OB Assignment Article review

1 Organizational Behavior

Organizational Behavior

Assignment # 1

The review of research article

Prepared by: Muhammad irfan

Muhammad Irfan MBA (ii) Sec A Roll No 51


Roll No# 51

MBA (ii) Section A

Submitted to: SIR ISLAM

EMPLOYEE MOTIVATION AS IT RELATES TOEFFECTIVENESS, EFFICIENCY, PRODUCTIVITY,AND PERFORMANC

ABSTRACT

Employees may be motivated on the job by many things, such as a sense of achievement,Recognition, enjoyment of the job, promotion opportunities, responsibility, and the chance forPersonal growth. Employee motivation and performance are tied directly to the style ofManagement that is applied and to principles of positive or negative reinforcement. This paperDiscusses motivation as it relates to effectiveness, efficiency, productivity, and performance



Introduction:

Motivation can be induced by the employer or resides within the employees. Employees have higher level of motivation when they perceive that management cares about their welfare when they are involved in the management process and when the relation of the management and labors is positive, when the worker thinks that management is treating them fairly it lead them to positive behavior and direction. These activities can gain and develop and consequently motivate employees. Employees’ participative committee, task force efforts, news letters, contests, opportunities for outside education and congratulatory messages from the management

Employee/Manager relationship

The basic point for employee motivation is that all employees are not the same. They are different from each other. Therefore a manager should understand their values and experiences on the basis of which they reached at this position. A manager must have a wide range of motivational techniques to treat all employees. Employees are motivated by learning and all employees should be provided with equal opportunities to learn by participating in seminars, conferences, and outside opportunities.

A superior or manager can provide an environment in which employees are intended to motivate themselves. The purpose of creating motivating environment is that every member of the organization can best of his or her capabilities for the organization. The motivation environment is not the one in which all the employees are happy all the time. He motivating environment can provide satisfied employees which can influence other less motivated employees. The motivating environment exists with the conditions of high standard, clear objectives, adequate training, effective leadership, rewards that employees value and adequate working conditions.

The standard to which employees are expected to produce should be high but not so high that no one can reach them. When a superior or manager assign tasks to employees he should be sure that employee have understood all the responsibilities and duties. An employee needs and wants to what he or she is expected to produce. The employee trusts the superior and his instructions when an employee perform a good task according to the instructions given the superior can reward the employee that will be valuable for him. There must be some working conditions if a worker is expected to do a good job poor listening, too much noise, or uncomfortable temperature make it difficult for employee to produce both quality and quantity.



True Motivators

Beecher once said that God made man to go by motives and he will not go without them anymore than a boat without steam, or a balloon without gas. Find out what motivates them, touch the button and turn that key that makes man achieve.

This idea leads to how change should occur in terms of employee motivation. Normally managers are concerned with how to motivate employees. They should therefore focus on the organization and its objectives; they should the design the job and work in a way that motivates employee to work. Assuming responsibilities and additional planning tasks will enrich their jobs. Job enrichment is useful tool for motivation.

Managers can increase employee motivation by encouraging them to participate in decision on daily basis. The managers are supposed to be patient an taking views from the employees because they will gradually give their best suggestions after going through process of learning. This is also a useful motivator along with other motivators that can be implemented by management include providing social interaction and teamwork implementing goals and challenges and instituting employees appreciations programs.

Some other examples of motivators used by the various organizations are education assistance programs, stock options and saving plans benefits. These are long tern programs which are designed to increase employee satisfaction and effectiveness. Some organizations reimburse 100% tuition fee entrance exams fee, lab fee, if the degree is related to job the corporate standard of reimburse is contingent upper the satisfactory completion of the course with grade C or better.

In terms of stock options and saving plans some organizations require that employees should be 21 years of age or more and complete 1000 hours of service in order to be eligible. Once these requirements are met employee is eligible to participate in stock options and saving plans.

Herzberg’s Two – Factor Theory of Motivation

Frederick Herzberg extended the work of Maslow and developed a specific content

theory of work motivation. Unlike Maslow, Herzberg many years ago conducted a

widely reported motivational study on about 200 accountants and engineers



employed by firms in and around Pittsburgh, Pennsylvania. He used the critical

incident method of obtaining data for analysis. The professional subjects in the study

were essentially asked two questions: (1) When did you feel particularly good about

your job – what turned you on; and (2) When did you feel exceptionally bad about

your job – what turned you off?

Responses obtained from this critical incident method were interesting and

fairly consistent. Reported good feelings were generally associated with job

experiences and job content. An example was the accounting supervisor who felt

good about being given the job of installing new computer equipment. He took pride

in this work and was gratified to know that the new equipment made a being

difference in the overall functioning of his department. Reported bad feelings, on the

other hand, were generally associated with the surrounding or peripheral aspects of

the job-the job context. An example of these feelings was related by and engineer

whose first job was routine record keeping and managing the office when the boss

was gone. It turned out that his boss was always too busy to train him and became

annoyed when he tried to ask questions. The engineer said that he was frustrated in

this job context and that he felt like a flunky in a dead-end job.

Tabulating these reported good and bad feelings, Herzberg concluded that job

satisfiers are related to job content and that job dissatisfies are allied to job context.

Herzberg labeled the satisfiers motivators, and he called the dissatisfies hygiene

factors. The term hygiene refers (as it does in the health field) to factors that are

preventive; in Herzberg’s theory the hygiene factors are those that prevent

dissatisfaction. Taken together, the motivators and the hygiene factors have become

known as Herzberg’s tow factor theory of motivation.

MOTIVATIONAL JOB DESIGN

In order to be effective, management should be concerned with motivating

individuals on the job. Therefore, managers should seek different methods of

designing motivating jobs. Job design should incorporate environmental dynamics,

the organization's resources, and individual preference. Job enlargement, job



enrichment, and the job characteristics model are three methods that can be used in

the process of designing motivating jobs (Robbins & Coulter, 1996).

Job enlargement is a type of horizontal expansion designed to overcome the narrow

focus of highly specialized jobs. It involves the concept of knowledge enlargement--

enrichment of the individual through increased job knowledge/training. Some

examples of the results of enrichment include increased worker satisfaction,

enhanced customer service, and increased accuracy. In contrast, job enrichment is a

vertical expansion that provides for increased worker responsibility

(i.e., planning and evaluating duties). Greater responsibility increases job depth

(worker control) and results in employee empowerment this empowerment often

leads to a higher quality of output and employee motivation since workers feel

connected to their jobs. The job characteristics model is a method of job analysis

and design which identifies five job characteristics: 1) skill variety (range of

skill/talent), 2) task identity (worker-task connection), 3) task significance (degree of

impact), 4) autonomy (worker freedom/independence), and 5) feedback (worker

critique/performance evaluation).

CONCLUSION

So many factors can be held responsible for

the motivation. Every motivational theory is

good or applicable for every organization.

In some organizations one theory will be

working quite well but it may fail in other

organizations because every organization

has a different environment and different

culture. But for any theory to work it is



necessary that there must be some positive

and good relationship among the

management and the employees if the

management is good and willing to

motivate employees but the are not ready

to accept the change in their attitudes than

the theory will be on a loss. Management

must also consider the capabilities and

skills of the employees. No motivation

theory will work if the employee

management relations are not good.


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