Case Study: Biogen Idec

This can also relate to the process theories such as the expectancy and equity theories. The expectancy theory (Appendix c) predicts that individuals will be motivated if they value the reward given for work and believe this is a just reward. By working hard and professionally they can achieve promotion and so become motivated. The basis of the equity theory is related to one’s perception of job input and outcomes and those of their colleagues (Appendix d). Employees in Primark who have high input and outcomes can see these outcomes through the opportunity of promotion. However such fairness does not always arise in Primark.

Inkson and Kolb discuss the issue of expectancy theory, which is how an employee values the outcome of putting in a lot of effort in order to achieve a goal. ?Motivation declines when there is uncertainty of the lineages between performance and effort? (Inkson and Kolb, 1999, p.327) Outcomes can include bonuses and or praise (extrinsic rewards) and feelings of accomplishment (intrinsic rewards).

An aspect of motivation that was answered early on in research was learning to understand individual needs. In early research, it was believed that employees worked or were motivated to do so based upon their needs; they were motivated to satisfy their needs in other words. There are four main need-based theories of motivation include: Maslow’s Hierarchy of Needs, the ERG theory, Herzberg’s Dual Factor Theory, and McClelland’s Acquired Needs Theory (Carpenter, Bauer, Erodgogan & Short, 2013).

The Expectancy Theory of Motivation (hereafter “The Expectancy Theory”) is theory that states: “the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.” (Robbins & Judge, 2012) The theory is among the most widely accepted theories relating to motivation. (QuickMBA, 1999-2010)

Pacific Bioscience Laboratories, Inc. is a company based in Redmond, Washington that produces the Clarisonic skin care line. It was sold to L’Oréal in 2011, and currently does not have any other product lines. Consumer products include the Clarisonic Cleansing Devices series available in PLUS, Aria, Mia 3, Mia 2, and Mia 1; the Clarisonic Opal Sonic Infusion Device; and the Clarisonic Pedi. Spa owners and physicians carry the consumer line along with the Clarisonic PRO model. Unlike other spinning devices, the patented sonic cleansing technology works with skin 's natural elasticity, oscillating at a sonic frequency that produces over 300 movements per second. The resulting flexing action created between the outer and inner

Motivation is the number one driving force behind anything and everything an individual does each day. “Motivation is the desire to do the best possible job or to exert the maximum effort to perform an assigned task. Motivation energizes, directs, and sustains human behavior directed towards a goal.” (Honor, 2009). Motivation can determine the outcome of projects, goals, and can set limits on what an individual can obtain or what they believe they can obtain. Motivation often is the deciding factor on how successful a project in an organization is, and an individual’s needs and desires can both influence a person’s motivation greatly. Motivation can also determine how well an individual does in school, college, or university.

A balanced scorecard has four perspectives, Customer perspective, internal business perspective, Innovation and learning perspective, and financial perspectives. By using balanced scorecards, BIOCO knows what the customers needed is. It helps BIOCO to fulfill customers’ need better. For internal business perspective part, BIOCO can clear the corporate vision and strategy. BIOCO can adjust the strategy according to the pervious balanced scorecards. Also the balanced scorecards link everyone in the company and enhance the communications between each other. Meanwhile, Scorecards detailed the company’s business goals to everyone and guide every

These include firstly, the early theories of motivation such as Maslow's hierarchy of needs and Herzberg's two-factor theory of motivation or motivation hygiene theory, and secondly, contemporary theories such as McClelland's theory of needs, cognitive evaluation theory, Alderfer's ERG (existence, relatedness and

Bauer, T. (2012). Motivation Theories. In B. Erdogan, An Introduction to Organizational Behavior (pp. 393-450). New york.

At the basis of motivation there are many factors that may not been seen right away. One must take a look at physiological reasons for motivation. How do we get students to their fullest potential? Abraham Maslow introduced the concept of self-actualization. This is the idea that we use our abilities to our fullest potential. If we can convince our students that they are capable of fulfilling their goals then they are on their way to self-efficacy. (Elliot, 2000 p.335). Self-actualization is the highest goal to reach in motivation. It is placed at the top of Maslow’s pyramid called the hierarchy of needs. This pyramid includes five needs that must be met before self-actualization can develop. The idea of Maslow’s hierarchy of needs is that if basic needs are not met, motivation cannot occur. The first need is physiological needs. These are things such as hunger and sleep. If these needs are not met, a student’s motivation is dominantly focused on these things. The next need up on the pyramid is safety needs. These needs

Osland, et al. (2007) provide a good introduction to three basic motivational content theories. The first theory is Maslow’s Hierarchy of Needs that proposes man is motivated by a lack in the one or more of the five common needs. The needs that Maslow identifies are physiological, safety, social belonging, self-esteem, and self-actualization. Maslow believed that one fills needs from the most basic (like food and water) to the highest level (self-actualization). Maslow’s ideas are easy to relate to and attempt to provide an all-inclusive approach to the concept of motivation; however, there is little evidence to support the idea that man cannot have self-actualization without the other more basic needs first satisfied. The second content theory Osland, et al. discuss is McCelland’s learned needs. McCelland states that man is motivated by one of three things: achievement, power, or affiliation – or a mixture of the three. Each of these needs can possess a negative or positive connotation or implementation, but it is argued that people motivated by affiliation make better leaders. The third theory presented is McGregor’s Theory X and Theory Y. McGregor asserts that Theory X people or employees are inherently lazy and must be controlled and forced to act, whereas Theory Y people are self-controlled, motivated, and ambitious.

To identify the key elements of the resistanceto change described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.[1]The model prevents, minimizes or descreases resistance to change in organizations. According to Kotter and Schlesinger (1979), there are four reasons that why people resist change, three of which are applicable to this case:

Expectancy theory of motivation Hausser Food. Employees and organization both of them have expectation and needs. Organization have expectation to their employees through target. Employees have expectation to the organization or company through their reward if they can reach or above the target. In this point of view The employees of Florida team are feel under rewarded which although they have high E to P that have good P to O

helpful individual, and others viewed his work as being inconsistence and spotty at times. Rios is required to submit a formal performance evaluation on all of her workers, and Barlow’s performance appraisal was the most challenging yet she had to face. Lack of Motivation Barlow’s behavior at the TA can be simply defined as lack of motivation, and this can be further explained in depth by the use of expectancy theory. The expectancy model states, “People are motivated to work when they expect to achieve things they want from their jobs. A basic premise of the expectancy model is that employees are rational people. They think about what they have to do to be rewarded and how much the rewards mean to them before they perform their jobs.”

Reinharth, L., & Wahba, M. A. (1975). Expectancy Theory as a Predictor of Work Motivation, Effort Expenditure, and Job Performance. Academy Of Management Journal, 18(3), 520-537.