Analyze Two Main Theories of Motivation Namely: Maslow’s Hierarchy of Needs Theory and Herzberg Two-Factor Theory Essay

foot From as early as the beginning of the 20th Century, corporations began to realize that propel employees ar a strategic necessity in the harshly belligerent and fast paced market place. This crude gaining or paradigm monger brought to an end the era of coercive, machine-like make upplaces where employees were considered to be just a nonher input in the production of unassailables and services. Hence the reason, in that location has been substantial research that has been move intoe and is quiesce be carried in the bea of employee motif and there is a prevalent consensus that that employee motivation and lodge performance atomic number 18 imperatively related.The concept of motivation has been variably described by many authors, exactly for the purpose of this analysis, Higgins (1994) interpretation go out be borrowed. He describes motivation as the inner big lineman that drives case-by-cases to accomplish personal and arrangemental stopping points.The global economic d give birthturn has had beshrew effects on companies which have left many employees disengaged and de move and yet harmonise to Smith (1994), companies need motivated employees for survival because motivated employees help organizations to make it even in the most turbulent of times. There has therefore neer been a time when companies needed motivated employees to a greater extent than this time.The purpose of this radical therefore is to analyze twain main theories of motivation namely Maslows hierarchy of necessitate surmise and Herzbergtwo-factor theory and how they dismiss be apply by companies to boost workers pleasure and therefore, organizational effectiveness.2DEFINITION OF term 1. Organizational Effectiveness There is no true consensus about the rendering of this ubiquitous term. Wikipedia defines it as the concept of how effective an organization is in achieving the outcomes the organization intends to produce.2. Employee Engagement Is the ex tent to which employees heart passionate about their notes, argon committed to the organization, and put discretionary cause in their work. Passion, commitment, and most importantly, discretionary effort. Engaged employees are motivated to do more than the bare stripped needed in order to keep their blood lines, Custom Insight (2011)3. disengagement has two takes a) Disengaged employees Disengaged employees dont have an emotional commitment to their work or their place of employment, according to Entec Corporation, which has conducted employee surveys since 1966. Entec emphasizes that disengaged employees arent necessarily bad employees, tho they just do whats necessary to get their hire outs d iodine. They exemplaryly dont take part in offering suggestions for improving the oeuvre. Entec indicates that disengaged employees ordinarily dont stay at work late if its non required, and they dont give their jobs much thought after(prenominal) they finish a workday.b) Activ ely disengaged employees These are the workers who undermine their jobs and employers. Actively disengaged employees faeces sink employee morale and performance. In much(prenominal)(prenominal) cases, employers should try to determine whats behind active disengagement to prevent it from get out of control.4. Employee satisfaction Is the extent to which employees are happy or content with their jobs and work environment.3MOTIVATION THEORIES 1. MASLOWS HIERARCHY OF NEEDS THEORY In 1943, psychologist Abraham Maslow theorized that pack have five basic unavoidably and he further came up with a pyramid that prioritized these needs. His needs- base framework went on to become a moulding for both personal empowerment and workplace commission, and embraces the concept that basic needs must first be satisfied before higher, unselfish goals displace be pursued and fulfilld. Several companies have enforced the ideas of this theory with differing achievement levels. The theory is del ved into below and practice sessions are used to substantiate the analysis.Physiological necessitate Maslow identified the core physiological needs to sustain human aliveness as air, water, food and sleep. To perform their jobs, workers require healthy air to breathe, water to keep their systems hydrated, sustenance to fuel their bodies and adequate time to rest and recoup between shifts, including regularly scheduled breaks. As described in his own book, Maslow on creationagement (1963), Maslow cites that when deficiencies exist in these four basic requirements for survival, tribe become incapable of developing any ambition, much less(prenominal) acting on it and achieving their full potential. In regard to a work place, this could think about furnishing a pleasant and comfortable environment for supply to work in.A company that has embraced this idea is MTN Swaziland. Their bare-ass postulate of the art building was not just constructed for aesthetics, but the construc tion was in like manner a strategic goal with regards to their Employee Value Proposition. The building has ample work space, beautifully furnished staff canteen, gymnasium for the staff, day care center for staff children, golf contrast and a club house. A survey that was conducted after the relocation to these new premises showed that staff were now happier and were willing to work