Employee Recognition in Relation to Motivation Theories

The term pauperization, which is delimitate using various terminologies, is frequently utilize to describe different eccentric persons of air. motive is the internal state or the condition that activates way and gives it direction the desire or fatality that energizes and directs goal-oriented behavior, or the entice of require and desires on the intensity and direction of behavior. (Huitt, 2001) Motivation is special to an individuals make-up, their personal interests, wants and desires, or take up to fulfill a goal.Several factors influence an employees train of motivation pay, opportunity for advancement, maturation and development, theorize security, h angiotensin converting enzymesty and integrity, makeing conditions, reward and cognition. Employee realisation is often praised at a successful motivator. To make what factors influence motivation we shoot to understand the research and theories authentic to define and explain motivation. Discussion Motivati onal theories dating back to the early 1950s provide a foundation to todays motivational c at a meterpts. Robbins, 2005) Abraham Maslow introduced the former structure of involve surmisal suggesting that necessarily atomic number 18 a physiological or psychological inadequacy that a person feels the urge to fit.Maslows possibleness proposes that individuals atomic number 18 make by multiple inescapably and that these needs atomic number 18 present in a hierarchical order. Maslows guess was that an unsatisfied need influences an individuals behaviour and once the need is satisfied it is no longer a motivator. The model of needs was developed using volt levels of humanity needs hysiological, safety, social, esteem, and self actualization. Physiological and safety levels were described as the lower levels of the model by-line the paper that these needs are satisfied externally. To satisfy the lower level needs of hunger, shelter, security is civil by things such as pay, medical benefits, or tenure. The spiriteder-order needs which are met internally include social, esteem, and self actualization. The sen sentencent is that an individual sours through each level of the model whizz by one. apiece level essential be satisfied before moving on to the next level in the subvert attaining self-actualization. Self-actualization is the point in which one has reached their maximum electric potential. (Robbins, 171) Douglas McGregor had opposing theories possibility X and Theory Y to explain an individuals behaviour in work and organizational life. McGregor theorized that management involved more than just now giving orders and coercing obedience it was a tutorshipful balancing of needs of the organization with the needs of individuals.McGregor quest aftered Maslows hierarchy of needs philosophy to describe human needs and to support the belief that an individuals need is satisfied through work. Studying how managers interacted with employee s, McGregor identified a set of beliefs managers used to assess employees. The assumptions identified in Theory X are based on the lower level needs (physiological, safety) on the hierarchy model. This portrayed a somewhat negative viewpoint using the assumption that most people forget avoid work because they dont like it and must be persuaded to put forth evidentiary lawsuit.The individuals in this category are non interested in macrocosm self-led, do non care to take on responsibility as they are content following directions. (Robbins, 2005) In opposition to this, Theory Y uses the upper level of the needs (social, esteem, self-actualization) hierarchy model stating that most individuals are self-led to accomplish goals in which they have set for themselves. In this corroborative view, McGregor identifies that employees regard work as a natural activity.This set forth led to the belief that motivation occurs due to an individuals drive to satisfy their needs. McGregor ide ntified those managers of Theory Y type employees believed that people inherently like to work. A contribute of this belief the manager pushes more responsibility on the employee in an seek shape employees goals to align with the organization. Following the steps of Maslow and McGregor, Frederick Herzberg developed a motivational opening based on the needs notion. Trying to answer the question what do people want from work, he developed the Two Factor theory.Based upon his studies he believed that satisfaction and dissatisfaction at work arose from different factors, and was not simply opposing reactions. Hygiene needs are defined as phoner policy, work conditions, relationship with supervisor, and salary by Herzberg. He believed that people strive to achieve hygienics needs because with surface them they are unhappy, further once satisfied the effect pull up stakes wear off. End moment or meaning is that satisfaction is temporary. This factor indicates that people are not m otivated by addressing these hygiene needs, fulfillment just appeases the individual.Herzbergs second factor is identifying motivators, suggesting that individuals are motivated by enabling them to reach for and satisfy real motivating factors such as personal growth, development, credit entry, responsibility and work which correspond to a high level of meaning and fulfillment. Maslow, McGregor, and Herzberg were pioneers in motivational study. The essence of research on the paper did not end on that point. Contemporary researchers have continued collecting data and developing theories in the subject area of motivation. The concept of what motivates an employee continues to