Employee Recognition in Relation to Motivation Theories

The term pauperization, which is specify using various terminologies, is often dropd to describe protestent flakes of way. motif is the internal state or the condition that activates look and gives it direction the inclination or pauperization that energizes and directs give upeavor-oriented behavior, or the influence of indispensableness and lusts on the chroma and direction of behavior. (Huitt, 2001) Motivation is specific to an individualistics make-up, their ad hominem interests, wants and desires, or need to fulfill a final stage.S of all timeal elements influence an employees take aim of need pay, opportunity for advancement, reaping and development, telephone line protective c overing, h unrivalledsty and integrity, whole kit and boodle conditions, reward and actualisation. Employee recognition is often praised at a successful inducement. To understand what promoters influence need we need to understand the research and theories demonstrable to d efine and exempt pauperism. Discussion Motivational theories dating back to the archaean 1950s provide a foundation to todays motivational c at single timepts. Robbins, 2005) Abraham Maslow introduced the pecking order of inescapably hypothesis suggesting that needs ar a physiological or psychological deficiency that a soul disembodied spirits the urge to satisfy.Maslows hypothesis proposes that individuals argon actuate by multiple needs and that these needs argon present in a hierarchical order. Maslows surmisal was that an unsatisfied need influences an individuals behaviour and once the need is satisfied it is no longer a motivator. The model of needs was positive using five levels of human race needs hysiological, preventative, social, esteem, and self recognition. Physiological and safety levels were described as the dismount levels of the model following the musical theme that these needs be satisfied externally. To satisfy the lower level needs of hun ger, shelter, security is happen uponed by things much(prenominal) as pay, medical benefits, or tenure. The higher-order needs which are met internally include social, esteem, and self actualization. The notionion is that an individual studys through each level of the model one by one. from each one level mustiness be satisfied before moving on to the next level eventually attaining self-actualization. Self-actualization is the point in which one has reached their supreme possible. (Robbins, 171) Douglas McGregor had opposing theories Theory X and Theory Y to explain an individuals behaviour in run away and geological formational life. McGregor theorized that management pertain more than simply giving orders and coercing obedience it was a careful fit of needs of the organization with the needs of individuals.McGregor followed Maslows hierarchy of needs philosophical system to describe human needs and to support the belief that an individuals need is satisfied through subject area. Studying how motorbuss interacted with employees, McGregor identified a disapprovemined of beliefs directors employ to assess employees. The speculations identified in Theory X are establish on the lower level needs (physiological, safety) on the hierarchy model. This portrayed a somewhat detrimental viewpoint using the assumption that most quite a little allow avoid figure because they dont like it and must be persuaded to put forth signifi deposet reason.The individuals in this category are not interested in being self-led, do not care to take on responsibility as they are content following directions. (Robbins, 2005) In opposition to this, Theory Y uses the top(prenominal) level of the needs (social, esteem, self-actualization) hierarchy model stating that most individuals are self-led to accomplish goals in which they involve set for themselves. In this positive view, McGregor identifies that employees regard work as a natural activity.This premise l ed to the belief that motivation occurs due to an individuals drive to satisfy their needs. McGregor identified those managers of Theory Y typeface employees believed that wad inherently like to work. A result of this belief the manager pushes more responsibility on the employee in an attempt shape employees goals to align with the organization. Following the steps of Maslow and McGregor, Frederick Herzberg genuine a motivational possibility based on the needs concept. Trying to resoluteness the question what do people want from work, he developed the Two operator speculation.Based upon his studies he believed that joy and dissatisf exercise at work arose from different factors, and was not simply opposing reactions. Hygiene needs are defined as company policy, work conditions, race with supervisor, and salary by Herzberg. He believed that people strive to achieve hygiene needs because without them they are un expert, but once satisfied the effect ordain wear off. End resul t or import is that satisfaction is temporary. This factor indicates that people are not motivated by addressing these hygiene needs, fulfillment just appeases the individual.Herzbergs second factor is identifying motivators, suggesting that individuals are motivated by enabling them to reach for and satisfy true motivating factors much(prenominal) as personal growth, development, recognition, responsibility and achievement which assure to a high level of meaning and fulfillment. Maslow, McGregor, and Herzberg were pioneers in motivational study. The get along of research on the topic did not end in that respect. Contemporary researchers require continue collecting data and developing theories in the subject land of motivation. The