Organizational Behaviour
TABLE OF CONTENTS
Introduction 2
Organization’s history and mission 2
Job description 3
Motivation Theory 4 Need for achievement 4
Need for Affiliation 4 Need for Power_____________________________________________________________4
Implication of the motivation theory______________________________________________5
House’s Path-Goal theory 7
Directive Leadership 7
Supportive Leadership 8
Participative Leadership 8
Achievement-Oriented Leadership_______________________________________________8
Subordinate Characteristics____________________________________________________8
Task Characteristics__________________________________________________________9
Equity Theory 10
Equity at Hydro-Quebec 11
Recommendations____________________________________________________________14
Coclusion___________________________________________________________________15
References__________________________________________________________17
Appendix___________________________________________________________18
Introduction
Today’s global competition requires organizations to offer stimulating jobs to their employees to retain them. Stimulating by itself however may not be enough to retain employees. Employees must feel that their rewards for the work that they do is fair. Both of aspects combined together usually leads to employee motivation. Governmental organizations are often seen as fair to their employees. However, is working for these kinds of organizations stimulating? and does it lead to employees motivation? Hydro-Quebec, a governmental organization, is responsible for generating, transporting and distributing electricity across the province of Quebec. The work of some of the employees as well as their opinions will be analyzed to determine if their work is motivating. Three theories were used for the analysis: McClelland’s theory of needs, House Path-Goal Theory and the Equity Theory.
Methodology
First, it was
Introduction 2
Organization’s history and mission 2
Job description 3
Motivation Theory 4 Need for achievement 4
Need for Affiliation 4 Need for Power_____________________________________________________________4
Implication of the motivation theory______________________________________________5
House’s Path-Goal theory 7
Directive Leadership 7
Supportive Leadership 8
Participative Leadership 8
Achievement-Oriented Leadership_______________________________________________8
Subordinate Characteristics____________________________________________________8
Task Characteristics__________________________________________________________9
Equity Theory 10
Equity at Hydro-Quebec 11
Recommendations____________________________________________________________14
Coclusion___________________________________________________________________15
References__________________________________________________________17
Appendix___________________________________________________________18
Introduction
Today’s global competition requires organizations to offer stimulating jobs to their employees to retain them. Stimulating by itself however may not be enough to retain employees. Employees must feel that their rewards for the work that they do is fair. Both of aspects combined together usually leads to employee motivation. Governmental organizations are often seen as fair to their employees. However, is working for these kinds of organizations stimulating? and does it lead to employees motivation? Hydro-Quebec, a governmental organization, is responsible for generating, transporting and distributing electricity across the province of Quebec. The work of some of the employees as well as their opinions will be analyzed to determine if their work is motivating. Three theories were used for the analysis: McClelland’s theory of needs, House Path-Goal Theory and the Equity Theory.
Methodology
First, it was
References: Task Characteristics These characteristics include the subordinates’ task design, the organization’s formal authority system, and subordinates’ primary work group (Northouse, 2010).Task structure: how repetitive the job is