Content and Process Theories of Work Motivation

Content and Process Theories of Work Motivation The work motivation theories can be broadly classified as content theories and process theories. The content theories are concerned with identifying the needs that people have and how needs are prioritized. They are concerned with types of incentives that drive people to attain need fulfillment. The Maslow hierarchy theory, Fredrick Herzbergs two factor theory and Alderfers ERG needs theory fall in this category. Although such a content approach has logic, is easy to understand, and can be readily translated in practice, the research evidence points out limitations. There is very little research support for these models theoretical basic and predictability. The trade off for simplicity sacrifices true understanding of the complexity of work motivation. On the positive side, however, the content models have given emphasis to important content factors that were largely ignored by human relationists. In addition the Alderfers ERG needs theory allows more flexibility and Herzbergs two-fa ctor theory is useful as an explanation for job satisfaction and as a point of departure for job design. The process theories are concerned with the cognitive antecedents that go into motivation and with the way they are related to one another. The theories given by Vroom, Porter and Lawler, equity theory and attribution theory fall in this category. These theories provide a much sounder explanation of work motivations. The expectancy model of Vroom and the extensions and the refinements provided by Porter and Lawler help explain the important cognitive variables and how they relate to one another in the process of work motivation. The Porter Lawler model also gives specific attention to the important relationship between performance and satisfaction. A growing research literature is somewhat supportive of these expectancy models, but conceptual and methodological problems remain. Unlike the content models, these expectancy models are relatively complex and difficult to translate into actual practice. They have also failed to meet the goals of prediction and control Motivation Theory 1 Adams Equity Theory of Work Motivation The theory explains that a major input into job performance and satisfaction is the degree of equity or inequity that people perceive in work situations. Adam depicts a specific process of how this motivation occurs. Inequality occurs when a person perceives that the ratio of his or her outcomes to inputs and the ratio of a relevant others outcomes to inputs are unequal. Our Outcomes Our Inputs Others Inputs Our Outcomes = Others Outcomes = Equity Our Inputs Others Inputs Our Outcomes > Others Outcomes = Inequity (over-rewarded) Our Inputs Others Inputs Both the inputs and the outputs of the person and the other are based upon the persons perceptions, which are affected by age, sex, education, social status, organizational position, qualifications, and how hard the person works, etc. Outcomes consist primarily of rewards such as pay, status, promotion, and intrinsic interest in the job. Equity sensitivity is the ratio based upon the persons perception of what the person is giving (inputs) and receiving (outcomes) versus the ratio of what the relevant is giving and receiving. This cognition may or may not be the same as someone elses observation of the ratios or the same as the actual situation. If the persons perceived ratio is not equal to the others, he or she will strive to restore the ratio to equity. This striving to restore equity is used as the explanation of work motivation. The strength of this motivation is in direct proportion to the perceived inequity that exists. Research suggests that individuals engage in illegal behaviors to maintain equity in relationships, either with their employing organization or with other people (Greenberg, 1990). The theory was later expanded with the concept of Organizational Justice. Organizational justice reflects the extend to which people perceive that they are treated fairly at work. It identified three different components of justice: distributive (The perceived fairness of how resources and rewards are distributed), procedural (The perceived fairness of the process and procedures used to make allocation decisions) and interactional (The perceived fairness of the decision makers behavior in the process of decision-making). (Copanzano, Rupp, Mohler and Schminke, 2001). Critiques: Equity theory is descriptive and it reflects much of our everyday experience. As a theory however equity is only partial in analysis and as a predictor. There are many societal and institutional variables (inequalities) that we all navigate. The theory ignores peoples natural resilience, their competitiveness, selflessness and selfishness, their ethical dilemmas in decision-making and their passions. It does not adequately explain interactions in close relationships such as marriage or emotional labor where we may provide care to others at a burdensome cost of declining personal well-being and self-denial. Norms of equity and reciprocity are often discounted in close and romantic friendships or where there are deep family bonds. In the social exchanges of business, causal, or stranger relationships, there may be more of a dominant assumption that inputs are offered with the expectation of a like response. There is more of a formal contract of tangible and intangible reward. A promise unfulfilled, without proper reciprocity incurs a debt of honor. A promise is broken. In our community, obligations of reciprocal response operate. We are expected to apply the Golden Rule and to help where we can an act ably demonstrated by the Parable of the Good Samaritan. Social exchange theory assumes rational, calculated action involving an expected pay-off. We do not always act rationally. Many will not be as selfish as rational action