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Motivational techniques

Motivation can be defined as the effort that an individual puts forth in a job or activity to reaching an end goal. There have been different techniques applied in businesses that motivate aspects of their employee's behavior.

Taylorism

Fredrick Winslow Taylor was one of the first theorist to attempt to understand employee motivation. His theory of scientific managemen t, also referred to as Taylorism, analyzes the productivity of the workforce. Taylor’s basic theory of motivation, is that workers are motivated by money. He viewed employees not as individuals, but as pieces of a larger workforce; in doing so his theory stresses that giving employee’s individual tasks, supplying them with the best tools and paying them based on their productivity was the best way to motive them. Taylor’s theory developed in the late 1890’s and can still be seen today in industrial engineering and manufacturing industries.

Hawthorne Effect

In the mid 1920’s another theorist, Elton Mayo, began studying the workforce. His study of the Hawthorne Works, lead him to his discovery of the Hawthorn effect. The Hawthorne effect is the idea that people change their behavior as a reaction to being observed. Mayo found that employee’s productivity increased when they knew they were being watched. He also found that employees were more motivated when they were allowed to give input on their working conditions and that input was valued. Mayo’s research and motivational theories were the start of the Human Relations school of management.

Goal Setting Theory of Motivation

As Human Relations management took hold, increasing intrinsic motivation and attending to individuals became an larger concern for employers. Increasing intrinsic motivation could be achieved through the Goal Setting Theory by Edwin A. Locke. Employers that set realistic and challenging goals for their employees create employee motivation. By allowing employees to engage in their job, and achieve satisfaction when reaching a goal it can entice them to want to keep setting new goals to reach new successes and yield superior performance. Once in the pattern of setting goals, employees can also develop goal commitment, where they are more likely to stick to jobs until they are finished.

Employees that work along side their employers in the goal-setting process have the intrinsic benefit of participating in decisions, which can lead to higher motivation as they are empowered in their workplace. As employees reach these personally set goals, management can reinforce those efforts by showing recognition toward their success.

Locke and Latham's Five Goal Setting Priciples

Dr. Gary Latham collaborated with Edwin Locke to expand upon his Goal Setting Theory of Motivation with five key principles designed to motivate the accomplishment and completion of a particular objective. These five key principles allign closely around the SMART goal setting strategy designed to define objectivity and achievability. The five key principles are: Employee Engagement
 * 1) Clarity: Clear goals are measurable and not ambiguoius which gives clear definition as to the expectations of the objective.
 * 2) Challenge: People are often motivated by the anticipated significance upon successful completion of the particular task.
 * 3) Commitment: There is a direct correlation between employees motivation to complete an objective and their involvement in establishing the goal and its boundaries.
 * 4) Feedback: Consistent feedback during the objective completion process provides clarity of expectations, ability to to adjust difficulty, and the opportunity to gain recognition.
 * 5) Complexity: People in a highly demanding environment typically already have a high level of motivation, but it is important that the goal does not overwhelm the individual to maintain motivation

A motivated employee becomes engaged in their workplace. Employee engagement is an important part of an organization’s success. Research has found that organizations with engaged employees have three times higher profit margins compared to organizations with disengaged employees. Shareholder returns, operating income, and revenue growth have also had higher financial performance in employee engaged organizations. In addition, employee engagement is linked to lower absenteeism within an organization. Employers that practice employee motivation and engagement techniques in their organization will likely see an increase in overall business performance.

Two-Factor Theory

Frederick Herzberg supplied his theory, Two-Factor Theory, on motivation revolving around two main concepts, satisfiers and dissatisfiers. Satisfiers and dissatisfiers can both be applied in motivation techniques; a sense of achievement and interesting work are two common examples of satisfiers. Both are intrinsic motivators that employees look for in a job. Improving a job to make it more interesting can improve the overall satisfaction an employee is experiencing on the job. A dissatisfier looked at by employees, is how relationships form with colleagues. Colleagues play an important role of the workplace as they are interacting daily. Forming high quality relationships with peers can extrinsically improve employee motivation.

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Rewards

Using rewards as motivators divides employee motivation into two categories: intrinsic and extrinsic motivation. Intrinsic rewards are internal, psychological rewards such as a sense of accomplishment or doing something because it makes one feel good. Extrinsic rewards are rewards that other people give to you such as a money, compliments, bonuses, or trophies. This applies to Douglas McGregor's Scientific Theory that formed Theory X, which applies to the extrinsic wants of employees. The basis for the motivation is supervision structure and money. Scientific Theory is based on the grounds that employees don't want to work so they have to be forced to do their job, and enticed with monetary compensation.Theory Y, also derived from McGregor's theory, says that employees are motivated by intrinsic or personal reward. With this theory different factors can be used to heighten the intrinsic benefit that employees are receiving at their job."

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Alan M. Saks, (2017), Translating Employee Engagement Research into Practice

This article could be a good source for understanding employee participation.

-Molly

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Edit in Article: Removed link on "reducing costs" under section 1 of Employee Participation.

-Molly

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References:

Employee Motivation Citation:

Damij, N., Levnajić, Z., Rejec Skrt, V., & Suklan, J. (2015). What Motivates Us for Work?

Intricate Web of Factors beyond Money and Prestige. PLoS ONE, 10(7), e0132641. http://doi.org/10.1371/journal.pone.0132641

-Elliott

TV Choice Ltd. (Producer). (2011). Motivation Theories and Employee Participation(Motion picture). Kent, England: TV Choice.

~Casey

Employee Motivation Citation:

Ramlall, S. (2004). A review of employee motivation theories and their implications for

employee retention within organizations. The Journal of American Academy of

Business, 5(1), 52-63.

-Molly

Possible Employee motivation sources:

LĂZĂROIU, G. (2015). Employee Motivation and Job Performance. Linguistic &

Philosophical Investigations, 1497-102.

~Tallie

We could incorporate managerial systems/theories we learned from class and how they do/don't increase employee motivation. -Molly

The intro paragraph needs to flow more smoothly. It seems choppy, but has good facts to use.

More information on the motivational techniques is needed: possible sources :

Kamery, R. H. (2004). MOTIVATION TECHNIQUES FOR POSITIVE REINFORCEMENT: A REVIEW. Allied Academies International Conference.Academy of Legal, Ethical and Regulatory Issues.Proceedings, 8(2), 91-96. Retrieved from https://libweb.uwlax.edu/login?url=https://search.proquest.com/docview/192410511?accountid=9435

We should expand on the intrinsic values section: https://books.google.com/books?id=9IblPsxC428C&lpg=PR9&ots=4fp4flLdNG&dq=intrinsic%20motivation%20at%20work&lr&pg=PR4#v=onepage&q=intrinsic%20motivation%20at%20work&f=false

Quality-of-work life programs could be expanded. I liked how they focused on different wants based on demographics. I think we should split it more and then find more articles about each side of the split.

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I found a video through Murphy Library called "Motivation Theories and Employee Participation" that has a lot of good content we could include throughout the article. I found some good stuff that could fill in the motivation techniques header. Here's a link: https://libweb.uwlax.edu:2800/p_ViewVideo.aspx?xtid=128522

You may need to log in to your school account to view it. Not sure how we can cite it if log in is required to view it thought

-Casey

Article Evaluation

There is a quote, it's cited but I wasn't sure the rule as I thought there should not be any direct quotes used in articles.

Perpetrators section: More opinion than fact on the intentions

The Motivational Techniques section of Employee Motivation is completely empty. Looking into what motivational techniques and filling this section in will be a goal. It might even come to deleting this section if nothing can be found or even reworking it not a different category.