com 2018 1214 Motivator Hygiene Theory Frederick Herzberg developed the

Com 2018 1214 motivator hygiene theory frederick

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them (, 2018). 12.1.4 Motivator – Hygiene Theory Frederick Herzberg developed the motivator-hygiene theory. This theory is closely related to Maslow's hierarchy of needs but relates more specifically, to how individuals are motivated in the workplace. Based on his research, Herzberg argued that meeting the lower-level needs (hygiene factors) of individuals would not motivate them to exert effort, but would only prevent them from being dissatisfied. Only if higher-level needs (motivators) were met would individuals be motivated (, n.d). The implication for managers of the motivator-hygiene theory is that meeting employees lower-level needs by improving pay, benefits, safety, and other job-contextual factors will prevent employees from becoming actively dissatisfied but will not motivate them to exert additional effort toward better performance. To motivate workers, according to the theory, managers must focus on changing the intrinsic nature and content of jobs themselves by "enriching" them to increase employees' autonomy and their opportunities to take on additional responsibility, gain recognition, and develop their skills and careers (, n.d). 12.2 Process Theories Process (or intellectual) theories of motivation center on cognizant human choice processes as a clarification of motivation. The process theories are concerned about deciding how singular conduct is empowered, coordinated, and kept up in the particularly willed and self-coordinated human psychological processes. Process theories of motivation depend on early subjective theories, which set that conduct is the aftereffect of cognizant basic leadership processes. The major process theories of motivation are expectancy theory, equity theory, goal-setting theory, and reinforcement theory (, n.d). Enura Indula (COL/A - 060329) Professional Practices Assigment - 1 12
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12.2.1 Expectancy Theory In the mid-1960s, Victor Vroom connected ideas of social research led in the 1930s by Kurt Lewin and Edward Tolman straightforwardly to work motivation. Fundamentally, Vroom proposed that people pick work practices that they trust prompt results they esteem. In choosing how much push to put into a work conduct, people are probably going to consider: Their hope, which means how much they trust that advancing exertion, will prompt a given level of execution. Their instrumentality or how much they trust that a given level of execution will bring about specific results or rewards. Their valence, which is the degree to which the normal results are alluring or ugly. Every one of the three of these variables are required to impact motivation in a multiplicative manner so that for a person to be profoundly energetic, each of the three of the segments of the hope demonstrates must be high. Furthermore, if even one of these is zero (e.g., instrumentality and valence are high, however, hope is totally truant), the individual will have not a motivation for the undertaking. In this way, supervisors should endeavor, to the degree conceivable, to guarantee that their workers trust that expanded exertion will enhance execution and that execution will prompt esteemed prizes (, n.d).
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