may suggest. Indeed our reward may be the inner glow of respecting oneself and living to ones own values. Such altruism, albeit self-referential, does not sit easily under the assumptions of the rational, economic-person model. Implications It is necessary to pay attention to what employees perceive to be fair and equitable. For example: In my company, one of my colleagues was assigned to a project that required him to work during non business hours frequently. He worked three days at the office and two days at home in a week for a month and half. This caused others to start working from home during business hours. Allow employees to have a voice and an opportunity to appeal. Organizational changes, promoting cooperation, etc. can come easier with equitable outcomes. Managements failure to achieve equity could be costly for the organization. For example: One of my technically team members was not very competent. He took double the time to complete any give work when compared to the others. Management failed to take any action; instead the others were given more work. Eventually, even the competent workers took it easy to restore equity causing project delays. Motivation Theory 2 Vrooms Expectancy Theory of Motivation: Expectancy theory provides a framework for analyzing work motivation, which is eminently practical. It provides a checklist of factors to be considered in any managerial situation and it points to the links between the relevant factors and the direction, which these factors tend to follow in their interrelationships. (Tony J. Watson, Routledge Kegan Paul, 1986). Expectancy theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. It can be used to predict motivation and behavior in any situation in which a choice between two or more alternatives must be made. (Kreitner R. Kinicki A., Mcgraw Hill, 7th Edition). Vroom gave the following equation of Motivation: Motivation (M) = Valence (V) x Expectancy (E) Valence stands for the preference of an individual for a particular outcome. Thus, when an individual desires a particular outcome the value of V is positive. On the other hand when the individual does not desire a certain outcome, the value of V is negative. The value of expectancy ranges between zero and one. When a certain event will definitely not occur the value of E is zero. On the other hand when the event is sure to occur the value of E is one. Since its original conception, the expectancy theory model has been refined and extended many times. The better know of all is the Porter-Lawler model. Although conventional wisdom argues that satisfaction leads to performance, Porter and Lawler argued the reverse. If rewards are adequate, high levels of performance may lead to satisfaction. In addition to the features included in the original expectancy model, the Porter-Lawler model includes abilities, traits, and role perceptions. Critiques: Vrooms theory does not directly contribute to the techniques of motivating people. It is of value in understanding organizational behavior. It clarifies the relation between individuals and the organizational goals. The model is designed to help management understand and analyze employee motivation and identify some to the relevant variables. However, the theory falls short of providing specific solutions to the motivational problems. The theory also does not take into account the individual differences based on individual perceptions nor does it assume that most people have the same hierarchy of needs. It treats as a variable to be investigated just what it is that particular employees are seeking in their work. Thus the theory indicates only the conceptional determinants of motivation and how they are related. Research studies have confirmed that the association of both kinds of expectancies and valences with effort and performance. The motivated behavior of people arises from their valuing expected rewards, believing effort will lead to performance, and that performance will result in desired rewards. The expectancy theory explains motivation in the U.S. better than elsewhere and therefore may not be suitable for other regions. Implications This theory can be used by the managers to: Determine the primary outcome each employee wants. Decide what levels and kinds of performance are needed to meet organizational goals. Make sure the desired levels of performance are possible. Link desired outcomes and desired performance. Analyze the situation for conflicting expectations. Make sure the rewards are large enough. Make sure the overall system is equitable for everyone. Motivation Theory 3 Maslows Theory of Hierarchy of Need: Maslow believed that within every individual, there exists a hierarchy of five needs and that each level of need must be satisfied before an individual pursues the next higher level of need (Maslow, 1943). As an individual progresses through the various levels of needs, the proceeding needs loose their motivational value. The basic human needs placed by Maslow in an ascending order of importance can be summarized and shown as below: The desire to become what one is capable of becoming. These are the needs to be held in esteem both by oneself and by others. These are the needs to belong and to be accepted by various groups. These are the needs to be free of physical danger. The safety needs look to the future. These are the basic needs for sustaining human life itself, such as food, water, warmth, shelter, and sleep. Maslow in his later work (Maslow, 1954) said: Gratification of the self-actualization need causes an increase in its importance rather than a decrease. Long deprivation of a given need, results in fixation for that need. Higher needs may emerge not after gratification, but rather by long deprivation, renunciation or suppression of lower needs. Human behavior is multi-determined and multi-motivated. Critiques: Part of the appeal of Maslows theory is that it