intrigue researches.Data collected today is not a direct dispute to past theory but a reflection on the change of the times, the change in work environment. Clayton Alderfer modified Maslows Hierarchy of Needs introducing the ERG theory consisting of three need categories existence, relatedness, and growth. Alderfers theory suggested that course between the need levels is quite simple, resulting in a regression when an individual does not meet a higher-order need. The ERG theory starts with existence identifying an individuals need to satisfy hunger, thirst, and sex, correlating with Maslows lower level needs of physiological and safety.Alderfer classifies the need for successful relationships with others (family, friends, coworkers, etc) as relatedness aligning with Maslows theory of social need and esteem. Lastly, Alderfer categorise a persons desire for personal growth and increasing competence as growth. (Robbins, 2005) The ERG theory although similar to Maslows Hierarchy of Needs theory differs in the philosophy that people tail end work towards fulfilling the different level of needs at the alike(p) time.Contrary to Maslows beliefs that an individual must obtain and satisfy a need before attempting to work on the next need level Alderfer theorized that these areas are simult aneous. In addition to believing that individuals worked on the different needs categories at the same time he also introduced the concept of regression. As an individual attempts to satisfy a high prise need frustration my occur resulting in regression to satisfying a lower level need. This idea proposes potential impacts in employee motivation.An employee contribute become frustrated if the opportunity for growth and development is not make available resulting in regression towards the relatedness need. This leads to de-motivation where as the employee loses focus on satisfying the growth need and begins to quash on building and maintaining relationships with others. David McClelland developed a motivational theory based on needs as swell. McClelland proposed that individual needs are acquired over time and are shaped by the early experiences confront in life.McClelland identified three needs influence an individuals motivation and effectiveness in an organization achievement, power and affiliation. McClelland based his theory on the thought that everyone prioritizes needs differently. He also believed that needs were acquired based on an individuals experiences in life. The need to succeed or excel (achievement) is associated with individuals who are driven to do things better. These individuals are motivated by personal responsibility in identifying solutions to problems, desire nimble feedback on their doing to determine if they are improving or not, and set challenging goals. The need for power is the desire to have impact, to be influential, and to control others. (Robbins, 2005)Power can be categorized in one of two types personal and institutional. Individuals driven to direct others when its unwanted is personal power, whereas those who want to organize the efforts of others to shape up the goals of the association is institutional power. Individuals who possess the need for institutional power are more effective leading employees than one wh o desires to control people. Individual who have a high need of power are likely to follow a path of continued promotion over time.Behaviors including enjoying being in charge, wanting to influence others, select competitive situations, and are more concerned with prestige and influence over others versus effective exertion are associated with the need for power. And finally, McClelland identified the need for affiliation. People with the need for affiliation seek harmonious relationships, social approval, and need to feel accepted by other people. Individuals seeking to fulfill the affiliation need prefer to work in situations that provide social interaction they enjoy being part of a group and function to conform to the norm of the group.There are two types of motivation intrinsic and extrinsic. Intrinsic motivation is when individuals are internally motivated to do something because it either brings them pleasure, or they believe it is important. Many of the motivational theor ies discussed in the jump portion of this paper are associated with intrinsic motivation. Maslow, McGregor, Herzberg, Alderfer, and McClelland based their theories of behavior on individuals desire to satisfy canonic and advanced needs. These desires are based on the individuals level of personal satisfaction and the theory focuses on the natural tendency toward growth and development.Additional studies have been conducted with theories based on extrinsic motivation. outside motivation is when an individual is compelled to perform based on external factors like money, science, rewards, ect. cognitive theories such as Goal-Setting, Reinforcement, and Equity have received a similar amount of attention as needs-based theories. Cognitive theory is based on the idea that high intrinsic motivation levels are strongly patient of to the detrimental impacts of extrinsic rewards. No matter how interesting or exciting a job is thither is still an expectation for some type of extrinsic de frayal.For those positions or jobs that fall in between the highly satisfying intrinsically and low level less interesting work cognitive theory whitethorn be more appropriate. (Robbins, 2005) Edwin Locke believed that the objective of working towards a goal is a key foundation in employee motivation. Locke introduced the Goal-Setting theory using the concept that setting