Bmgt391 Research Paper
John Doe
BMGT 391/6380/Semester 1302
The Supervisor’s Role in Employee Motivation
February 3, 2012
Introduction The quest to sufficiently motivate employees is often a constant effort made by management and supervisors. Despite the large amount of attention it receives, the motivation process is largely misunderstood. Many people believe they can give motivation to someone else, but true motivation comes from within; it is an internal drive to behave a certain way (Leonard, 2013). The spark that ignites this internal drive is different for everyone, which is why obtaining a motivated workforce is not an easy task. Supervisors typically do not have the authority to manipulate every variable that influences an employee’s level of motivation, but that does not mean they are powerless. There are many ways supervisors can remain within their scope of authority and still effectively stimulate the motivation of employees. Due to the multitude of motivational theories, questions start to arise when supervisors need to choose which steps to take to begin the process. In order to make the correct decision, a basic understanding of the most popular and respected theories is imperative.
Motivational Theories Interest in human motivation is by no means a recent phenomenon. The Greek philosophers attempted to understand the topic long ago and largely attributed motivation to people’s desire to minimize pain and maximize pleasure, a theory known as hedonism. This explanation was accepted for quite some time, and it was not until the end of the nineteenth century that motivation moved from a philosophical issue to more of a psychological one. Researchers and scientists began looking for empirical evidence to explain motivation, rather than relying on speculation (Steers, Mowday, & Shapiro, 2004).
Maslow’s Hierarchy of Needs
One of the most well-known and accepted modern theories of motivation was developed by Abraham Maslow, a psychologist and college
BMGT 391/6380/Semester 1302
The Supervisor’s Role in Employee Motivation
February 3, 2012
Introduction The quest to sufficiently motivate employees is often a constant effort made by management and supervisors. Despite the large amount of attention it receives, the motivation process is largely misunderstood. Many people believe they can give motivation to someone else, but true motivation comes from within; it is an internal drive to behave a certain way (Leonard, 2013). The spark that ignites this internal drive is different for everyone, which is why obtaining a motivated workforce is not an easy task. Supervisors typically do not have the authority to manipulate every variable that influences an employee’s level of motivation, but that does not mean they are powerless. There are many ways supervisors can remain within their scope of authority and still effectively stimulate the motivation of employees. Due to the multitude of motivational theories, questions start to arise when supervisors need to choose which steps to take to begin the process. In order to make the correct decision, a basic understanding of the most popular and respected theories is imperative.
Motivational Theories Interest in human motivation is by no means a recent phenomenon. The Greek philosophers attempted to understand the topic long ago and largely attributed motivation to people’s desire to minimize pain and maximize pleasure, a theory known as hedonism. This explanation was accepted for quite some time, and it was not until the end of the nineteenth century that motivation moved from a philosophical issue to more of a psychological one. Researchers and scientists began looking for empirical evidence to explain motivation, rather than relying on speculation (Steers, Mowday, & Shapiro, 2004).
Maslow’s Hierarchy of Needs
One of the most well-known and accepted modern theories of motivation was developed by Abraham Maslow, a psychologist and college
References: Herzberg, F. (1968). One more time: How do you motivate employees?. Harvard Business Review, 46(1), 53-62. Kohli, A. K. (1985). Some Unexplored Supervisory Behaviors and Their Influence on Salespeople 's Role Clarity, Specific Self-Esteem, Job Satisfaction, and Motivation. Journal Of Marketing Research (JMR), 22(4), 424-433. Leonard, E. C., Jr. (2013). Supervision: Concepts and Practices of Management, 12, 109-122. Steers, R. M., Mowday, R. T., & Shapiro, D. L. (2004). THE FUTURE OF WORK MOTIVATION THEORY. Academy Of Management Review, 29(3), 379-387.