, subordinates relationships, status, and security. The other is a motivator factor, which are sources that affect job satisfaction. These encompass: achievement, recognition, works itself, responsibility, advancement, and growth. The two-factor theory works well with the production worker due to the simplicity of applying these to the specific individual. However, it is very important to carefully determine which source triggers which employee.
Hygiene Factor The hygiene side of the two-factor theory has many sources that directly relate to the production worker. Production workers often work on an assembly line and adhere to strict policies due to safety factors. They are also under constant supervision and due to the close working quarters with peers, relations must be harmonious. These conditions fall under the job dissatisfaction side of the two-factor theory. Herzberg claims that these factors have no bearing on the satisfaction of employees in their jobs. However, it does prevent them from being dissatisfied.
Production workers are usually trained for specific positions or specific duties; so repetition is common. The everyday repetitive activities can make ones job seem unsatisfying; therefore, the hygiene factors application is important to keep production workers from feeling the affects of job dissatisfaction (2003, p. 17). Motivator Factor The motivator factors are more on the positive side and according to Herzberg the techniques of job enrichment as a way of building satisfiers into job content (2003, p. 17). Simply this means creating an environment that promotes productivity and job satisfaction.
Because these motivators are tied to performance, it appears that production employees that strive to advance to a higher level are more motivated by these sources as opposed to the hygiene sources. These motivators promote achievement, recognition, responsibility, advancement, and growth. These are all sources that a developmental production worker will strive for. Herzberg summarizes the motivator factors well in this statement: “If you want people to do a good job, give them a good job to do.” (2003, p.
17) Applying this two-factor theory in the production worker is simple, but one must be careful to fully recognize the motivating factor that drives them and then apply the source. It can be a factor from either side as people can experience job satisfaction and dissatisfaction in the same capacity. By identifying these factors and using them effectively it will promote an environment of productive and satisfied production workers. Administrative Staff Administrative staff is responsible for various administrative and clerical duties to efficiently run the organization. Their primary duties are to provide information for an office, plan and schedule meetings and appointments and also organize projects. This group works well in an organization by utilizing the equity theory by J.
Stacy Adams. The equity theory by J. Stacy Adams clearly states that people such as administrative staff will be motivated to act in ways that remove the discomfort and restore a sense of equity. It is clear that the availability of job satisfaction is of great significance to both the employee and the employer. The equity theory is associated with fairness and justice so the administrative staff will want to believe they are treated fairly according to how they see others being treated.
Inequity occurs when the administrative staff believes they are unjustly rewarded in comparison to the reward of other workers. The comparison is between how creative and diligent the work is (outputs) versus what is gained in return (inputs). The outputs consist of what the employees get out of their jobs, which includes pay, respect, recognition, benefits, bonuses, and peace of mind. The inputs, on the other hand, are what are given such as loyalty, hours, skill, and patience. When ill feelings occur, actions should be taken to change the inputs or outputs of the persons involved.
According to Schermerhorn, Osborn and Hunt, the equity comparison intervenes between the allocation of rewards and the ultimate impact on the recipients (2003, p. 19). The motivation of an individual is shown in their feelings and awareness, which eventually lead to some action in their favor. A perspective on motivation which is goal-oriented leads to the view that being satisfied by achieving the goal will make the action rewarding on its own.
Schermerhorn et al. further says, it is not the reward-giver’s intentions that count, but it is how the recipient perceives the reward that will determine actual motivational outcomes (2003 p. 19). It is evident that administrative staff that is not properly rewarded will seem uncomfortable versus those that are over-rewarded.
Because of this, major attention and direction is given to provide the process and conditions that will eventually stimulate and structure the administrative staff involved in the negative inequity. Schermerhorn et al. , recommends the below steps when managing the equity process: . “Recognize that equity comparisons are inevitable in the workplace… Anticipate felt negative inequities when rewards are given… Communicate clear evaluations of any rewards given…
Communicate an appraisal of performance on which the reward is based… Communicate comparison points appropriate in the situation.” (2003, p. 19) Research indicates that people who feel they are overpaid increase the quantity or quality of their work while those who feel they are underpaid decrease the quantity or quality of their work according to Schermerhorn et al. (2003 p. 19).
Conclusion Motivation inspires employees to reach their desired personal goals and achieve the organizations objectives. Depending on the person and position within the organization, different motivational theories may be applied to assist in their accomplishments. Setting attainable standards and assigning quantifiable goals, while offering positive direction and encouragement will result in job satisfaction. This will create a harmonious atmosphere which will increase the value in an organizations most precious resource, human capitol. ReferenceShermerhorn, J. R.
, Hunt, J. G. , & Osborn, R. N.
(2003). Organizational Behavior. Content Theories of Motivation. (pp. 16-22).