unembellished hours as it had become more comfortable for them to do so.4According to Dan Romaniak, the communications Manager from Hewlett-Packards (HP) Geographic Operations, HP attempts to retain its employees and keep them motivated by offering not only warlike salaries and benefits, butalso perks like flexible time off from work are unique(predicate) examples of physiological, favorable and ego needs. They also provide company cars or memberships privileges at country clubs. He further mentioned that HP is also using benefits such as non-cash incentivees or additional paid time off if company goals are met. Others like managers taking employees out to lunch to reward good work or allowing them to use reserve parking spaces for performances higher up and beyond the norm.By offering attractive benefits and satisfying employee needs, the employers will reap the positive benefit of motivated employees a Safety Needs A uninjured and secure operative environment reduces the threat of physical injury. When workers believe that the level of risk has been minimized and that good health and safety practices are judiciously en forcesd and monitored by management, they feel more comfortable and are less distracted from performing their tasks and interacting with others. Conscientious safety practices reduce absenteeism as easily, which can impact productivity and morale. Security also extends to emotional advantageously being in the workplace. An employer that provides medical benefits adds to retirement plans and is financially solvent makes workers feel more secure about th eir jobs and the future. Conley (2010) writes that companies that demonstrate they care for the welfare of their workers create an melodic line of trust which, in turn, encourages loyalty and decreases stress.Coca cola is a typical example of a company that has harnessed the power of this theory because they understand that their success depends upon ensuring the safety of their workers. So they integrated the Coca-cola Safety Management schema as part of their day to day management. This system incorporates occupational safety, quality, environment and loss prevention into a single framework. It also defines rigorous practicable controls. With this in place, the company has employees that are able to work without worrying 5about safety, thereby focal pointing all their energy into production. This could explain why coca-cola has remained the worlds number one brand even byout the economic down turn.nto a single framework. Social Needs Man is a social animal and, accordingly, s eeks out companionship, acceptance andinclusion. Maslow identifies social needs as friendships, peer support and the ability to give and receive love. Podmoroff (2009) observes that the workplace offers an opportunity to be part of a team in which members helping their respective knowledge, skills and unique experiences to solve problems in which they have a vested interest. Competitions, focus groups, mentoring, brainstorming sessions, after-work get-togethers and even office potlucks can make employees feel as if they are family.A small company that is nestled at Ezulwini is cognizant of this fact. Bethel Court Hotel has formalized daily devotion which is a crucial cistron to the staff. There is a special hall that is designated for such purposes. This hall is well taken care of and is well furnished. This crucial component unites the staff and makes them feel like family. Hence the reason, they are always motivated to go the extra mile with regard to their work. Esteem Needs I n concert with social needs is the desire to be recognized for personal accomplishments. Maslow divides this portion of his theory into external and internal motivators. External motivators are prizes and awards bestowed for outstanding performance, elevation in status such as a coveted promotion and newfound attention and admiration from others. Internal motivators are the private goals that workers note for themselves such as beating a prior months gross sales figures and the satisfaction of experiencing self-respect for having done the right thing. Silverstein (2008), notes that fairness and consistency in the recognition process are critical. When employees know that their efforts arent going unheeded by management, they take more pride in their work product. In addition, their coworkers see 6the correlation between responsibility and reward and may endeavor to set the performance bar higher for themselves.Once again, MTN meeting of companies makes a good example of how mee ting esteem needs through reward and recognition can motivate staff. Their annual premiumes are not shared equally amongst staff, for each one staff member is rewarded a bonus in accordance with the performance appraisal score. The higher the score, the higher the bonus. Furthermore, someone annual increases are also determined by the performance of person employees. The effect thatthis has is that throughout the year, the employees work with a mind to deliver set targets because they are aware that delivering or mot delivering has an implication on their pockets. So there is always a drive and motivation to go beyond set goals. Self-Actualization Once the quartet of physiological, safety, social and self-esteem needs are met, Maslow believed that individuals are capable of achieving their true potential and embodying truth, meaning, wisdom