The tools that are available are the Rights and Responsibility Lens and the Results Lens. When using the Rights and Responsibility Lens I was able to focus on an employee's duty. The tools involve asking questions regarding motive, reversibility, prior agreements and general expectations. The Results Lens focuses on a choice that gives results that make a better long term turn out. The questions that occur with this tool are questions regarding influence factor, criteria for happiness, units of happiness and greatest good.
Behavior is defined as the way a person conducts themselves towards others. Behavioral theory says that leadership takes a strong personality with a well-developed positive ego, and self -confidence is essential. The behavioral management theory tries to explain human behavior at work. It looks at the conflict, motivation, dynamics, productivity and expectations of humans and their work behavior. The main behavioral theories are, Maslow- theory of hierarchy, Douglas McGregor’s- Theory X and Theory Y. and Paul Hersey and Kenneth Balchard-Situational leadership model (directive behavior and supportive behavior) Maslow- theory of hierarchy, Abraham Maslow developed the need theories.
Looking at motivation as a theoretical framework to promote a positive workforce can assist businesses in meeting the challenges faced today. The purpose of this paper is to analyze various need theories of motivation and how they affect organizational behavioral. This will include Maslow’s Need Hierarchy Theory of Motivation, McClelland’s Need Theory, and Herzberg's two-factor theory. Motivation can be defined as the “psychological processes that arouse and direct goal-directed behavior” (Organizational Dynamics and Human Behavior, CMU pg. 112).
Besides,(Bass,1998) Transformational leadership motivates and inspire employee by raising their awareness of the value of the task they perform and the importance of organizational goals and by drawing on employee’s intrinsic needs. (Bass and Avalio,1994),Transformational leadership is based on the connections between leaders and other employee and effective transformational leader understand the need and motivations of others and tries to help them reach their full potential . (Bass,1990:Northouse,2004),many contemporary theorists describe leadership as a complex social process designed to influence others, facilities activities and achieve goals within the organization. (Burn,1978:Schriberg & Lloyd,2002),Burn proposed that transformational leadership involves two essential elements, first is it’s relation and second it produces real change. (Schriberg,2002),In broad term, transformational leadership occurs when one interacts
RIT1 Behavioral Influences: The Expectancy Theory of Motivation Expectancy Theory of Motivation Behavioral Influences The Expectancy Theory of Motivation (Porter & Lawler, 1968; Vroom, 1964) is a model of behavioral choice or cognitive process for explaining an individual’s decision-making process. It focuses on how decisions are made to achieve the desired result rather than providing specific suggestions on what motivates individuals. The expectancy theory has some useful implications for motivating employees. It identifies several important things to motivate employees by influencing the person’s effort-to-performance expectancy, performance-to-reward expectancy, and reward value or personal goals valence. The expectancy theory has three key components: expectancy or effort, instrumentality or performance, and valence or reward.
Findings support a threshold interpretation of the link between HRM domains and employee motivation, but at the system-level both incremental and threshold models receive some support. JEL Classification: J28; L23; M12; M54 Key Words: human resource management; high performance; organizational commitment 1. Introduction Since the mid-1980s there has been considerable interest in the idea that firms can improve their performance by harnessing the commitment of their employees through human resource management (HRM) practices capable of transforming the workplace (e.g., Beer et al. 1984, 1985; Kochan and Osterman 1994; Pfeffer 1998; Walton 1985, 1987). Despite an extensive literature establishing associations between HRM practices and organizational performance scholars have frequently pointed to difficulties in establishing a causal linkage (e.g., Cappelli and Neumark 2001; Guest et al.
Motivational Theories and Factors Terry E. Michel PSY 302 Professor Cain May 1, 2011 Motivational Theories and Factors Motivation is a central topic of Industrial and Organizational Psychology. Effective motivation is one of the most important ingredients for moving organizations forward in the modern world. In its technical meaning, motivation is an energizing force that stimulates arousal, direction, and persistence of behavior (DuBrin, 2004). In this paper I will attempt to compare and contrast three motivational theories including the relationship of stress and conflict in relation to individual motivations. I will also discuss effective techniques used in stressful situations at work both present and future.
Compare and contrast two models of human motivation drawing out their implications for their effectiveness in managing people at work. Human motivation is a driving force humans utilise to achieve goals. Abraham Maslow and David McClelland are two theorists who have created different models to outline human motivation and their initial impact on individuals in the workforce. When considering the foundations of motivation, it can also be defined as a person’s perspective on what they consider to be motivation (‘New World Encyclopaedia McClelland, David’ n.d.). Since then, many management theorists have been trying to understand what the underlying meanings of human motivation in organisations are.
The identification and application of the theoretical model ‘Expectancy Theory’ can be used to predict and diagnose the motivation of Middle Mangers, more specifically, Andrew, in working for the organization and the ramifications of these motivational reactions. In essence, by understanding the strength of desire for a particular outcome and the probability of achieving this, helps individuals to gain a subjective view of effort linked to outcome to adjust motivation and behaviour towards work-related goals. Expectancy theory identifies three elements, allowing an employee to understand the links between effort, performance and outcomes. The first stage, effort to performance, was demonstrated to be highly successful for Andrew. A person with high effort-performance expectancy will be more motivated to perform.
chapter 9 Recruitment and Selection Ray F ren c h a n d Sa lly R u m b le s LEA RN ING OU TC OMES After reading this chapter, you should be able to: ● ● ● ● ● comprehend the potential importance of recruitment and selection in successful people management and leadership identify aspects of recruitment and selection which are needed to avoid critical failure factors understand recruitment and selection policies and procedures which are said to be asociated with high performance, commitment and successful organisational outcomes evaluate selection methods according to criteria of professionalism including reliability, validity and fairness appreciate the links between recruitment and selection and other activites which integrate workers within an organisation and ensure their longer-term successful working. ov e r vie w In this chapter we examine the important role of recruitment and selection within the process of leading, managing and developing people. Recruitment and selection is pivotal in this regard in certain important respects. At the most basic level our focus in this book is on people management within the employment relationship. Those charged with recruiting people to posts in work organisations take a crucial ‘gatekeeper’ role; only those people selected for employment can be led, managed and developed.