provides both a theory of human motives by classifying basic human needs in a hierarchy and the theory of human motivation that relates these needs to general behavior. Maslows major contribution lies in the hierarchical concept. He was the first to recognize that a need once satisfied is a spent force and ceases to be a motivator. Maslows need hierarchy presents a paradox in as much as while the theory is widely accepted, there is a little research evidence available to support the theory. It is said that beyond structuring needs in a certain fashion Maslow does not give concrete guidance to the managers as to how they should motivate their employees. Implications: The need hierarchy as postulated by Maslow does not appear in practice. It is likely that over fulfillment of anyones particular need may result in fixation for the need. In that case even when a particular need is satisfied a person may still engage in the fulfillment of the same need. Furthermore, in a normal human being, all the needs are not always satisfied entirely. There remains an unsatisfied corner of every need in spite of which the person seeks fulfillment of the higher need. A person may move on to the next need in spite of the lower need being unfulfilled or being partly fulfilled. Conclusion No single motivation theory can suffice in todays workplace. Each motivational theory has its pros and cons. A theory may get the highest performance from an employee but may not from another employee. The organizations workplace has changed dramatically in the past decade. Companies are both downsizing and expanding (often at the same time, in different divisions or levels of the hierarchy). Work is being out-sourced to various regions and countries. The workforce is characterized by increased diversity with highly divergent needs and demands. Information technology has frequently changed both the manner and location of work activities. New organizational forms (such as e-commerce) are now common. Teams are redefining the notion of hierarchy, as well as traditional power distributions. The use of contingent workers is on the rise and globalization and the challenges of managing across borders are now the norm. These changes have had a profound influence on how companies attempt to attract, retain, and motivate their employees. Yet we lack new models capable of guiding managers in this new era of work. As management scholar Peter Cappelli notes, Most observers of the corporate world believe that the traditional relationship between employer and employee is gone, but there is little understanding of why it ended and even less about what is replacing that relationship (Cappelli, 1999). I believe that the existing work motivation and job performance theories are inadequate to cater to the present era of such diverse workforce. New theories of motivation are required to commensurate with this new era.

Qualitative Research Methodologies Essay

Veal (2000) has described research a â€Å"systematic and careful inquiry ands search for the truth† or an investigation into a subject to discover facts. Research is collection of methods, tools and techniques for acquiring knowledge. The nature of research is to discover and explain and answer the unanswered questions. Qualitative methodology focuses on â€Å"quality† a term referring to the essence or ambience of something (Anastas, 1999). Qualitative methods are used to understand complex social phenomena. They are suitable to seek knowledge about the fundamental characteristics of a phenomenon under study. Types of Qualitative Methodologies Case-Study Research Methodology Case study as a â€Å"realistic† methodology, which deals with solid and specific questions. Case study translates research question into more researchable problems, and provides rich examples, which are easy to comprehend. The significance of case studies is its revealing meaning of a phenomenon. Observation Research Methodology Scott (2001) has described observation an effective way of finding out about people in their particular environment. Observational research method provides understanding of interaction between marketers and users, exploring members interaction in an organisation and understanding norms in a community. Ethnographic Research Methodology According to Garson (1998) ethnography is the study of cultural groupings. It concentrates on close field observation of socio-cultural phenomena. Ethnographic research is a holistic approach that tries to understand a culture through the members of given culture. Quantitative Research Methodologies Quantitative research is gathering data in quantity. The goal of the quantitative research approach is to find out the truth by using statistical procedure. Hara (1995) has pointed out that quantitative methodology allows readers to understand facts easily by looking at charts and graphs. The use of statistics reduces contradictions, which may exist in research. Morgan (2000) has mentioned that â€Å"quantification† allows accuracy of statements by providing facts and figures with precision. Absence of one will make the other incomprehensible. It is assumed that quantitative methodologies are more logical and more comprehensible than qualitative methodology for this reason. descriptive, experimental, quasi-experimental Methodologies. Data Collection However for this research the most appropriate method for this study is case study as this study is comparison of these two cities based on the data and facts obtained from different libraries, books, journals, newspapers and census department to answer the questions below. †¢ How history and geographical location influence their development? †¢ What are the current economic figures of the cities? †¢ How much progress these cities have made in trade, commerce health education and sanitation systems? †¢ What is the role of geography and location in the development of urban cities?

