Motivation Theory

Topics: Motivation, Regulatory Focus Theory, Human behavior Pages: 5 (1779 words) Published: September 10, 2008
Six Recommendation on Motivation theory

The Goal of this Article is to analyse the various Motivation Theories for employees in the workplace environment. It attempts not to just present yet another theory of work motivation, rather focusing on metatheory which is the processes through which we can build more valid, more complete and more practical theories.

The authors of this article have drafted six recommendations that they believe and feel that are the best. It is in their view a combination of facts that can lead to better understanding of employee motivation factors and effective methods of management.

Recommendation 1 : Using the results of the existing meta-analyses to Integrate the valid aspects of different extant theories. In analysing the many theories that are available regarding work motivation the authors of this article found it amazing that there such large number of view points that existed when it comes to understanding the concept of motivation. This according to the authors can be explained by the fact that all the different theories are not really that different to each other. The authors of this article state that the idea using of Meta-analysis to build a theory, which is termed “mega-analysis” Was suggested by Schmidt. Schmidt and his colleagues used this in a small scale in the field of human resources management by tying it to a lot of factors such as Job experience, abilities, knowledge and performances on work samples as well as in the workplace (Happy Performing managers 2006- By Peter Hosie, Peter Sevastos, Cary L. Cooper ) . The authors are of the review are of the point of view that the scale of the study needs to made much wider and bigger to be useful to theorists and practitioners .

Recommendation 2 : Create a Boundary-less science of work motivation. The article states that knowledge is gained when it is shared between the different departments within a organisation. The article gives the examples of Jack Welch CEO of General Electric who was the first to coin the term “boundary-less organisation” as a result of frustrations that knowledge that was not shared between the myriads of divisions at GE. According to this line of thinking it is clear that work motivation theory needs to be extended and further developed within areas other than isolated task performance settings. Motivation theory should be applied in a Individual employee point of view as well as a team point of view. This is due to the fact that some issues might occur in a group setting but not be a issue when it’s dealing with a single employee. For example the article refers to Social Loafing that is a occurrence that is sometimes seen in a group situation. As managers or leaders its important to gather knowledge from these different settings and the challenges, but be mindful not to generalise these experiences. They can be situation specific. In my own personal work experiences I find the lack of knowledge and experience sharing very frustrating. I have noticed that during my time at my current organisation sharing of knowledge and Interaction of ideas between departments have decreased remarkably. I can understand the frustrations felt by Jack Welch CEO of GE since I strive to share and merge knowledge and see it as essential to the organisation and employees when having to perform tasks well. I feel like there is a lot of resistance and I have yet to determine why exactly it is the case in my current organisation. I feel that is possible to avoid a lot of undesirable outcomes if knowledge sharing knowledge.

Recommendation 3: Identify how general variables such as personality get applied to and are mediated by task and situation dependant variables. How the Situation moderates these variables and how they effect situational choice and structuring. The Authors of the article see that it’s important to overcome the problem of integrating the general with the specific in motivational...
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