05 Apr Although studying theory might seem to be an effort separate from practice (e.g., professional activities), good theories emerge from assessing practice. Accordingly, theories can p
Although studying theory might seem to be an effort separate from practice (e.g., professional activities), good theories emerge from assessing practice. Accordingly, theories can possess some usefulness in prescribing positive actions for leaders and organizations.
Assume you are the manager of a department in an organization. Select two of the theories you learned about this week that you believe will be most useful in managing your staff. (Be sure to review the supplemental readings as well). Select different theories or different combinations of theories than your classmates select. Address the following:
- Assess why you find the two theories you selected most practical or helpful.
- Evaluate how the two theories might interact with each other.
- Analyze whether you anticipate needing different motivational methods applying your selected theories according to the ages, races, national origins, cultures, genders, and educational backgrounds of your subordinates. Provide appropriate citations to support your conclusions.
- Justify three best practices that emerge from your selected theories (three best practices total. You do not need three best practices for each theory).
The final paragraph (three or four sentences) of your initial post should summarize the one or two key points that you are making in your initial response.
Your posting should be the equivalent of 1- to 2- single-spaced pages (500–1000 words) in length.
respond to 2 students post
· Assess why you find the two theories you selected most practical or helpful.
When comparing two different theories I think of the content theories and the process theories. What gives the employee the encouragement to fulfil their best ability to stay ahead of the crowd, name continually being brought up in management conversations. When you sit back and think what gets you motivated to be your best is the question that a lot of employees needs to ask their self. Recognition or some type of incentive or even a reward can be a starter for motivation. It set up the site of achievement and makes a particular action inciteful and hopes for s reward. Like promotions, bonus in pay, move up in authority, like a team leader, or management.
One of the most cited theories when it comes to work motivation is McClelland theory of human motivation that states, (McClelland, 2022) “Every person has one of three main driving motivators the needs for achievement, the affiliation or power. These motivators are not inherent it develops them through our culture and life experiences. Achievers like to solve problems and achieve goals. “ It’s like working their way through the needs and they need to feel satisfied, completed and then want to move on to something greater and better.
With standardization and simplification of the work would be the strongest motivator for one to reach the standard performance, of work that makes the processes well integrated, and even programmed. In the attempt to eliminate the wastage of resources you have to focus o achievement and the possibility of personal growth, and responsibility.
· Evaluate how the two theories might interact with each other.
When you think of the two different type of employee motivation intrinsic and extrinsic with the internal factors that help the motivation of an employee. Meanwhile the extrinsic also refers to the motivation the workforce gets from external sources. It like something you do it becomes personally rewarding to you. Or it involves with doing something you want to earn a reward from or try to avoid punishment in a sense.
· Analyze whether you anticipate needing different motivational methods applying your selected theories according to the ages, races, national origins, cultures, genders, and educational backgrounds of your subordinates. Provide appropriate citations to support your conclusions.
Its has been proven that member who belong in a diverse work place make it easier to develop a stronger since of understanding, and brotherhood in other nationalities. When leaders create a workplace a board with new policies and initiatives of increasing diversity in the workplace. The diverse organizations are more adaptable, and show consistent revenue growth, and set the standard as competitive leaders. This will break the gap many may have in the workforce, when measuring the unique demographics is an objective way of tracking growth. You gain lots of respect and more business alone on the fact you are hiring more variety of individuals and that will make an organization successful.
Justify three best practices that emerge from your selected theories (three best practices total
The best practices is when you provide security to employes, and hiring the right person for the job. Motivate effective teammates, and be fair with the performance based compensation. Be willing to train to push for higher skills. Making the information easily accessible to everyone. Just like classical management theory , and behavioral management theory, and modern management theory these represent a different type of era of evolution.
