We See the World in Terms of Our Theories

Why are the theories we believe called facts and the facts we disbelieve called theories? Theory has always been the utmost important aspect of the introduction of tentative knowledge. Arguably, the system of provisional knowledge intended to explain and describe the existence of possible phenomena, thus aiding our understanding of the world through relationships, concepts and logic. Firstly, it is vital that we recognize that scientific theory is established by repeated observations and it seeks to diagnose why something occurs. Whereas, a humanistic theory involves speculations attempting to explain how a situation has occurred. A theory is often constructed by different perspectives; hence limitations will always exist. In that sense, a “perfect theory” doesn’t exist.

Limitations provide a finite and incomprehensive view of the phenomenon. Such hypothetical assumptions are designed to gain a greater degree of understanding of our world: the earth, people and places. While considering this inquiry we are also concerned whether a multiplicity of theories will allow us to gain a better understanding of certain conspiracies involving people and what makes up our world and how multiplicity of theories may allow us to understand our world more in-depth yet unable to furnish an absolute answer. Moreover, the reliability of a theory can be self-justified and many theories involving the past may contain lost knowledge, causing us to be unable to determine its certainty.

To discuss whether a multiplicity of theories can allow us to gain a better understanding of the world; History and Human Science; Geography and Psychology will be taken into consideration. A theory, could possibly arise due to intuition, imagination and reasoning. Withal, while arguing that retaining multiplicity of knowledge cannot help aid our understanding of the world, I will also explore the circumstances in which this argument unviable.

Intuition is an individual’s way of obtaining knowledge, offering explicit and implicit insight without cognizant thought. In the realm of History, most arguments and theories are formed by rational reasoning. Examining Malaysian Airline flight 370 which disappeared in 2014, the official statement from the Malaysian Government indicated that the plane crashed into the Indian Ocean, however many disbelieved this as floating debris would appear on the ocean surface if it was true. Among other theories related to the case stands a report that claimed the captain, Zaharie Shah, was “clinically depressed”. While he tries to escape his former life through “acquiring 2 stolen passports” and “packing his flight kit with extra warm clothes, a bright waterproof torch, a whistle and a parachute” (David Shrubb). This theory outlined that the first officer was locked out of the flight deck by Shah, followed by switching off the communication channel between MH370 and air-traffic controllers. Ultimately, he donned an oxygen mask and depressurized the aircraft. Moreover, both of the previously stated theories contained certain extents of limitations as they are composed by uncertain assumptions without supporting evidence that can strengthen the claims. Hence, despite having a multiplicity of theories we haven’t been able to understand the tragedy itself. In fact, we become increasingly bewildered with the roots of the incident. In order for multiple theories to be able to diagnose the truth in the realm of History, it is vital to obtain a sustained amount of empirical evidence.

In the light of shared knowledge within the field of Psychology which relates to human behavior, actions are continuously catalyzed or stimulated by an individual’s desire to attain objectives. Abraham Maslow, a renowned psychologist, demonstrated in his theory the needs of human beings, our satisfactions and the urge to fulfill desires. The order of needs are hierarchical and are the foremost significant factor in motivation. Despite this, his theory is heavily limited as it is impotent to be validated empirically due to the absence of measuring “how satisfied one level of need must be before the next higher need becomes operative” (KS Rao Kunchala 100). In contrast, Frederick Herzberg, a behavioral scientist, countered Maslow’s assumptions with his two-factor theory based on motivation. Herzberg discussed the concept of job enrichment and the ways in which motivation is correlated with rewards and incentives. In other words, he argued that achievements, recognition, personal growth are the key parameters for motivation. However, his theory completely ignored blue collar workers and overlooked situational variables, where satisfaction is achieved, but productivity may be worse off.

Furthermore, both theories are derived from a marginally varied area. The multiplicity of theories is vital in establishing a higher comprehensive view of motivation, allowing us to better understand the world in the aspect of “people”. Though both theories have different purposes, uncertainties and rationales, they work collaboratively seeking to explain what motivates people. We can conclude that both theories have aided our understanding that motivation is sourced from the presence of energized behavior. Thus to achieve satisfaction one must first satisfy the secondary level needs for the maintenance of the current state. Consequently, despite one theory contains limitations, it has sufficiently aided our understanding of what may motivate an individual. Herzberg’s counter theory only serves to further our understanding of human motivation and our understanding of ‘people’ as we have the ability of sharing similar experiences by imagining in the motivational parameters that the psychologist has outlined. Lastly, both theories are not interdependent, on one side retaining multiplicity of knowledge can aid our understanding, but on the other side when one theory is proven valid it is already enough in aiding our understanding.

