Organisational Behaviour and Leadership
Organisational Behaviour and Leadership
Index:
1. Executive summary
2. Comparing Maslow’s theory of motivation with Skinner’s reinforcement theory in view of critique of each theory with special reference to the South African workplace.
3. A critical evaluation of the similarities and differences between reinforcement and the expectancy theories of motivation. Motivating a choice as to which one has the mist relevance to explaining the work motivation of employees in South Africa.
4. How managers can encourage effective performance by managing the reward process in their organisations. Applying two motivational theories to effect performance.
5. References
Executive Summary:
Other than being familiarised with different theories and that all are motivation related; the three assignments led to discoveries that: 1. One theory can be embedded in another when the purpose for a theory is changed, i.e. from a need to a behaviour. 2. By comparing theories, content (need) theories focus on the need as a motivator per se, whereas process/cognitive theories focus on how we are motivated. They differ a lot and similarities are rather superficial.
The third assignment revealed that by focusing on a feature like performance one could discover specific motivational theories suited to it and how other can be instrumental to its goal. It is my opinion that companies will really benefit from considering making use of the expectancy model. It is an individual directed approach to further effective performance. They will have to apply the equity theory to make their approach fair and just.
In fact, the expectancy model is as much an operational model as it is a motivational theory.
1. Comparing Maslow’s theory of motivation with Skinner’s reinforcement theory in view of critique of each theory with special reference to the SA workplace.
McShane & Von Glinow (2010: 136) states that Maslow’s theory is a holistic approach of
Index:
1. Executive summary
2. Comparing Maslow’s theory of motivation with Skinner’s reinforcement theory in view of critique of each theory with special reference to the South African workplace.
3. A critical evaluation of the similarities and differences between reinforcement and the expectancy theories of motivation. Motivating a choice as to which one has the mist relevance to explaining the work motivation of employees in South Africa.
4. How managers can encourage effective performance by managing the reward process in their organisations. Applying two motivational theories to effect performance.
5. References
Executive Summary:
Other than being familiarised with different theories and that all are motivation related; the three assignments led to discoveries that: 1. One theory can be embedded in another when the purpose for a theory is changed, i.e. from a need to a behaviour. 2. By comparing theories, content (need) theories focus on the need as a motivator per se, whereas process/cognitive theories focus on how we are motivated. They differ a lot and similarities are rather superficial.
The third assignment revealed that by focusing on a feature like performance one could discover specific motivational theories suited to it and how other can be instrumental to its goal. It is my opinion that companies will really benefit from considering making use of the expectancy model. It is an individual directed approach to further effective performance. They will have to apply the equity theory to make their approach fair and just.
In fact, the expectancy model is as much an operational model as it is a motivational theory.
1. Comparing Maslow’s theory of motivation with Skinner’s reinforcement theory in view of critique of each theory with special reference to the SA workplace.
McShane & Von Glinow (2010: 136) states that Maslow’s theory is a holistic approach of
References: Bagraim, J., Potgieter, T., Viedge, C., Werner, A. &Schultz, H., ed 2003. Organisational behaviour: a contemporary South African perspective. Pretoria: Van Schaik. Hunt, J.G., Osborn, R.N., Uhl-Bien, M. &Schermerhorn, J.R. 2011. Organizational behavior. 11th ed. Hoboken, NJ: Wiley. Kreitner, R. & Kinickin, A. 2010. Organizational behavior. 9th ed. Boston: McGraw-Hill/Irwin. Kreitner, R. 2009. Principles of management. 11th ed. Mason, Ohio: South-Western Cengage Learning. Luthans, F. 2011. Organizational behavior: an evidence-based approach. 12th ed. New York: McGraw-Hill, Irwin. McShane, S.L. & Von Glinow, M. 2010. Organizational behavior: emerging knowledge and practice for the real world. 5th ed. New York: McGraw-Hill. Robbins, S.P. 2001. Organizational behavior. 9th ed. Upper Saddle River, NJ: Prentice Hall. Slocum, J.W. & Hellriegel, D. 2011. Principles of organizational behavior. 13th ed. Australia: South-Western Cengage Learning.