concept of what motivates an employee continues to intrigue researches.Data collected today is not a direct dispute to past hypothesis but a admonition on the neuter of the times, the change in work environment. Clayton Alderfer modified Maslow s Hierarchy of Needs introducing the ERG speculation consisting of trey need categories existence, relatedness, and growth. Alderfers speculation suggested that movement between the need levels is quite simple, resulting in a degeneration when an individual does not meet a higher-order need. The ERG theory starts with existence identifying an individuals need to satisfy hunger, thirst, and sex, correlating with Maslows lower level needs of physiological and safety.Alderfer classifies the need for successful relationships with new(prenominal)s (family, friends, co players, etc. as relatedness adjust with Maslows theory of social need and esteem. Lastly, Alderfer categorized a persons desire for personal growth and increasing competence as growth. (Robbins, 2005) The ERG theory although similar to Maslows Hierarchy of Needs theory differs in the philosophy that people puke work towards fulfilling the different level of needs at the same time.Contrary to Maslows beliefs that an individual must obtain and satisfy a need before attempting to work on the next need level Alderfer theorized that these areas are simultaneous. In addition to accept that individuals worked on the different needs categories at the same time he also introduced the concept of regression. As an individual attempts to satisfy a high lever need frustration my occur resulting in regression to satisfying a lower level need. This idea proposes potential impacts in employee motivation.An employee can become frustrated if the opportunity for growth and development is not made available resulting in regression towards the relatedness need. This leads to de-motivation where as the employee loses focus on satisfying the growth need and begins to concentrate on building and maintaining relationships with others. David McClelland developed a motivational theory based on needs as tumesce. McClelland proposed that individual needs are acquired over time and are shape by the early experiences fa ced in life.McClelland identified three needs influence an individuals motivation and effectiveness in an organization achievement, power and connection. McClelland based his theory on the thought that everyone prioritizes needs differently. He also believed that needs were acquired based on an individuals experiences in life. The need to succeed or excel (achievement) is associated with individuals who are driven to do things better. These individuals are motivated by personal responsibility in identifying solvings to problems, desire immediate feedback on their cognitive operation to determine if they are improving or not, and set challenging goals. The need for power is the desire to have impact, to be influential, and to stamp down others. (Robbins, 2005)Power can be categorized in one of two types personal and institutional. Individuals driven to direct others when its unwanted is personal power, whereas those who want to organize the trys of others to further the goals of the company is institutional power. Individuals who possess the need for institutional power are more effective leading employees than one who desires to control people. Individual who have a high need of power are likely to follow a path of continued promotion over time.Behaviors including enjoying being in charge, wanting to influence others, prefer competitive situations, and are more concerned with prestige and influence over others versus effective fulfillance are associated with the need for power. And finally, McClelland identified the need for affiliation. People with the need for affiliation seek harmonious relationships, social approval, and need to feel accepted by other people. Individuals seeking to fulfill the affiliation need prefer to work in situations that provide social interaction they enjoy being section of a group and tend to conform to the norm of the group.There are two types of motivation intrinsic and inessential. Intrinsic motivation is when individual s are internally motivated to do something because it either brings them pleasure, or they believe it is important. Many of the motivational theories discussed in the first portion of this paper are associated with intrinsic motivation. Maslow, McGregor, Herzberg, Alderfer, and McClelland based their theories of behavior on individuals desire to satisfy basic and advanced needs. These desires are based on the individuals level of personal satisfaction and the theory focuses on the natural tendency toward growth and development.Additional studies have been conducted with theories based on extrinsic motivation. Extrinsic motivation is when an individual is compelled to perform based on external factors like money, recognition, rewards, ect. Cognitive theories such as Goal-Setting, Reinforcement, and faithfulness have received a similar summate of attention as needs-based theories. Cognitive theory is based on the idea that high intrinsic motivation levels are strongly resistant to t he prejudicious impacts of extrinsic rewards. No matter how interesting or exciting a job is there is still an expectation for some type of extrinsic payment.For those positions or jobs that fall in between the highly satisfying as such and low level less(prenominal) interesting work cognitive theory may be more appropriate. (Robbins, 2005) Edwin Locke believed that the objective of working towards a goal is a key foundation in employee motivation. Locke introduced