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Case Study 3 - Role of HR management to have motivated employees (1) (1).pdf

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Contents1.ABSTRACT.......................................................................................................................................32.INTRODUCTION............................................................................................................................33.MOTIVATIONALTHEORIES....................................................................................................43.1 Maslow’s Hierarchy of Needs Theory.............................................................................................53.2 McGregor’s Theories X and Y:.........................................................................................................63.3 Alderfer’s ERG Theory.....................................................................................................................83.4 McClelland’s Theory of Learned Needs..........................................................................................93.5 Herzberg’s Two-Factor Theory or Motivation-Hygiene Theory....................................................113.6 Intrinsic and Extrinsic Needs.........................................................................................................133.7 Expectancy Theory........................................................................................................................143.8 Performance Management Practices...........................................................................................164.CONCLUSION................................................................................................................................16
1.ABSTRACTThis study investigates the link between motivation and performance, as well as the elementsthat impact motivation at work. According to the report's results, when employers want theiremployees to perform well, they use a range of motivational concepts in diverse settings.Performance is the evaluation of duties, objectives, goals, and reasonable expectations linkedwith a position or employment in a firm, because the purpose of motivation is to motivateindividuals to perform. Some of these hypotheses have been confirmed and accepted by thegeneral public, as discussed in this study. Maslow's hierarchy of requirements, McGregor's x andy theories, McClelland's theory of learned needs, Alderfer's ERG theory, Herzberg's two-factortheory, Vroom's expectancy theory, and many forms of motivation, such as intrinsic andextrinsic, are among them. All theories were created on the basis of certain experiments orobservations, as evidenced by the literature studied; as a consequence, they are simply writtenends about a tested condition. Even if the conditions are similar, they are unlikely to be identical.Furthermore, studies have shown that highly motivated, productive, and inventive people maylead a business to success by achieving its objectives.2.INTRODUCTION"Should machines represent the key feature, the social structures that allow us grow ourinfrastructure and equipment are those of main importance," John Kenneth Galbraith wrote in thebeginning of 1960. But, if individuals are what count, our first priority should be to createsystems that allow people conserve and develop their individual skills." It is based on theGalbraith phenomenon, which makes motivation a critical factor in achieving 'high performance'from people in businesses. In order to attain 'high performance' in enterprises, managers must beable to establish a favorable organizational environment in which employees can work.Motivating individuals is persuading them to modify their behavior in order to achieve a desiredoutcome. Employees, on the other hand, may only show 'high performance' if they are well-motivated and ready to put in extra effort.Furthermore, research has revealed that a company's long-term success is dependent in large parton hiring exceptionally' motivated people' who are hardworking and resourceful. As a result, it'scritical to understand the link 'between motivation and performance,' as well as to determinewhat will drive your personnel. It's also crucial to understand how you manage 'workers'performance and reward them, 'not just in terms of compensation but, for example, throughrecognition and other incentives.' Employees that are highly motivated are more likely to goabove and beyond to meet your needs.

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