goals offers an employee structure. Goals establish was needs to be make, and from this the individual understands how much effort is required to complete the task.As the goal becomes more challenging the effort required increases. Understanding this raw material concept supports the theory that goals are valuable to the family in the respect that challenging goals leads to increased employee performance. Locke further suggests that employee involvement in goal setting increases the commitment and drive to obtain the goal. Taking a just about different coming, the Reinforcement theory looks at the relationship between behavior and the consequences that arise from specific behaviors.The theory implies that individual behavior can be modified using different techniques such as positive accompaniment, avoidance, extinction, or punishment. Reinforcement theory ignores the state of the individual and concentrates solely on what happens to a person when he or she takes some action. (Robbins, 2005) This theory is based on the idea that is the physical, environmental stimuli that individuals are undefendable to affects ones behavior, their motivation does not come from within (emotions, feelings, desires, etc. The idea is to respond or do not respond to certain types of behavior. An example of reinforcement is when a frustrated child is throwing a temper tantrum, one of two reinforcement approaches can be used Avoidance the parent ignores the behavior in an attempt to show the tantrum will not be acknowledged and the tantrum will end. Or, punishment such as placing the child in time will reinf orce that the type of behavior is unacceptable and will not be tolerated. The theory is that the negative consequence of being in time out will deter similar behavior.An individuals perception can play a large role in their job performance. The Equity theory states that employees liken their job process, the tasks required and their performance with other employees and react accordingly. Based on the comparison the employee may feel as though others are treated better, (increased pay, better working conditions, more/less hours) and tend to act accordingly. Employees will also canvass their output in relation to the companys input (reward) to determine if the input is equal to their effort.When there is a negative perception, or it felt that there is an inequality an individual may decide to minify the amount of effort they put forward, look for work elsewhere, reduce the quality of their work or attempt to persuade co-workers perceptions. On the other side of the theory when empl oyees perceive that they are being treated equitably or fairly they are more apt to be happy or satisfied resulting in increased participation/productiveness. Given a thorough review of the different theories that have been developed, studied and documented there is not a quick, easy, or one size fits all answer to what motivates employees.Most often the typical response to this question is money. But surprisingly enough when employees are surveyed money is not the number one answer. (Robbins, 2005) Kenneth Kovach Ph. D. , discusses employee survey results in Employee Motivation Addressing a Crucial Factor in Your musical arrangements Performance. Ranking high on the scale is full appreciation of work done. (Kovach, 1995) Kovach compared results from an employee survey conducted in 1946 and in 1995, employees ranked full appreciation of work done number 1 and number 2 respectively.Obviously the change in times and work environment played a part in the slight change over the years. Kovachs point is that based upon employee surveys money is not a hot topic, what seem to be on the minds of employees is interesting work, appreciation of work and the feeling of being in on things or involved. One approach to satisfy these desires is the use of recognition. learning, what is it? Websters dictionary defines recognition as to recognize, to know, to admit the value. To use this in todays organizations recognition is about noticing and honoring ones performance. Hansen, Smith, & Hansen, 2002) Employee recognition is the communication used to identify the positive performance or outcomes conducted for the organization.How do we correlate the use and effect of recognition with the different motivational theories? Hansen discusses Maslows concept of expressive mode theorizing that people are propelled by growth motivation rather than by deficiency motivation (lack of faith in human potential) Employees are not dependant on the extrinsic satisfaction, but rather dependan t on their own personalities and hidden resources for their continued growth and development. Hansen, 2002) Simply put, individuals are motivated by acknowledgment of progress, growth and development, as well as performance. Similarly, Herzbergs two-factor theory distinguishes between hygiene and motivator motivation factors. Hygiene factors correlate to job dissatisfaction, while motivator factors align with job satisfaction. Herzberg believed that job dissatisfaction and job satisfaction were not opposite each other, meaning that the lack of one did not result in the other. Job dissatisfaction does not mean that there isnt any job satisfaction.Hygiene factors (rewards) can be observed when an employee is asked to complete a project with a promise of position advancement, versus recognition for achievement as a motivator factor that is primary to the job. Ultimately, the use of rewards corresponds to the use of hygiene factors just as the use of recognition signifies the use of mo tivator factors. (Hansen, 2002) Using the mind set that we