Motivating your employees – Let’s take motivation in a psychological perceptive and understand it. Motivation in all sense has different definitions and meaning in which most relates on how businesses or managers or leaders employ it. Motivation is generally what energises, maintains, and controls behaviour; it acts as a stimulus for desirable actions.
Motivation results in goal-directed behaviour that results to a positive way of using energy and skills to toward a preferable outcome. The importance of this from a professional standpoint is enormous as much of what employees do is specifically delegated to capture present or future value for their company…
Another theory is the Goal Setting Theory wherein as stated and developed both by Lotham and Locke in the year 1979 that a certain level of motivation and performance is higher when the individual has specific objectives established and when these objectives, even with a high level of difficulty, are accepted and are offered performance feedback.
The employees must participate in the process of goal setting in order to obtain their approval when setting higher and higher targets and the human resources people can help them to understand the consequences of these targets over their entire activity.
Feedback is also vital to maintain the employees motivation, especially when targeting even higher objectives.
Categorised as one of the “justice” theories, The Equity Theory which was first developed and studied by John Stacey Adams claims and states that through satisfying the needs of fairness and equality brought upon by managers are a drive that brings out the best results from his/her employees. Equity theory places value on fair treatment.
An individual will consider that he is treated fairly when he feels that the he receives the amount similar to his output and it is the same to other people around him. In this case, it would be acceptable for an employee who has much more work experience and who is a more senior colleague to receive higher compensation/salary for his/her job.
However, if an employee feels that another individual who is as skillful as him and provides the same effort and output but earning more recognition or compensation, he will feel he‟s treated unfairly and thus perform at a lower level on his tasks.
An employee who feels he is over-compensated may increase his effort, but, he may also change the perceptions of his inputs and feel a sense of superiority, which may lead to him decreasing his efforts instead.
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