Hr Theories of Motivation

Human resources management was defined as ‘a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations’ by Boxall and Purcell (2003). Noon, 1992 (as cited in Armstrong, 2014 a, p6) drew ‘doubts of whether HRM was a map, a model or a theory. But it is evident that the original concept could be seen as a philosophy’. The human

Human Resource Management (HRM) is the terminology used to illustrate formal systems devised for the management of people within an organization. It is the method of managing an organization or company that is directly related to the employees of that particular organization. The success of a business often rely heavily on the performance of managing human resource. Maximizing the desires and benefits of an organization and helping a business grow by rewarding employees to help motivate and push them in their performance is one of the main aim of HRM. By doing this, it will have a positive impact on both the company and it’s entire organization.

Social needs acquired by such employees include love, acceptance and belonging. They must feel accepted and a sense of worthiness before they can work up to fulfilling other, more difficult needs. The esteem level on Maslow’s Hierarchy of Needs is the need for appreciation and respect. After the other levels of needs have been fulfilled, the esteem needs begin to play a prominent role in motivating behaviour. Theory Y employees will be motivated to gain respect in their organisation by achieving company objectives and by showing management their skills and abilities. The top need desired by such employees is self-actualisation. Maslow himself said;

If I ask any person who is successful in whatever he or she is doing what motivates him/her, very likely the answer will be "goals". Goal setting is extremely important to motivation and success.

context of the workplace, so as to assess the validity of the statement “Employees only go

Motivation in the workplace is often an ongoing problem for employers. Proper motivation is a key element in keeping employees driven to do good work and to finish tasks on time. There are several methods of motivation that help employees stay productive within an organization, and the means of motivation can vary wildly from person to person. Simply stated, different methods of motivation drive people differently. Webster’s dictionary says motivation is something inside people that drives them to action. In other words, it is the willingness to work at an

People are the key to business success. However nowadays of business this is often neglected and people are seen to be a necessary expense. A successful business does not just rely on a person’s power instead it involves continuous effective teamwork and communication. Storey (1995) defines that human resource management is an individual approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.

Human Resources is dependent on the success, happiness, and contentment of employees that keep the business on course. Motivation is one of the best ways to push employees forward while making sure everyone is in a comfortable position in their job. Motivational theories just attempt to explain what motivates or makes people act the way that they do. The goal of understanding these theories and their outcomes is to ensure a better performance from each employee, and to give each of those employees the best situation they can have in the workplace. Visionaries such as Abraham Maslow, Frederick Herzberg, and Henry A. Landsberger also brought forward new ways of management and ways to handle internal situations that changed the landscape of human resources as a whole. Motivational theories instituted in the workplace have a commonly positive effect on both employees and management, showing that it is important to strive for proven motivational practices.

Sadri and Bowen (2011), argue that managers can motivate their employees by helping them satisfy the need that is prevalent at any point in time and move on to the next level, only after the first need has been satisfied substantially. However, Ramlall (2004) argues that the satisfaction of these needs is not necessarily mutually exclusive. Maslow’s model demonstrates that people have different needs at different situations and at different stages of their lives. In this sense, managers at Hertz can use the following observations – regarding their practices’ success in satisfying the aforementioned needs - along with the respective recommendations, in order to satisfy their employees and subsequently improve their

This report will explore the problem of motivation at the workplace. Human resource practitioners now consider motivation as the biggest challenge to the modern workplace. Numerous surveys done in the UK and elsewhere in the world suggest that only a fraction of total employees is happy with their job. This is problematic because employee output is dependent on their level of motivation. Demotivated workers impose a cost on the employer due lost productivity. In other words, companies can improve performance of their organization by investing in improving employee motivation at work. From a theoretical perspective, employees lose their motivation if their needs are not met. Maslow hierarchy of needs suggests that employees can be motivated by meeting their needs. This paper also examines

Per Maslow, these needs which are the run of motivation for an employee to work are arranged in a hierarchical order of increasing importance. This order is “prepotency”. It means satisfied need no longer remains a motivator and only the next greater needs can motivate an employee to perform further. This was later analyzed due to there is no certainty that these needs are consider as a motivation hierarchical order as recommended, therefore

10. McGregor’s Theory X and Theory Y • Taught psychology at MIT. • At Antioch College, McGregor found that his classroom teaching of human relations did not always work in practice. • From these experiences, his ideas evolve and lead him to recognize the influence of assumptions we make about people and our managerial style. Content Theories of Motivation McGregor‟s Theory X and Theory Y – Theory X • Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision. – Theory Y • Assumes that workers can exercise self- direction, desire responsibility, and like to work. – Motivation is maximized by participative decision making, interesting jobs, and good group relations.

A broad body of literature in the management field is cantered around the idea of people as assets and emphasizes the importance of Human Resource Management (HRM) to improve firm’s performance and underpin its strategy.

There is now a growing importance shown to the role that employees play in an organisation, as people, if managed well, can be a vital asset in helping to achieve organisational goals. People form the majority part and are essentially one of the key resources that aids the organisation in achieving its success. Inarguably, organisations would never be able to operate, yet alone flourish, without human resource. It is therefore imperative for organisations to put in place a comprehensive system that will exploit the knowledge, skills and abilities of employees to their benefit. This system is widely regarded as the Human Resource Management (HRM) system. Boxall and Purcell (2003) suggests that a comprehensive and synergised HRM system plays an important role in providing sustainable competitive advantage for an organisation by enhancing organisational performance. Indeed, many literature reviews and past research done investigating the relationship between HRM practices and organisational performance show that firms who utilise HRM practices do generate a higher level of performance. More so, some studies indicate that there are specific HRM practices that are evidently more efficient than others, giving name to be ‘best practices’. This brings about the notion of the Universalist theoretical perspective, which identifies a set of HRM policies and practices that is universally associated with improved performance for all types of organisations and all types of employees

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.