Legal Issues - Free Essay Example

Sample details Pages: 4 Words: 1080 Downloads: 6 Date added: 2018/12/28 Category Security Essay Type Research paper Level High school Tags: Social Network Essay Did you like this example? Introduction In this watch, there was a started look through that was an aftereffect of individual affirming on the wellspring of medications and in such cases, there can be directed a pursuit without a hunt guarantee and that was what happened. A court order is a court arrange that a justice, judge or Supreme Court official issues approve law requires officers to lead a pursuit of a man, area, or vehicle for proof of a wrongdoing and to take any confirmation they find. In many nations, a court order cant be issued with thehelp of common process (Liederbach, J. Don’t waste time! Our writers will create an original "Legal Issues" essay for you Create order 2014). Wards that regard the administration of law and a privilege to security compel police powers and normally require court orders or a proportional system for seeks police directed over the span of a criminal examination. The laws more often than not make a special case for direct pursuit: a cop following a criminal who has fled the scene of a wrongdoing has the privilege to enter a property where the criminal has looked for theshield. This diverges from tyrant administrations, where police commonly can look property and individuals without providing avocation or secure court consent. this is precisely my case in this circumstance. I had a reasonable expert to lead a pursuit and research on the wellspring of the medications that were found in the vehicle. Warrantless quests are done in situations where: Assent: a warrant hasnt required a man responsible for the protestor property gives assent to the inquiry. Immediate pursuit of a criminal (to keep a criminals escape or capacity to hurt others); Fast approaching annihilation of proof: where confirmation may be devastated before a warrant can be appropriately acquired; Crisis looks, for example, where somebody is heard shouting for help inside a residence; or Pursuit occurrence to capture (to relieve the danger of mischief to the capturing officers particularly). Open security: a warrantless inquiry might be passable in a crisis circumstance where people, in general, is under threat (Babbie, 2014). Plain view: confirm is in the plain perspective of law requirement officers, from a legitimate vantage point (with comparative exemptions that incorporate plain notice, where the officer distinguishes a scent that obviously shows the nearness of stash or criminal movement). with a specific end goal to influence a capture, there requirements to be a reasonable justification which for my situation can be founded on either coordinate perception by the cop, or on noise data gave by others. Data the police convey to the nonpartisan and disconnected justice must set up that, considering the cops understanding and preparing†the officer knows certainties, either through individual perception or through gossip, that would propose to a sensible, reasonable individual that the individual named in the warrant perpetrated or was carrying out a wrongdoing (Browning,2014). From 1964 to 1983, a naturally satisfactory oath involved only or essentially of noise data needed to have contained data proposing to the looking at theofficer that the prattle declarant providing the data to the police was a solid individual and that the gossip declarant had a solid premise of learning for the claimed certainties. Since 1983, a naturally adequate sworn statement must help a determination by an investigating judge that the totality of the conditions propose that there is a reasonable likelihood that the realities the police depended on for reasonable justification to capture are substantial; the off icer adjusts the relative weights of all the different indicia of unwavering quality (and untrustworthiness) going to a sources tip. the individual to be captured would be the presumes discovered directly with the medications and had a lab close to their place where they did all their medication dealings. To the best of the examiners capacity, the wrongdoing scene must be shielded from vehicular movement and climate-related impacts. Keeping unapproved or superfluous individuals out of the region is imperative in keeping up a flawless wrongdoing scene with the goal that allegations of wrongdoing scene altering and pollution caused by ill-advised techniques, are evaded. for this situation,every one of the announcements composed by the suspects in understanding to the examination of the case will be profoundly shielded in my own records. In numerous towns and urban communities, province lead prosecutors and also arraigning attorneys are regularly called to the scene of a wrongdoing as an issue of cordiality or city government strategy. In any case, it is critical to restraining access to a wrongdoing scene, and that goes for everybody who isnt significant to the assignment of looking at or gathering proof. A wrongdoing scene agent must know about the convention and arrangements of any law implementation office they work with so as to keep away from challenges that can emerge from such a circumstance(Vogel, 2014). A criminal case can be made, or lost, at the wrongdoing scene. It is where the best room for mistakes lies, and the one place where inappropriate methodology or softening convention up the gathering and recovery of proof faces the best investigation, quickly following the strategy, as well as maybe, months or even years after the fact when the case goes to trial. this will raise my dependable to deal with the wrongdoing scene with extraordinary care so as to secure at that point prove for later use for the situation,particularly at the court. Th e essential thought now of any examination is to detach and safeguard the medications found with the suspects and secure the encompassing zone to maintain a strategic distance from any messing with the proof (Vogel, 2014). 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