want employees to perform well, and, presumptuousness the right environment, and incentives, employees also want to perform well. Bobic & Davis, 2003) Reflecting on McGregors Theory Y, the managerial approach assumes first that people prefer to work and strive to perform, thus delegating responsibility to the employee allowing the worker to be creative, to have the opportunity to identify areas of concerns and find solutions.When this is accomplished with success, the manager recognizes the individuals ability to perform. The result is employee recognition resulting in increased responsibility and billhookability. McGregor supported Maslows theory that all humans had the potential to be creative, stating that elf actualized creativity to be innovative (Bobic &Davis) Management has the ability to motivate an individuals pursuit of self esteem, and self actualization through recognizing their ability to assume responsibilit y. Recognition of creativity and conversion will encourage the commitment and initiative the employee brings to company. By strengthening and enhancing behaviors that are a source of differentiation and uniqueness, recognition serves a strategic function. (Hansen, 2002) Motivational theories differ in the way the concept of motivation is defined and controlled.Each theory has it basis, whether it is a needs based concept, or a behavioural concept. Just as humans are genuinely different, so are the theories. We can make general assumptions in regards to human character, trait, desires, and reactions but in the end what is definite is situational. There are many factors such as ethnic background, environment, economics, and a persons upbringing that potentially has an effect on what will motivate an individual. Reviewing the basic concept behind the theory of motivation and recognition you can identify some simple correlations.The reinforcement theory is not just about administerin g negative consequences. There are several different types of behavioral based political programs available to address different concepts. For example a behavioral based safety program is built on the concept of recognizing safe behavior. Instead of focusing on the negative actions or dangerous attitudes of employees the program is established to recognize and reward safe behavior and encourage employee participation in identifying and correcting insecure conditions.In the same manner, the reinforcement theory can enhance employee motivation towards work performance if a positive approach is used. Pointing out the negative performance ratings or avoiding a problem employee results in de-motivating the employee. Similarly, avoiding a problem employee gives the perception that the manager or company doesnt care and fosters thinking of why should I? The last concept or theory to consider is the Equity theory. The basis for this theory is that employees expect a fair return for what t hey contribute to their job.This fair return is often evaluated based on what the return is for their effort. These individuals compare the input (reward/pay) by the company to the output (their effort) to determine if the reward warrants the effort put forth. Using the same concept employs also compare their input/outputs with their coworker to determine equality. If they feel that their coworker was given more for the same amount of work or less the employee will perceive this as unjust practices. Conclusion Motivation is the processes that account for an individuals intensity, direction, and persistence of effort in attaining a goal. Robbins, pg. 170) Identifying what drives and contributes to employee motivation has been a topic for numerous researches, psychologists, and organizations alike over the last fifty to sixty years. During these years many motivational theories were developed to explain what motivates individuals.Theories based on needs principal were developed by res earchers/psychologist such as Maslow, Herzberg, & McGregor. Maslow professed that the specific needs of people that must be met in order for them to be motivated, thus improving productivity. Herra, 2002) Additionally motivational theories were developed based on the concept of equity or reinforcement. The Equity theory represent the idea that equity is a perception of justice/equality based on what the employee puts out and receives in return. A comparison is made in regards as to performance/effort and what reward/recognition is received to determine if equality exist. Tasked with understanding what motivates employees organizations have spent a great amount of time, competency and resources identifying how to keep employees motivated under various, ever changing conditions.When asked what is of key importance employees respond with recognition (Robbins, 2005) Recognition of an employees accomplishments, performance and/or dedication to the organization results in increased produ ctivity, continued support of the companys goals, and positive employee attitude. Based on the motivational theories established, recognition, while not the only source of motivation seems to an easy, simplistic solution to improve employee motivation.Employee recognition serves two distinct purposes enhance employee motivation as well as bond together other motivators presently used for business organizations. An employees wage is payment for doing a job, benefits are designed to preserve an employees well being, and rewards are used to compensate for windup of a specific task or organizational goal. Recognition pulls the three aspects together as a means for organizations to develop and maintain a strong employee workforce.