and justice in their words and actions.Self-actualization moves them to a higher plateau of understanding as well as a greater empathy for t he needs of others. Those who achieve this ultimate state and Maslow himself speculated that it was only 2 percent of the population enjoy a greater autonomy, have a deeper maven of humility and respect for others and a fall in sense of distinguishing between real and fake. Maslow also tied this to the belief that the transit in whatever form it takes can be more reward than the actual destination. Managers can apply this to a practice of appreciating the worth of each of the individuals traveling with them rather than focusing so intently on the end-game that they fall asleep all sight of human emotions.72. HERZBERGS TWO compute THEORY Herzbergs work categorized motivation into two factors as described below a) Hygiene or extrinsic factors these are based on the need for business to avoid unpleasantness at work. According to Riley (2012) if these are the factors are considered as inadequate by employees, then they cause dissatisfaction at work, riley further makes examples of what hygiene factors are Company policy and administration reference of supervision Quality of interpersonal relations Working conditions Feelings of Job pledgeb) Motivator or intrinsic factors are based on the individuals need for personal growth. When they exist, motivator factors actively create job satisfaction. Riley (2012) says that if these are effective then they can motivate an individual to achieve above average performance and effort. Motivator factors include Status chance for advancement Gaining recognition Responsibility Challenging/ stimulating work genius of personalachievement and personal growth in a job.orchard apple tree is a major user of motivator factors. There is an outstanding creational stopping point within the organization which Steve Jobs as always argued that it is the main gravitational force that puts all the right and creative people together and motivates them to achieve above expectation. Although Steve Jobs was the centric force of innovatio n at Apple, employees were still allowed to directly contribute to their jobs by being given responsibility which they are accountable for. This job enrichment is challenging and stimulating staff not to let down their employer, but to always deliver beyond target. This practice also creates a sense of personal achievement 8Job enlargement, rotation enrichmentAnother example is from HP they create an excellent company policies and conditions of work and offer bonus incentives as increasing the hygiene factors for motivation. As a motivator, HP has implemented HPs Educational Assistance Policy (EAP) which is very facilitatory for workers who want to go back to school. HP EAP policy states that our changing business needs demands a dynamic, flexible workforce in order to save our competitive advantage and remain a leader in our industry. In accordance with PHs employee development philosophy including our commitment to lifelong learning and career selfreliance, the company may provi de employees with financial economic aid for education relevant to meeting our business needs, Approval of financial attention will be based on recommendation from the employees management and guidance from Human Resources (HP 2003).The HP EAP can be looked at as a hygiene factor where employment security is tied to competitive realities as well as individual results and performance. Employees are responsible for ensuring that they suffer the competencies required in HPs dynamic environment which will definitely provide the grounds for employee striving to get the into the EAP and therefore getting motivated by higher qualification in the long run. Furthermore, for job posting, HP employees will receive consideration for open posting providedthe competencies the employee possesses are competitive with external talent. Additionally, employees whose jobs have been eliminated or who working where excess cleverness exist should have preference in filling open positions provided ther e is a current and future business need for the competencies the employee possesses and the those competences are competitive.9ConclusionCompanies cited in this paper are successfully motivating their working through application of the two content theories (Hierarchy of Needs and Two-Factor theories). It is important to note, however, that there is no single content theories which can successfully stand unaccompanied as a sole motivator. Each theory has its drawbacks each one is deficient in one or more ways. Each of the two content theories described above fails to account for individual differences, to link motivation and needs to both satisfaction and performance, or to consider cultural and sea captain differences (Schermerhorn et al., 2002, p. 159). Using only one motivational technique is a despicable solution employee needs would remain unfulfilled and, therefore, create low-performing employees.In an effort to promote the ideal model of employee motivation, MTN, Coca-Col a, Bethel Court Hotel, Apple and Hewlett-Packard are expeditiously utilizing a combination of motivational strategies in order to consistently and in effect motivate their employees to perform at peak standards for the company. Motivation drives existing talents and develops new areas of interest and expertise.