It is argued that no matter how accurate a historical theory may be, it can still contain certain limitations, since knowledge and evidence originated a long time ago may have been lost. For decades, archaeologists have been perplexed by the existence of Stonehenge. Some suspected it was a monument for burial as bone fragments were collected from the site and the remanence of unearthed charred in holes which surrounded the Aubrey Holes have been discovered. The knowledge was reasoned from the discovery of Bronze Age burial mounds, also called Tumuli, around a 2-mile perimeter of Stonehenge. While others contradicted that Stonehenge was designed to be a place for healing, as argued by Geoff Wainwright who suggested that “the monument was a site of pilgrimage” (Stonehenge Guide). To their school of thought, the discovery of the bluestones at Stonehenge were decisive pointers that the site was owed to the healing powers regarding its proximity to the traditional healing springs. And the experimentation on the bluestones have been factually identified as igneous rocks sourced from a hill named “Carn Goedog”. The unique structure of the rocks can form natural pillars, allowing the prehistoric quarry workers to obtain each standing stone by “inserting wooden wedges between pillars and let the rain to swell the wood hence each easing each pillar of the rock face’ (Josh Pollard).

Unlike the Malaysian airline example, here, both theories contain little limitation as their arguments are derived from factual evidence. However, despite the overwhelming abutment established by 2 different individuals and that historical theories are non interdependent nor incompatible, a limitation will be engendered where one will encounter an inner-conflict of which to believe. Therefore, even if we retained a multiplicity of humanistic theories, it is still invalid to further our understanding on its existence. Furthermore, historical interpretations are purely based on memory, and acquiring memory can hardly be perfect due to our human nature: our brains only subconsciously grasp on knowledge of significance that we encountered and ultimately, we rely on “filling the blanks”.

The fundamental discrepancy between believing and disbelieving Human Science is often derived from an individual himself. Human Science is a collection of vital theories for our understanding of the world; most recently global warming in the subject of Geography. The pressing issue, which some may dispute as a “conspiracy” of increasing temperatures and melting glaciers has already projected many voices. Some disbelieve the “theory” of climate change, because they simply distrust science. The role of an individual’s faith highlights those in fringe religious groups and Sigmund Freud a chroniclers of denial has described this phenomenon as an “active mental process and a procedure of absorbing cognizance of what is repressed” (Bargh and Morsella). Therefore, this is what primarily distinguishes their denial from sheer disbelief, thus the existence of climate change is heavily contradicted with an individual’s existence values on both personal and shared knowledge. Ergo, the limitation within this theory doesn’t exist within itself, instead it is derived from an individual’s perspective. Particularly those only believe in what they feel and or observe. In this manner, some may disbelieve climate change as their geographical location varies from others. Mongolia, for instance, remains at low temperatures all year, hence some locals may distrust what others argue to be a ‘factual’ theory. Therefore, the retainment of a multiplicity of theories may struggle to aid our understanding to the world as faith and environment varies between individuals.

Thomas Kuhn once said, ‘We see the world in terms of our theories’. In History, some argue one theory is a fact while the others may say its an abstraction. Historical theories are incompatible and can hardly be mutually balanced as they often suffer from lost evidence. Retaining a multiplicity of theories is viable in aiding our understanding of the world, but will only be better served in the realm of Geography and Psychology. Given that, those theories centre its tendency on faith where one can unconsciously believe and rely on imagination, hence perchance may supplement our understanding of the world. Ultimately, we shall agree that “the world is more complicated than most of our theories make it out to be” (Edmund Berkeley).

Self Esteem Abraham Maslow Essay

Introduction

Maslow’s hierarchy of needs is a very crucial concept that helps individuals in creating their personal motivation pyramid. Maslow proposed that an individual is motivated to fulfill basic needs before moving on to meet the higher growth needs (Acevedo, 2018). Through my self-evaluation of my motivational needs pyramid I can say that I have achieved a fraction of each and I am motivated to work hard to achieve the highest level of needs. There are five levels that individuals desire to achieve and they include; physiological needs, safety needs, social needs, self-esteem, and self-actualization needs[image: ]

Summary of My Pyramid

a) Physiological needs

This is the first level of Maslow’s theory of motivation which focuses on the well-being of the body and ensuring human survival. This is the lowest category in the hierarchy of needs. I have achieved this level and I have been motivated to work hard to achieve the next level of need. Examples of physiological needs that I have achieved include; food, shelter, water, warmth, enough sleep, air, and many others. Having hygienic food, water and air helps me achieve good health which is necessary to help me attend my classes and live a good and happy life (Cook, & Artino 2016). After having a tiresome day, it is necessary to have a good sleep for the body and mind to relax. On the other hand, I need good shelter and clothing. After achieving these needs am motivated to achieve higher needs in the hierarchy of needs.

