One of my friends used to work for a very famous International Group as the sales manager for 2 years, then she jumped to another company which promised her a higher salary, we all agree that she made a smart move in her career because her salary was almost doubled after changing the job. Unexpectedly, her job changing was end up with regrets because she could not generate as much revenue for the company as before. She told me her salary was doubled but she lost a team which has been working together with her for 12 months. She felt powerless and the working environment was also becoming unpleasant. Through my friend’s experience we could see that it is true that money plays a very important role in work motivation but if you, as an employer or manager, intend to make your staffs happy, there is always more work you need to do. Most of managers within either big corporations or SMEs had indicated that nowadays employees are becoming tougher to motivate. The process of motivation within the company is a complex. We define motivation as the processes that account for an individual‘s intensity, direction, and persistence of effort toward the organizational goals. (Stephen P. Robbins & Timothy A. Judge, 2003) Throughout time, the theories of motivation include early theories and modern theory has been developed a lot. Each of those theories we have learnt from our text book somehow has been applied and tested as to its effects on people’s lives, jobs, and personal goals in life and in the work place. In this assignment three most popular motivation theories will be discussed and analyzed. They are Maslow (Hierarchy of needs theory), Herzberg (Two-factory theory ) and Adams (Equity theory). Also, those issues raised in the case will be discussed in the light of those three theories. The purpose of this assignment is to analyze those theories of motivation and how it will link to practical work in the workplace. In fact, China is still the fastest developing country in the world, plus, cheap manpower is no longer China’s hotspot. Chinese companies are facing significant problem in motivation recently. It is critical issue for managers to make their employees workable and happy because it has been said that one of manager’s most basic tasks is to communicate with and motivate their workers (Ruthanakoot, 2003). Hence, in the end this assignment, a few suggestions will be given to all Chinese corporations to help them understand how to handle motivation issues exactly.
2. Maslow (Hierarchy of Needs Theory)
3.1 Core Concepts of Maslow’s Theory
Maslow’s Hierarchy of Needs Theory is one of the most well -known motivational theories. In his theory, he identifies five levels of hierarchical needs that individual is going to accomplish or conquer throughout one’s life. The needs start with the physiological (hunger, thirst, shelter) and then move upward in a pyramid shape through safety, social, and esteem needs, to the advanced level need for self-actualization (see Appendix Page, Figure 1). The need of self-actualization could be defined as one’s desire and striving towards maximum personal potential. (A. Maslow, Motivation and Personality, New york: Harper & Row, 1954) The Pyramid shape to the theory is intended to indicate that some needs are more important than others and have to be satisfied before the other needs can serve as motivators(Schermerhorn, 2003). “According to Maslow, once a lower-level need has been largely satisfied, its impact on behavior diminishes” (Hunsaker. 2005) Maslow’s theory is very famous but for some reasons, it is difficult to relate this distinct five-level hierarchy within an organization. Many times when this theory has been implemented, the results show that the needs contribute to motivation more heavily according to the level of the individual, the size of the organization, and even the geographic location of the company.
3.2 Case Study
Bibliography: Journal of Organizational Behavior Management, 31:221–235, 2011
Copyright © Taylor & Francis Group, LLC
Journal of Organizational Behavior Management, 31:262–276, 2011
Copyright © Taylor & Francis Group, LLC
Journal of Organizational Behavior Management, 31:288–315, 2011
ACAD MANAGE PERSPECT February 1, 2012 vol. 26 no. 1 12-33
Management Practices Across Firms and Countries
Motiv Emot (2012) 36:382–395
Journal of Organizational Behavior, J. Organiz. Behav. 33, 700–722 (2012)
Published online 21 November 2011 in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/job.785
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