Organizational Behavior Motivation
Critically analyse one concept of Organisational Behaviour and its various aspects in the context of individual behaviour. That concept may be attitudes, job satisfaction, personality, values, perceptions, emotions and moods, or motivation.
Motivation is a widely studied concept in the organizational management field. Wood et al. (1994) defined work motivation as the forces within an individual, which are reflected by the level, direction and persistence of effort put into his work to improve their work efficiency. The Hierarchy of Needs Theory proposed by Maslow (1943) states that every human being has five kinds of needs, which managers can use as motivators. In 1966, Frederik Herzberg put forward the Two-factor Theory, which divides the motivation into intrinsic and extrinsic factors. Hackman and Oldham proposed the Job Design Theory in 1980, which presumes that the work itself is the key motivation. According to Hofstede (2001), people form different cultural backgrounds have diverse work values. Thus managers should motivate their employees based on diverse values.
Personally speaking, motivation is the vary reason that employees complete their work as demanded, which fulfill the employees’ internal or external needs. High motivation leads to a satisfying job, which makes employee willing to contribute as much as they can to complete what is demanded. Usually, there are 5 factors of average job satisfaction: work itself, payment, promotion, supervision, and coworkers. Among the 5 factors, work itself accounted for almost 80%. (Robbins, S. 2008)
Human capital now is the most precious resource of a company, because the creativity of a firm’s core competitiveness is human beings, so the quality of the employees determines the future of a company. In this situation, employment and retention of “talent” employees becomes the key action of a company. To make employees “willing” to stay and generate their loyalty to the company, management have to maintain
Motivation is a widely studied concept in the organizational management field. Wood et al. (1994) defined work motivation as the forces within an individual, which are reflected by the level, direction and persistence of effort put into his work to improve their work efficiency. The Hierarchy of Needs Theory proposed by Maslow (1943) states that every human being has five kinds of needs, which managers can use as motivators. In 1966, Frederik Herzberg put forward the Two-factor Theory, which divides the motivation into intrinsic and extrinsic factors. Hackman and Oldham proposed the Job Design Theory in 1980, which presumes that the work itself is the key motivation. According to Hofstede (2001), people form different cultural backgrounds have diverse work values. Thus managers should motivate their employees based on diverse values.
Personally speaking, motivation is the vary reason that employees complete their work as demanded, which fulfill the employees’ internal or external needs. High motivation leads to a satisfying job, which makes employee willing to contribute as much as they can to complete what is demanded. Usually, there are 5 factors of average job satisfaction: work itself, payment, promotion, supervision, and coworkers. Among the 5 factors, work itself accounted for almost 80%. (Robbins, S. 2008)
Human capital now is the most precious resource of a company, because the creativity of a firm’s core competitiveness is human beings, so the quality of the employees determines the future of a company. In this situation, employment and retention of “talent” employees becomes the key action of a company. To make employees “willing” to stay and generate their loyalty to the company, management have to maintain
References: Daulatram B. Lund, 2003, “Organizational culture and job satisfaction”, Journal of Business & Industrial Marketing, vol. 18, no. 3, pp. 222. Hofstede, G. (2001), Culture’s Consequence: Comparing Values, Behaviors, Institutions, and Organizations Across Nations, Sage, Thousand Oaks, CA. Jacob Eskildsen, Kai Kristensen, 2010, “The relationship between job satisfaction and national culture”, The TMQ Journal, vol. 22, no. 4, pp.369-378. Lawson K. Savery, 1996, “The congruence between the importance of job satisfaction and the perceived level of achievement”, Journal of Management Development, vol. 15, no. 6, pp. 18-27. Retrieved from “A Case Study of Google Recruiting!!! Can any firm compete against this recruiting machine?” - By Dr. John Sullivan (2008) Stephen P, Robbins, Timothy A, Judge, 2008, Organizational Behavior, TSinghua University, China. Titus Oshagbemi, 2000, “Satisfaction with co-workers’ behavior”, Employee Relations, vol. 22, no. 1, pp. 88 Wood, J., Wallance, J., Zeffane, R.M., Schermerhorn, J.R., Hunt, J.G