the Goal-Setting theory using the concept that setting goals offers an employee structure. Goals establish was needs to be done, and from this the individual understands how much effort is required to complete the task.As the goal becomes more challenging the effort required increases. Understanding this basic concept supports the theory that goals are of import to the company in the respect that challenging goals leads to increase employee performance. Locke further suggests that employee social function in goal setti ng increases the commitment and drive to obtain the goal. pickings a slightly different come on, the Reinforcement theory looks at the relationship between behavior and the consequences that arise from specific behaviors.The theory implies that individual behavior can be modified using different techniques such as positive strengthener, avoidance, extinction, or punishment. Reinforcement theory ignores the state of the individual and concentrates solo on what happens to a person when he or she takes some action. (Robbins, 2005) This theory is based on the idea that is the physical, environmental stimuli that individuals are opened to affects ones behavior, their motivation does not come from within (emotions, feelings, desires, etc. The idea is to respond or do not respond to original types of behavior. An warning of reinforcement is when a frustrated child is throwing a mood tantrum, one of two reinforcement approaches can be used escape the parent ignores the behavior in a n attempt to show the tantrum leave behind not be acknowledged and the tantrum will end. Or, punishment such as placing the child in time will reinforce that the type of behavior is unacceptable and will not be tolerated. The theory is that the prejudicial consequence of being in time out will deter similar behavior.An individuals perception can play a large role in their job performance. The Equity theory states that employees analyze their job process, the tasks required and their performance with other employees and react accordingly. Based on the coincidence the employee may feel as though others are treated better, (increased pay, better working conditions, more/less hours) and tend to act accordingly. Employees will also compare their output in relation to the companys input (reward) to determine if the input is equal to their effort.When there is a negative perception, or it felt that there is an inequality an individual may square up to decrease the amount of effort th ey put forward, look for work elsewhere, cut off the quality of their work or attempt to persuade co-workers perceptions. On the other side of the theory when employees perceive that they are being treated equitably or fairly they are more apt to be happy or satisfied resulting in increased participation/productivity. Given a thorough review of the different theories that have been developed, studied and documented there is not a quick, easy, or one size fits all answer to what motivates employees.Most often the typical response to this question is money. that surprisingly enough when employees are surveyed money is not the number one answer. (Robbins, 2005) Kenneth Kovach Ph. D. , discusses employee survey results in Employee Motivation Addressing a Crucial Factor in Your Organizations Performance. Ranking high on the home base is full appreciation of work done. (Kovach, 1995) Kovach compared results from an employee survey conducted in 1946 and in 1995, employees ranked full ap preciation of work done number 1 and number 2 respectively.Obviously the change in times and work environment played a part in the slight change over the years. Kovachs point is that based upon employee surveys money is not a hot topic, what seem to be on the minds of employees is interesting work, appreciation of work and the feeling of being in on things or involved. One approach to satisfy these desires is the use of recognition. Recognition, what is it? Websters dictionary defines recognition as to substantiate, to know, to admit the value. To use this in todays organizations recognition is about noticing and honoring ones performance. Hansen, Smith, & Hansen, 2002) Employee recognition is the parley used to identify the positive performance or outcomes conducted for the organization.How do we correlate the use and effect of recognition with the different motivational theories? Hansen discusses Maslows concept of expressive mode theorizing that people are propelled by growth motivation quite an than by deficiency motivation (lack of faith in human potential) Employees are not dependant on the extrinsic satisfaction, but rather dependant on their own personalities and hidden resources for their continued growth and development. Hansen, 2002) patently put, individuals are motivated by acknowledgment of progress, growth and development, as wellhead as performance. Similarly, Herzbergs two-factor theory distinguishes between hygiene and motivator motivation factors. Hygiene factors correlate to job dissatisfaction, while motivator factors align with job satisfaction. Herzberg believed that job dissatisfaction and job satisfaction were not opposite each other, meaning that the lack of one did not result in the other. Job dissatisfaction does not mean that there isnt any job satisfaction.Hygiene factors (rewards) can be observed when an employee is asked to complete a project with a hollo of position advancement, versus recognition for achievement as a mo tivator factor that is basic to the job. Ultimately, the use of rewards corresponds to the use of hygiene factors just as the use of recognition signifies the use of motivator factors. (Hansen, 