Reference
Clayton Smith Carson Babich “Leadership and management in learning organizations”
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Student 3 response
Steve Cleaves-Jones posted Apr 3, 2023 2:03 PM
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A person's Motivation is the driving factor to why they work and their ambition also contributes to their outcomes. Internally motivated individuals are driven by the accomplishment feeling from completing a job well done, while external motivation comes in the form of physical rewards like money, gifts, and trips (Luthans, 2009). Content theories are used to identify what factors affect individuals' behavior to be energized and to sustain motivated employees. Maslow’s Hierarchy of Needs comes from content theories and suggests that there is a priority system among people’s needs and as those needs are met, employees are motivated to maintain and sustain their satisfying lifestyle. External factors like food, shelter, friendship, and security only go so far in today's modern age when the world has so much more to offer. Today esteem and self actualization play a larger role in motivating a greater number of people because many societies limit access to more material goods than neighbors, as seen in socialist societies (Gibson, Ivancevich, Donnelly, & Konopaske, 2012). In capitalistic societies like America, the concept of accumulating more material goods than one’s neighbor has been widely utilized as a motivating factor. Status can go hand and hand, a lot of times material goods are the badge of honor employees seek to validate their accomplishment, while very unique few are truly motivated by the number of lives they saved and or being the first person they know to accomplish a particular milestone, such as college graduation. The best options in life will blend internal and external motivators together to give a person several reasons to succeed in the active endeavor. What’s interesting is that this theory states that once a need is met, people tend to be less motivated by factors alluding to the preservation of that need unless it is in jeopardy of falling through the waist side. People really live for the accumulation of wealth and values changes as people's living conditions change, but either way people aim to have everything they need as well as extras.
The process theory asks a different question. Instead of what motivates people, this theory considers how people are motivated by best practices for compliance. The Vroom expectancy theory suggests that people under this theory behave in a way that is conducive to high reward by acknowledging the high performance it takes to reach milestones. These employees are mostly externally motivated by the reward and use high performances as a means of achievement. These employees are also most likely to misbehave if expectations aren’t being met from an outcome stand point. “Individual differences exist between motivational dimensions and individuals' preference to engage in a particular physical activity mode” (Box, Feito, Brown, Petruzzello, 2019). Furthermore this group of people are also most frustrated when their work performance is interrupted because they will feel that they went above for nothing if they don’t revive the reward they aim towards. Either way companies are able to motivate their workers, I just find the expectancy theory to be more complicated in practice because it requires the company to be held accountable to a different standard for coming through with they’re side of the arrangement, when the Hierarchy of Needs creates a more patient employee who will accept gradual progress, feedback, and results (Hackman & Oldham, 1975).
References
Box, A. G., Feito, Y., Brown, C., & Petruzzello, S. J. (2019). Individual differences influence exercise behavior: how personality, motivation, and behavioral regulation vary among exercise mode preferences. Heliyon, 5(4). https://doi-org.su.idm.oclc.org/10.1016/j.heliyon.2019.e01459
Gibson, Ivancevich, Donnelly, & Konopaske. (2012). Organizations: Behavior, structure, processes (14th ed.). New York, NY: McGraw-Hill.
Hackman & Oldham. (1975). Development of the job diagnostic survey. Journal of Applied Psychology.
Luthans, F. (2009). Organizational behavior: An evidence-based approach (12th ed .). New York, NY: McGraw-Hill.
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Student 3 response
Steve Cleaves-Jones posted Apr 3, 2023 2:03 PM
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A person's Motivation is the driving factor to why they work and their ambition also contributes to their outcomes. Internally motivated individuals are driven by the accomplishment feeling from completing a job well done, while external motivation comes in the form of physical rewards like money, gifts, and trips (Luthans, 2009). Content theories are used to identify what factors affect individuals' behavior to be energized and to sustain motivated employees. Maslow’s Hierarchy of Needs comes from content theories and suggests that there is a priority system among people’s needs and as those needs are met, employees are motivated to maintain and sustain their satisfying lifestyle. External factors like food, shelter, friendship, and security only go so far in today's modern age when the world has so much more to offer. Today esteem and self actualization play a larger role in motivating a greater number of people because many societies limit access to more material goods than neighbors, as seen in socialist societies (Gibson, Ivancevich, Donnelly, & Konopaske, 2012). In capitalistic societies like America, the concept of accumulating more material goods than one’s neighbor has been widely utilized as a motivating factor. Status can go hand and hand, a lot of times material goods are the badge of honor employees seek to validate their accomplishment, while very unique few are truly motivated by the number of lives they saved and or being the first person they know to accomplish a particular milestone, such as college graduation. The best options in life will blend internal and external motivators together to give a person several reasons to succeed in the active endeavor. What’s interesting is that this theory states that once a need is met, people tend to be less motivated by factors alluding to the preservation of that need unless it is in jeopardy of falling through the waist side. People really live for the accumulation of wealth and values changes as people's living conditions change, but either way people aim to have everything they need as well as extras.
