Employee Motivation Is A Feedback Loop Between External And Internal Activities

The biggest problem to a manager is managing employees. This is because employers often do not know how to handle their employees. An effective manager knows that motivation is a difficult skill to acquire. So over the years, many theorist have studied motivation in order to

Theory X and Theory Y represent two sets of assumptions about human nature and human behaviour that are relevant to the practice of management. They describe two contrasting models of workforce motivation. Theory X represents a negative view on of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Theory Y represents a positive view of human nature and assumes individuals are generally hard-working, creative, and able to take on responsibility

Few things dampen employee motivation more than management inattention. As a manager, you have a million things to worry about besides the report sitting in your mailbox, waiting for your approval. But to the person who wrote that report, each day's delay causes frustration, anger, worry, and insecurity.

The purpose of this paper is to discuss motivation in the workplace. To have a successful company, employee must be motivated enough to work and get the job done. One way have success in the workplace is to define the morale and motivate employees. The human resource department or the manager are typically the personnel to identify the employees needs by either observing the generation, the psychological contract, or the main theories that were postulated by Victor Vroom (Vroom's expectancy theory), Abraham Maslow (hierarchy of needs), Frederick Herzberg (theory of motivation), Douglas McGregor (theory X and Y).

The higher-level needs of esteem and self-actualization are continuing needs in that they are never completely satisfied. As such, it is these higher-level needs through which employees can best be motivated.

Motivation of employees is also a key issue in organizing an entity. According to Tannenbaum and Massarik, all superiors of an organization are faced with the problem of extracting services and contributions from their subordinates at a high level of quality and efficacy. These

Managers have to be excellent at addresing the needs and goals of individual employees. There is no one motivational approach that works for everyone. As it moivation theory suggest, individuals differ in their desired rewards, how they attempt to satisfy their

There are two reasons why people do things, first because they want and willing to do, or second because they have no choice. If people do things when they have to, it is likely that they will do no more than necessary, and they will stop doing as soon as they can. Therefore, the term "motivation" is introduced, in order to make people want and willing to do things. This essay will be looking at how best managers can ensure their employees are motivated at work, because this is important for an organization to achieve its goals. Before we start, we have to clarify the term: motivation.

According to this theory, there is an important relationship between goals and performance. Goals have a big influence on employees’ behavior and performance in organization. (Locke & Latham, 2002). This theory states that the best performance of each employee can be reached if the organizational goals are clearly specified, accepted and hard to reach. However, Feedback must be provided once the Goal is reached. (Locke, E. A., & Latham, G. P.

Self- actualization needs are highest level need of an employee. “These involve realizing a workers full potential for development on an individual level and continued personal growth.”

Bauer and Erdrogen (2009) state that Herzberg used a different approach in understanding motivation and the factors of what satisfies employees and what dissatisfies employees in the workplace. He states that Herzberg referred to dissatisfying factors as hygiene factors and satisfying factors as motivators. According to Herzberg research, Bauer and Erdrogen (2009) state that hygiene factors more pertain to job environment conditions whereas motivators are factors that encourage workers to work hard. Bauer and Erdrogen (2009) state that company policies, supervision and relationship, working conditions, salary, and security are examples of hygiene factors and motivators, on the other hand, are achievement, recognition, interesting work, increased responsibities, and advancement and growth. The presence of dissatisfying factors and the absence of satisfying factors can result in employees not being motivated and not working up to the level expected of them. Although, Bauer and Erdrogen (2009) state that there are limitations in Herzberg, they believe it can be used by managers to address motivation and dissatisfaction issues among employees. Both Bauer and Erdrogen (2009) and

Motivation can be defined as psychological forces that determine the direction of a person’s behaviour in an organization, a person’s level of effort and persistence in the face of obstacles (Jones & George, 2016). It is also the work a manager performs to induce subordinates to act in the desired manner by satisfying their needs and desires. It is concerned with how behaviour gets started, is energized, sustained and directed towards attaining a goal. It is characterized by being personal and internally felt, complex as it differs between individuals, system oriented, positive or negative based on the implications and instruments used (Gupta, 2017).

leadership, teams, performance management, managerial ethics, decision making and organisation change Steers, R.M & Mowday, T.R & Shapiro, D.L (2004) and this is the reason why this topic has attracted attentions from different authors and researchers in the past years. This has also led to the proposition of theories to support this managerial concept i.e. motivation. These theories are referred to as motivational theories. There are so many theories on motivation, each acting as a competitor to the other on attempt to best explain the nature of motivation. Within the vast number of theories, some are built on economic knowledge with a psychological understanding (Maslow, 1943) etc. Mullins, L.J suggests that all these theories are at least partially true and all help explain the behaviour of certain people at certain times but however, the search for a generalized theory on motivation at work appears to be in vain (Pg 414, 5th Ed). It is indeed because of the fact that there are no generalized or single solutions as to what motivates people or individual in organisation, that there are different theories on motivation. These theories are then divided into those concerned with identifying the needs toward which behaviour(s) is directed – content theory and those that are concerned with the dynamic, mental processes that lead to individuals following certain goals rather than others –

As Douglas McGregor began working on his book, The Human Side of Enterprise, he encountered Abraham Maslow’s theory. Maslow believed that people had 5 basic ascending needs. It was this theory that not only supported McGregor’s thinking about a hierarchy of motivation, but it also provided a strong theoretical foundation for his assumptions (Bobic, 2003). With a firm foundation McGregor shared his theory with the world, and his theory has had a lasting impact on management theory.

A theoretical framework is designed to evaluate the relationship between employee’s motivation and performance. On the basis of three motivational theories- Equity theory, Expectancy theory, Goal setting theory. The two types of variables influence the performance of employees-dependent and independent variables.