Motivational Methods Hcs 325

Motivational Methods There are various motivational methods that are used in the workplace. There are three motivation theories; equity theory, expectancy theory, and goal-setting theory. In an organization, motivational methods are used to improve and prepare staff members for implementation of new policies. Motivational success depends on what methods are used and what the exact motivation is. One theory of motivation is equity theory. “The essence of the theory is that perceived inequity is a motivating state---that is, when people believe that they have been inequitably treated in comparison to others, they will try to eliminate the discomfort and restore a sense of equity to the situation” (Lombardi, 2007, p.284) . In an organization, not everyone will get along; there will be disagreements and even arguments. When a worker is dissatisfied with their job they will become less interested and invested in it. They will not work as hard as they once did which affects the team as a whole. A worker may even quit or be transferred if they perceive inequity (Lombardi, 2007, p.284). A way for a supervisor to correct this situation is to communicate the intended value of rewards given, by doing so; the worker feels like it is less of a competition and will strive toward the goal of getting a raise or promotion. “Social science research suggests that people are most likely to internalize norms when they feel autonomous, competent, and related to others” (Bartlett, 2009, p.1895). An important goal is for an employee to feel like they are an important part of the team. The expectancy theory is based on the question: “What determines the willingness of an individual to work hard at tasks important to the organization?” (Lombardi, 2007, p.284). If an organization is preparing for a change in policy, the supervisor must get their staff prepared for the change. In most cases, the workers feel fine with the policy they currently have and are reluctant for change

References: Bartlett, K. T. (2009). Making good on good intentions: The critical role on motivation in reducing implicit workplace discrimination. Virginia Law Review, 95(8), 1893-1972. Lombardi, D. J., Schermerhorn, J. R., & Kramer, B. (2007). Health Care Management. Hoboken, NJ: John Wiley & Sons. McGinley, J., & Meese, T. (2011, March). Intelligence Community Assessment: Generational differences in workplace motivation. American Intelligence Journal