When it comes to motivation there are many different theories available for managers to use, however all of these theories can fall in to either one of two broad categories which are content motivational theories and process motivational theories.
From my understanding, content theories motivate people based on the assumption that they are most motivated by methods which involve gaining a sense of achievement, personal development or moving forward. For example a content theory may choose to motivate workers by providing them with training or development which would improve their performance, expand their knowledge and skills, and provide them with a feeling of personal development or/and achievement.
On the other hand, a process theory would assume that employees are most motivated to work harder by reward incentives, either financial or non-financial. For example, by offering employees the opportunity to gain a cash bonus based on their performance would motivate people to work more effectively. A non-financial incentive/reward may be to reward workers with recognition of their efforts or good performance for example by schemes such as ‘employee of the month’.
Company Examples
The first organisation I have chosen to investigate is John Lewis. According to John Lewis Partnership (2010), ‘Since 1929 the purpose of the business has been the happiness of those who work in it through the worthwhile and satisfying employment in a successful business. So when it comes to rewarding our Partners – the people who give their time and energy to making the John Lewis Partnership special – our package of benefits is designed with this principle firmly at the forefront of our minds.’
John Lewis has an extensive range of reward schemes and benefits which they use to motivate their staff including things such as:
· Bonuses
· Pensions
· Discounts
· Paid holidays
· Life assurance
· Subsidised dining facilities
· Holiday and leisure facilities
· Career development
· Education subsidies
· Extended leave
· Voluntary benefits and discounted deals
The second organisation I have chosen to investigate is British Airways. As a blue collar organisation, it is hardly surprising to have discovered through their website that they offer a wide range of attractive reward & development schemes as well as beneficial remuneration packages. These include benefits such as opportunities for discounts, generous holiday entitlement, pension and private healthcare schemes, sports facilities, subsidised restaurants and even a share of the company’s profits. This approach to motivating staff neatly fits in with the ‘Belongingness and Love needs’ as defined by Maslow. By offering staff generous opportunities and rewards such as these, the company is more likely to establish a strong and positive relationship with the workforce which gives employees a sense of belongingness and in turn encourages a higher level of success. This also allows employees to show more concern for self-actualisation and personal growth.
Another approach British Airways uses to motivate its staff is offering opportunities for valuable training and career development. Training is essential for every business in order to stand a chance in surviving. The reason it is so important is that it provides organisations with competitiveness. Without training its staff, a business would simply be overtaken by its competition as those who train their staff and focus on personal development have a far more significant, capable and effective workforce. Methods which are beneficial to staff on a personal level such as this tend to work effectively in motivating employees, as good training and development educates people on how to maximise their potentials. This style of motivation goes hand in hand with Maslow’s idea of all people having ‘Esteem needs’, which suggests that people require a sense of achievement or status in order for them to progress towards accomplishing self-actualisation. For example, British Airways provide staff with a training scheme which results in either a technical or professional qualification. Staffs are likely to be motivated by such an opportunity as they recognise that it would be in their interest, as many qualifications allow for opportunities for promotion and generally provide employees with the necessary tools to apply for better positions. Also, personal development improves and individuals self-esteem which ultimately increases confidence and determination. From my perspective, this would have positive implications for any company as I feel that a confident workforce is a strong workforce.
Overall I would have to agree with Maslow’s belief that an individual who is lacking their basic needs will find it impossible to concentrate on the more complex needs in life, thus having negative implications for their motivation and performance.
What I have learnt from this exercise is that motivation differs depending on the individual and that not everyone’s preference fits in with a particular theory. For example, individuals may be motivated by some aspects of one theory and other aspects of another theory. In conclusion I believe that there is a strong connection between motivation and performance and therefore if one is de motivated this will be reflected in their performance.
References:
1) Academic DB (2005) What are the critical differences between content and process theories in motivation. Available from:http://www.academicdb.com/Business_and_Administrative_studies/Human_Resource_Management/What_are_the_critical_differences_betwee_L72517.html
[Accessed 16 April 2010]
2) British Airways (2009), Rewards and Benefits. Available from http://www.britishairwaysjobs.com/baweb1/ [Accessed 16 April 2010]
3) John Lewis Partnership (2010), It's what our partners give to the business that makes us who we are. Availablefrom http://www.jlpjobs.com/your-career/benefits.htm [Accessed 16 April 2010]
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