1. Motivational theories
1.1. In an effort to motivate employees and achieve organizational goals, researchers have developed a variety of theories focused on motivating employees.
1.1.1. Two basis types of theories are known as content and process theories.
1.1.1.1. Content theories are based on individual needs that can either psychological or physiological and assume individuals are affected by factors that exits within the structure of the organization that can direct sustain and arouse one behavior.
1.1.1.2. Process theories. Relates to how an individual interprets information (input) and what rationale affects the behavior in the decision making process to satisfy their needs.
2. Content theories
2.1. Maslow hierarchy of needs
2.1.1. Is based on a hierarchy of needs that consists of physiological, safety, social, self-esteem and self-actualisaties needs.
3. Herzberg two factory theory
3.1. Was developed in 1960. Based on two factors which are hygiene factors are the cause of dissatisfied employees including working conditions.
4. McGregor theory X and Y
4.1. The theory is based on an assumption (perception) by management that employees are lazy, dislike work, and do not like to perform job responsibilities.
5. Goal setting theory
5.1. The theory states that the behavior is impacted strictly by goal setting. It is assumed that the hardest the goal isn’t reach the end result is higher performance as compared to setting and easier goal which result in lower performance
6. Management by objectives
6.1. Has been used by many organizations to motivate employees to achieve goals in a specified period of time.
7. Incentive compensation plans
7.1. Are also called pay for performances plans
7.1.1. Piece rate pay is based on fixed fee for the put out number of units produced
7.1.1.1. Profit sharing is the distribution of profits to the organization at year end
7.1.1.1.1. Bonuses are usually additional compensation to normal pay based on exerting specific performance goals and gainsharing is an incentive plan based on increased productivity versus profit from period to period.
8. Introduction on motivating employees.
8.1. Motivating employees has been a challenge for organizations with multigenerational workforces resulting in a continual search for approaches to alleviating this problem.
8.1.1. What is motivation and does it work?
8.1.1.1. The definition of motivation and how it affects and what a person does direction towards achieving a result or goal directed behavior.
9. Motivational factors,reward& model
9.1. What must be realized is that not all multi-generational employees are motivated for the same reasons due to demographic differences creating challenges for organizations
9.1.1. Personality factors
9.1.1.1. Traits and behavior impact how employees act within the organization
9.1.2. Organizational contextual factors
9.1.2.1. Is based on the following characteristics including internal company or external environment focus
9.1.3. Intrinsic and extrinsic rewards
9.1.3.1. Managers use both rewards to motivate employees by encouraging increased work performance.
9.1.3.2. Motivating model
9.1.3.2.1. Employees are willing to exchange effort work for some form of compensation, creating specific programs will result in a positive or negative affect on the employee behavior.
9.1.4. Solution to motivating employees
9.1.4.1. A motivated employee is a happy employee, is satisfied and productive at work while influencing other outcomes.
9.1.4.1.1. The solutions for motivating employees is the combination of using motivation theories and incorporating the following steps.
10. McClelland theory of needs
10.1. Was developed in 1960 focused on three needs. Achievement need, power needs and affiliation need based on the fulfillment of these three needs.
11. Expectancy theory
11.1. Individuals have choices and will make the choice that promises the greatest reward.
11.1.1. For employee to be motivated ET is based on three key element/ beliefs including expectancy.
12. Equity theory
12.1. How individual deal with fairness and justice in social comparisons or social exchanges which result in motivating their behavior.
13. Employee recognition programs
13.1. Are established to show appreciation to specific employees for a wide array of activities
13.2. Flexible work options
13.2.1. Employee involvement programs are not a new concept but a way to improve motivation increase job satisfaction and increase the level of performance.
13.2.1.1. These employees are involved and commuted in making sure that the organization is successful in trancing their strategic goals and objectieves