Demonstrating My Place of Work
Table of Contents
Different places of work experience various challenges, which are unique to each. However, the extent to which the workplace offer solution to the challenges defines its goal and determination to achieve the intended outcomes. Therefore, the paper analyzes my place of work and the motivation processes used within the workplace as identified with the theories, including Maslow, Alderfer, Herzberg’s and Acquired Needs Theories and how they are applied in employee motivation.
Definition of Each of the Theories
Maslow’s Theory
In his theory of motivation, Maslow argued that in an organization, the behavior of employees are at different levels depending on the kind of motivation used. From the lowest level includes, Body Satisfaction, Family & Work Satisfaction, Love & Relationship Satisfaction, Self Esteem, and Self-Actualization.
Alderfer’s Theory
This theory, groups and explains human needs into three categories. First, existence, then relatedness and growth. Clayton Alderfer argues that instead of the five needs that Maslow postulated, only the above three needs should be satisfied in the workplace to make sure that the employees are motivated.
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Herzberg’s Theory
In his theory of employee motivation, Herzberg theorized a two-factor aspect of improving workers’ relations. He argued that the critical incident and level of preparation were very essential for the success of any workplace. These two aspects could also determine how workers relate in the workplace to achieve the organization’s goals.
Acquired Needs Theory
This theory states that motivating employees in a workplace should fulfill the following requirements; achievement, then authority and affiliation. Achieving these in a workplace would ensure that the employees are well motivated.
Application
Indeed, the place of work applies these motivation theories to workplace productivity. The workplace has no clear employee motivation package. However, the company has utilized appropriate advertisement to trick the new recruits into believing that it has perfect incentive programs that rewards the employees who have a track record of high performance as indicated on the department of justice platform for claims about the operational interaction with the workplace. Prior to his recruitment, the employee indicates that he was convinced to believe that the company had a perfect reward system that incorporates both the quantitative and qualitative aspects of the sales of the goods. Using Acquired Needs Theory, the employee admits that the company exposed him to a good incentive amount that really motivated him but only for the first few months, making him achieve maximum job satisfaction. Things changed onwards and all the executive managers in the name of supervisors would demand is high quantity of goods and increased sales.
Indeed, the workplace does not apply double standards in motivating its employees, but follows the Maslow Theory of motivation step-by step. The supervisors received high returns in the form of rewards while the juniors who actually work hard for the sales receive nothing in returns. The supervisors will examine the internal accounts of the juniors to evaluate how much each junior will receive as rewards. The system is subject to alterations and in many occasions, employees have complained of significant cuts in their anticipated rewards. The supervisors also employ the “and times and” to determine the level of rewards that the employees under their supervision are worth (Kreitner, Angelo & Nina, 2007). They will further make subsequent checks on the level of junior performance to evaluate and assign values to the performance.
The superiority associated with the supervisors has significantly influenced the perception of the juniors in accepting their rewards. Provided the supervisor’s account reads quantity in terms of volume of goods sold, the executive management will accord the supervisor a lot of power in managing the affairs of the organization. It is actually the quantity delivered that specifies the promotional capability. Applying Herzberg’s Theory, there are were proper structures in place to guide the incentive and reward system to increase employee relations. Therefore, the system has been exposed to unscrupulous behavioral influence given that the supervisors are the one to manage their junior’s account. The unhappy employee in this case, recorded that there are numerous cases of supervisors demanding exponentially high standards that leaves the juniors stressed out.
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In order for The company to fully motivate its employees, the executive managers should develop strategic policies aiming at addressing all the motivational components of the reward system. The executive managers should acknowledge the fact that employee motivation is not only pegged on the financial reward, which is based on the quantitative performance capability of the employee. Using Alderfer’s Theory, properly managed incentive systems were incorporated the physical and psychological benefits to the employee so as to increase their relatedness and growth. This was a reason for the executive management to assess the causes of harassment and provide solutions to the problem rather than perceive the expectant woman employee as negatively affecting the performance level of such workers.
Outcome of the Application of the Theories
Ideally, the attempts at motivation using this theory are achieving the desired results in a number of ways. First, it enables the management to have a clear understanding of the financial contribution of each of the employees, thus improving the system of reward. As such the executive management will be able to monitor the incentive program thereby averting the possibility of sabotage of the program following the individualistic approach of the supervisors in wanting to gain more from the sales than the juniors who does the bulk of the work. Second, the enhancement of employee motivation has enable the managers to control the negative influence that results from the application of double standards in rewarding the employees.
The justifications of using motivation include improved working relations among employees, and between the workers and management. It has also led to the economic use of resources in the workplace, thus increasing productivity. The other justification is that workers’ motivation increases their morale at work, thus improving their effort at work that further enhances the quality of the products.
Conclusion
In summary, the theories of motivation such as Maslow, Alderfer, Herzberg’s and Acquired Needs and their application in the workplace is significant for the success of the organization. The workplace therefore applied the theories to promote workers’ relations and interest at work.
