Topic: Motivational Theories
Ms. Uzma works as a supervisor in a leading software house. She has been
working with the firm for last five years and made her way up the ladder starting
as “Junior Developer” to “Team Leader”. Due to her capabilities and experience
at various positions in this firm, she is considered as the most knowledgeable
and respectful employee. Owing to this fact, her manager told her about
promotion to another higher rank if she continues the same hard work.
This made her excited and she began to work even harder, skipping breaks,
taking more responsibilities and even working for late hours. After some time
she realized that her peers are putting less effort as compared to her but
enjoying the same perks and privileges. This made her upset, but she reminded
herself about her challenge to be promoted.
Question:
Analyze the situation and identify which motivation theory is applicable to Ms.
Uzma. Explain with proper justification.
For this you are required to:
• Go through the literature and find out research articles on leadership and
team dynamics
• Identify the roles and functions of the leadership in team dynamics.
• Mention the title of the research article or the source from which you take the
roles and function.
• Mention the name/s of the author/s of the research article.
• Give reference at the end in APA style.
Ms. Uzma works as a supervisor in a leading software house. She has been
working with the firm for last five years and made her way up the ladder starting
as “Junior Developer” to “Team Leader”. Due to her capabilities and experience
at various positions in this firm, she is considered as the most knowledgeable
and respectful employee. Owing to this fact, her manager told her about
promotion to another higher rank if she continues the same hard work.
This made her excited and she began to work even harder, skipping breaks,
taking more responsibilities and even working for late hours. After some time
she realized that her peers are putting less effort as compared to her but
enjoying the same perks and privileges. This made her upset, but she reminded
herself about her challenge to be promoted.
Question:
Analyze the situation and identify which motivation theory is applicable to Ms.
Uzma. Explain with proper justification.
For this you are required to:
• Go through the literature and find out research articles on leadership and
team dynamics
• Identify the roles and functions of the leadership in team dynamics.
• Mention the title of the research article or the source from which you take the
roles and function.
• Mention the name/s of the author/s of the research article.
• Give reference at the end in APA style.
Idea solution :
Three main theories of motivation:
Hierarcy of Needs
Psychologist Abraham Maslow developed this theory. It places human needs into five categories ranging from basic survival needs like food and shelter to the need for self-actualization. According to Maslow, once one need is satisfied, an individual seeks to achieve the next level. When applied to work, the theory implies that you the employer must understand the current need level of each employee to know what will motivate them. A new hire who has been unemployed for an extended time will likely be motivated by the need for basic survival. On the other hand, a worker concerned with career advancement may be looking to achieve self-actualization, so assigning higher-level tasks may be in order.
Carrot and Stick
This traditional motivational theory, attributed to philosopher Jeremy Bentham, dates back to around 1800 during the Industrial Revolution. It breaks down motivation into two basic components: incentives and fear. Some workers are motivated by the desire to attain additional compensation, a yearning to achieve status and power by "moving up the ladder," or the need for praise. But some workers act out of fear: the fear of losing a job, being reprimanded by a supervisor or not being able to adequately perform an assignment.
Also known as the Two Factory theory, Frederick Herzberg developed this in 1959. It postulates that different factors in the work environment result in either satisfaction or dissatisfaction; Herzberg referred to these as "hygiene" factors. Factors that lead to satisfaction include achievement, recognition and advancement, while those causing dissatisfaction include work conditions, salary and peer relationships. In general, the theory puts forth that supervisors must be able to effectively manage factors leading to satisfaction and dissatisfaction to successfully motivate employees. Management must look for ways to provide job enrichment for workers.
Hierarcy of Needs
Psychologist Abraham Maslow developed this theory. It places human needs into five categories ranging from basic survival needs like food and shelter to the need for self-actualization. According to Maslow, once one need is satisfied, an individual seeks to achieve the next level. When applied to work, the theory implies that you the employer must understand the current need level of each employee to know what will motivate them. A new hire who has been unemployed for an extended time will likely be motivated by the need for basic survival. On the other hand, a worker concerned with career advancement may be looking to achieve self-actualization, so assigning higher-level tasks may be in order.
Carrot and Stick
This traditional motivational theory, attributed to philosopher Jeremy Bentham, dates back to around 1800 during the Industrial Revolution. It breaks down motivation into two basic components: incentives and fear. Some workers are motivated by the desire to attain additional compensation, a yearning to achieve status and power by "moving up the ladder," or the need for praise. But some workers act out of fear: the fear of losing a job, being reprimanded by a supervisor or not being able to adequately perform an assignment.
Also known as the Two Factory theory, Frederick Herzberg developed this in 1959. It postulates that different factors in the work environment result in either satisfaction or dissatisfaction; Herzberg referred to these as "hygiene" factors. Factors that lead to satisfaction include achievement, recognition and advancement, while those causing dissatisfaction include work conditions, salary and peer relationships. In general, the theory puts forth that supervisors must be able to effectively manage factors leading to satisfaction and dissatisfaction to successfully motivate employees. Management must look for ways to provide job enrichment for workers.