The process theory asks a different question. Instead of what motivates people, this theory considers how people are motivated by best practices for compliance. The Vroom expectancy theory suggests that people under this theory behave in a way that is conducive to high reward by acknowledging the high performance it takes to reach milestones. These employees are mostly externally motivated by the reward and use high performances as a means of achievement. These employees are also most likely to misbehave if expectations aren’t being met from an outcome stand point. “Individual differences exist between motivational dimensions and individuals' preference to engage in a particular physical activity mode” (Box, Feito, Brown, Petruzzello, 2019). Furthermore this group of people are also most frustrated when their work performance is interrupted because they will feel that they went above for nothing if they don’t revive the reward they aim towards. Either way companies are able to motivate their workers, I just find the expectancy theory to be more complicated in practice because it requires the company to be held accountable to a different standard for coming through with they’re side of the arrangement, when the Hierarchy of Needs creates a more patient employee who will accept gradual progress, feedback, and results (Hackman & Oldham, 1975).
References
Box, A. G., Feito, Y., Brown, C., & Petruzzello, S. J. (2019). Individual differences influence exercise behavior: how personality, motivation, and behavioral regulation vary among exercise mode preferences. Heliyon, 5(4). https://doi-org.su.idm.oclc.org/10.1016/j.heliyon.2019.e01459
Gibson, Ivancevich, Donnelly, & Konopaske. (2012). Organizations: Behavior, structure, processes (14th ed.). New York, NY: McGraw-Hill.
Hackman & Oldham. (1975). Development of the job diagnostic survey. Journal of Applied Psychology.
Luthans, F. (2009). Organizational behavior: An evidence-based approach (12th ed .). New York, NY: McGraw-Hill.
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Motivation.html
Motivation
What is motivation? It is "a process that starts with a physiological or psychological deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive" (Luthans, 2009, p. 157). Perhaps a visual can help us understand motivation:
Needs -> Drives -> Incentives
Needs are energizers or triggers creating behavioral responses. As a need arises, the individual develops and enacts the drive to fulfill that need by pursuing or receiving an incentive. For example, each day, people go to work because they have financial obligations to meet (needs) and they know that by doing their work (drives) they will receive paychecks (incentive). That process seems very simple yet, as we already learned, each individual is quite different, has different needs, and responds to motivational efforts differently. However, a primary implication for leaders is that the presence of a need in an employee may indicate an opportunity to exert motivational influence by creating or clarifying pathways for the employee to obtain a desired goal or incentive.
Reference:
Luthans, F. (2009). Organizational behavior: An evidence-based approach (12th ed.). New York, NY: McGraw-Hill.
One of the first things about motivation we can observe is whether a person seems motivated externally or internally. The externally motivated person seeks a physical reward, such as pay, bonuses, or benefits. The internally motivated individual seeks fulfillment simply in doing the job because the person sees his or her efforts as making a difference. We often see volunteer workers receiving internal rewards, but we can also see people in all kinds of work benefit from having done the job. Teachers often claim that they do the job for the joy of working with their students. The hospital staff claims to receive the greatest benefit from the job by helping people to get better. However, we cannot universally attribute internal or external motivation to certain job types, because there are individual differences in people filling those jobs.
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Process Theories.html
Process Theories
The process theories of motivation were the first to look at the progression of employee effort from job performance to job satisfaction. The content theories assumed that if employee effort led to performance, it also led to job satisfaction. The process theories did not make that assumption. If content theories answer “what” motivates, process theories answer “how” motivation occurs. That is, how behavior is energized, sustained, or stopped.
One of the well-known process theories is the Vroom expectancy theory. This theory suggests that employees are motivated to put forth effort because they value the reward they will receive for achieving the required level of performance. Central to the theory is the employee's thought process in determining how to behave. Essentially, the behavior is based on the employee's estimated probability that a result will occur. The employee conducts this thought process prior to deciding whether or not to act. Three terms are crucial to the expectancy approach.
- Expectancy: Putting forth effort will lead to the desired level of performance.
- Instrumentality: This performance will lead to a reward.
- Valence: The reward is a desired outcome for the employee.
Employees develop two expectations. First, a perceived probability of successful performance given a certain level of effort. Second, a perceived probability of receiving an outcome given the performance.
