The Theory Of Human Resource Management Practices

768 WordsAug 26, 20164 Pages
Introduction It’s been found that human resource management practices which enable or motivate individual efforts may have trivial or even negative effects on collective efforts and vice versa (Zhao, 2009). The man who’s lower-level needs are satisfied is not motivated to satisfy those needs any longer. For practical purposes they exist no longer (Ott, 2008). Then how do managers motivate and, more importantly, how do managers know when to pull back from historical motivational techniques to lessen the likelihood of overusing bland techniques? Gaps discovered in the literature Zhao presents that gaps exist in motivational techniques. There is need to apply a multilevel perspective to conceptualize and study the mediating factors between HRM practices and knowledge creation, such as KSA’s and motivation (2009). The way forward may lie with team motivation rather than focusing on individual motivation. Team prosocial motivation is defined as team members’ shared desire to focus their efforts on benefitting others (Hu, 2015). Group members who are not only motivated to work alone but also motivated to work with others share more information and experience fewer communication difficulties then members who are only motivated to work alone (Todorova, 2008). This suggest that team motivation would have a more positive effect on a larger population within the organization. Burning research questions that need to be answered The fact that management has provided for
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