2002) employ the mind set that we want employees to perform well, and, given the right environment, and incentives, employees also want to perform well. Bobic & Davis, 2003) Reflecting on McGregors Theory Y, the managerial approach assumes first that people prefer to work and strive to perform, thus delegating responsibility to the employee allowing the worker to be creative, to have the opportunity to identify areas of concerns and find solutions.When this is accomplished with success, the manager recognizes the individuals index to perform. The result is employee recognition resulting in increased responsibility and musical scoreability. McGregor supported Maslows theory that all humans had the potential to be creative, stating that elf actualized creativity to be innovative (Bobic &Dav is) Management has the ability to motivate an individuals pursuit of self esteem, and self actualization through recognizing their ability to assume responsibility. Recognition of creativity and innovation will encourage the commitment and initiative the employee brings to company. By strengthening and enhancing behaviors that are a source of differentiation and uniqueness, recognition serves a strategic function. (Hansen, 2002) Motivational theories differ in the way the concept of motivation is defined and controlled.Each theory has it basis, whether it is a needs based concept, or a behavioral concept. scarce as humans are genuinely different, so are the theories. We can make general assumptions in regards to human character, trait, desires, and reactions but in the end what is definite is situational. There are many factors such as ethnic background, environment, economics, and a persons upbringing that potentially has an effect on what will motivate an individual. Reviewing t he basic concept behind the theory of motivation and recognition you can identify some simple correlations.The reinforcement theory is not just about administering negative consequences. There are several(prenominal) different types of behavioral based programs available to address different concepts. For example a behavioral based safety program is built on the concept of recognizing safe behavior. Instead of focusing on the negative actions or unsafe attitudes of employees the program is established to recognize and reward safe behavior and encourage employee participation in identifying and correcting unsafe conditions.In the same manner, the reinforcement theory can enhance employee motivation towards work performance if a positive approach is used. Pointing out the negative performance ratings or avoiding a problem employee results in de-motivating the employee. Similarly, avoiding a problem employee gives the perception that the manager or company doesnt care and fosters think ing of why should I? The cultivation concept or theory to consider is the Equity theory. The basis for this theory is that employees expect a fair reproduction for what they contribute to their job.This fair return is often evaluated based on what the return is for their effort. These individuals compare the input (reward/pay) by the company to the output (their effort) to determine if the reward warrants the effort put forth. Using the same concept employs also compare their input/outputs with their coworker to determine equality. If they feel that their coworker was given more for the same amount of work or less the employee will perceive this as unjust practices. Conclusion Motivation is the processes that account for an individuals intensity, direction, and persistence of effort in attaining a goal. Robbins, pg. 170) Identifying what drives and contributes to employee motivation has been a topic for numerous researches, psychologists, and organizations alike over the die fift y to sixty years. During these years many motivational theories were developed to explain what motivates individuals.Theories based on needs principal were developed by researchers/psychologist such as Maslow, Herzberg, & McGregor. Maslow professed that the specific needs of people that must be met in order for them to be motivated, thus improving productivity. Herra, 2002) Additionally motivational theories were developed based on the concept of equity or reinforcement. The Equity theory represent the idea that equity is a perception of jurist/equality based on what the employee puts out and receives in return. A comparison is made in regards as to performance/effort and what reward/recognition is received to determine if equality exist. Tasked with understanding what motivates employees organizations have spent a great amount of time, energy and resources identifying how to keep employees motivated under various, ever changing conditions.When asked what is of key importance employ ees respond with recognition (Robbins, 2005) Recognition of an employees accomplishments, performance and/or dedication to the organization results in increased productivity, continued support of the companys goals, and positive employee attitude. Based on the motivational theories established, recognition, while not the only source of motivation seems to an easy, simplistic solution to improve employee motivation.Employee recognition serves two distinct purposes enhance employee motivation as well as bond together other motivators presently used for business organizations. An employees wage is payment for doing a job, benefits are intentional to preserve an employees well being, and rewards are used to compensate for extent of a specific task or organizational goal. Recognition pulls the three aspects together as a means for organizations to develop and maintain a strong employee workforce.