Expectancy theory is only one type of process approach. The supplemental material will discuss a second expectancy theory, an equity approach, and a behavioral modification process for motivation.
Additional Materials
View the PDF transcript for Process Approaches
media/transcripts/SUO_MBA5001 PDF W3 L3 Process Theories.pdf
Process Approaches Motivation © 2016 South University More Approaches Porter-Lawler Expectancy Theory of Motivation: This theory is far more complex than what we saw in the content theories. Let's take a stepwise approach to understanding it. At each step, the motivational process can halt.
1. Management determines a reward that it believes employees will be willing to work to receive. 2. The individual employee evaluates the perceived effort that will have to be expended to do the work and the probability of receiving the
reward. 3. The employee determines that the effort is worth putting forth for the reward to be earned. 4. The employee's abilities and traits and the employee's role perceptions are added to the employee's effort; thus performance is
accomplished. 5. As a result, the employee receives intrinsic and extrinsic rewards. 6. When those rewards are received, the employee evaluates whether the rewards are fair and equitable. 7. If the rewards are determined to be fair, the employee has job satisfaction.
Equity Theory of Motivation: This theory is based on the idea that employees are motivated when they perceive they are being treated fairly (equitably) in the workplace. Thus, an individual employee will compare the ratio of his or her input (efforts) to his or her outcomes (rewards) against those of others who are in a similar position. When the individual's input-to-reward ratio equals the referent other's input-to-reward ratio, the individual perceives there to be equity and is motivated to perform. However, if the individual's input-to-reward ratio is not equal to the referent other's input-to-reward ratio, the individual perceives an inequity in the work situation and seeks to minimize that inequality by:
1. Changing input—working less or putting less into the job 2. Changing outcomes—asking for a raise, more time off, or better assignments 3. Changing the reference person—seeking someone else to compare himself or herself with 4. Changing the input or outcomes of the reference person—asking the person to work harder or take on more responsibility 5. Changing the situation—quitting the job or getting transferred to another position within the company in search of a more equitable
situation Behavior Modification Theory: Organizational behaviorists have built on the work of B. F. Skinner to study the methods of encouraging desirable behavior. Over time, we have learned that the quickest, most effective means of getting desirable behavior from employees is through the application of positive reinforcement. Behavior can also be modified by applying punishment, extinction (the removal of rewards as a means of getting rid of a previously acceptable behavior), and negative reinforcement (pointing out when the employee does wrong as a means of shaping behavior into the desired behavior). Goal setting has been found to be very motivational as long as the goals are:
1. Specific 2. Clear 3. Measurable 4. Challenging, but achievable
Also, employees are more committed to reach the goals that they help to set.
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Content Theories.html
Content Theories
Motivational theories can be organized as two types: Content Theories and Process theories. Let’s first look at content theories of motivation. Content theories seek to understand what it is about the employee that leads to motivation or “what” motivates. The theories seek to identify the factors within a person that energizes, sustains, and stops behavioral responses.
One of the most well-known content theories is Maslow’s Hierarchy of Needs. This theory suggests that individuals have very ordered needs. The lowest order needs are physiological, safety, and belongingness needs. These must be met to sustain well-being.
- Physiological includes the need for food, drink, shelter and relief from pain.
- Safety and security includes the need for freedom from threats (events and surroundings).
- Belongingness, social and love includes the need for friendship, affiliation, and interaction.
The higher order needs are esteem and self actualization. They tend towards development and internal needs.
- Esteem includes the need for self-esteem and esteem from others.
- Self-actualization includes the need to fulfill oneself by making maximum use of potential, abilities, and skill.
According to the theory, a person can only be working on fulfilling one level at a time, and a person cannot advance to the higher needs until the lower needs are satisfied. Once satisfied, a need no longer exists and, thus, no longer motivates a behavioral response. Once the lower need is met, the person will move to the next need for motivation. Accordingly, the theory is sometimes called a satisfaction-progression theory. Maslow further indicated that no one ever fully self-actualizes; thus, that level would always be motivational.
For further information on Maslow's theory .
Additional Materials
View the PDF transcript for Content Theories
media/transcripts/SUO_MBA5001 PDF W3 L2 Content Theories.pdf
media/transcripts/SU_MBA5001_W3_G1.jpg
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