Employee Motivation Is A Feedback Loop Between External And Internal Activities

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Change management is a feedback loop between external and internal activities, outcomes and needs. However, “many companies pay more attention to external activities than internal activities”- “their structures are still too tall” (Rodrigues, 2007, p.711). This is important as employee motivation is positively correlated with customer satisfaction – happy employees make happy customers (Rodrigues, 2007, p. 698). Success is not attainable in the absence of happy employees. Employees are the most important asset “held” by an organization. Employees are crucial to an origination’s strategy as they are the means by which strategy is “put to work”. Accordingly, management must engage in and provide supportive practices in order to motivate…show more content…
The components of the two theories are very different yet they seek to accomplish the same goal – to motivate employees (Bobic, 2003, p.245). Based on this, both theories have their place in the strategic architecture of an organization. The following text will analyze the components of theories X and Y to verify the added value of each. Theory X is based on the following assumptions.
• It is a manager’s job to drive and support motivation through the organization of resources, by directing and controlling employee behavior (McGregor, 2000, p.2).
• Humans by nature lack the ability to motivate themselves in the absence of the manager’s pressure and leadership (McGregor, 2000, p.2).
• Without the intervention of management employee will only do the bare minimum required of them (McGregor, 2000, p. 2).
• Employees are lacking of “ambition”, disliking of “responsibility” and prefer “to be led” (McGregor, 2000, p.2).
• Employees will not willingly engage in activities which result in the achievement of organizational needs in the absence of management’s guidance as they are “inherently self-centered” (McGregor, 2000, p.2).
• Employees are “by nature resistant to change” (McGregor, 2000, p.2).
• Motivating factors are based on meeting the individual employees’ “safety and physiological” needs (Bobic, 2003, p.244).
• Managers need to set clear rules and expectations for employees in order to drive success
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