b) Safety or security needs

This is the second tier of my pyramid, and it entails keeping me safe from any harm or injury. This is very essential to help me live a healthy life by having a feeling of being secure in my current environment. Through achieving these needs I have improved my performance in school and my current employment. Some of the needs that I desired to achieve include; job security, better employment, financial stability, having a good house, and a planned schedule (Healy, 2016). Through achieving the mentioned needs I have developed a sense of being secure thus reducing stress and pressures.

c) Social needs

This is the third tier and is also known as love and belonging. This is the need to have a sense of acceptance and belonging in school, my hockey team, my family, and when with friends. These needs are very important to me so that I don’t have feelings of being isolated, depressed, or even alone. This has helped to improve my participation and interactions with other people, especially in my studies in group work. Some of the needs that I desired to achieve include; a hockey team, love, and affection, family, and friends, and relationships (Schultz, & Schultz, 2016). Through achieving my social needs, I have a feeling of romantic relationships and also the ties to family and friends which have improved my performance as well as being motivated towards achieving higher needs.

d) Self-esteem needs

This is the fourth tier of Maslow’s theory of motivation and it focuses on respect and self-esteem. I have realized that self-respect is slightly more important than gaining admiration and respect from others. These needs are desired after achieving the need for love and belonging from family, friends, and other people in the community (Soni, & Soni, 2016). Through achieving social needs, I have developed a positive feeling of self-worth and self-esteem. Examples of self-esteem needs include; improving in my hockey team, gaining recognition, self-confidence, self-esteem, accomplishment, achievement, improve my status and respect. Through achieving these needs I feel confident and realize my contribution, and achievement as valuable and important thus motivating me towards desiring higher needs. These needs can be categorized into two; cognitive needs and aesthetic needs.

e) Self-actualization needs

This is the final tier in Maslow’s hierarchy of needs and it comprises of achieving the highest needs an individual has the potential to achieve. These needs have motivated me to live up to my potential. This level has a unique feature since it looks different for various people in the economy (Healy, 2016). For me, I need to excel in school and my work achieve success in financial and also live a positive life. Other needs include: realizing personal potential, pursuing talents, and self-fulfillment.

Conclusion

According to Maslow human beings are motivated by unsatisfied needs making them work hard to achieve them. The needs are classified into levels where an individual must achieve one level after the other. The first level is physiological needs which comprise basic needs, the second is safety needs to develop a sense of security, the third level is the social need to give an individual a feeling of love and belonging, the fourth is self-esteems where an individual’s desires to be recognized and the final level is self-actualization where an individual desire to achieve what human beings are capable of doing.

References

    1. Acevedo, A. (2018). A personalistic appraisal of Maslow’s needs theory of motivation: From “humanistic” psychology to integral humanism. Journal of Business Ethics, 148(4), 741-763.
    2. Cook, D. A., & Artino Jr, A. R. (2016). Motivation to learn: an overview of contemporary theories. Medical education, 50(10), 997-1014.
    3. Healy, K. (2016). A Theory of Human Motivation by Abraham H. Maslow (1942). The British Journal of Psychiatry, 208(4), 313-313.
    4. Schultz, D. P., & Schultz, S. E. (2016). Theories of personality. Cengage Learning.
    5. Soni, B., & Soni, R. (2016, July). Enhancing Maslow’s Hierarchy of Needs for Effective Leadership. In Competition Forum (Vol. 14, No. 2, p. 259). American Society for Competitiveness.

Self Esteem Abraham Maslow Essay

Introduction

Maslow’s hierarchy of needs is a very crucial concept that helps individuals in creating their personal motivation pyramid. Maslow proposed that an individual is motivated to fulfill basic needs before moving on to meet the higher growth needs (Acevedo, 2018). Through my self-evaluation of my motivational needs pyramid I can say that I have achieved a fraction of each and I am motivated to work hard to achieve the highest level of needs. There are five levels that individuals desire to achieve and they include; physiological needs, safety needs, social needs, self-esteem, and self-actualization needs[image: ]

Summary of My Pyramid

a) Physiological needs

This is the first level of Maslow’s theory of motivation which focuses on the well-being of the body and ensuring human survival. This is the lowest category in the hierarchy of needs. I have achieved this level and I have been motivated to work hard to achieve the next level of need. Examples of physiological needs that I have achieved include; food, shelter, water, warmth, enough sleep, air, and many others. Having hygienic food, water and air helps me achieve good health which is necessary to help me attend my classes and live a good and happy life (Cook, & Artino 2016). After having a tiresome day, it is necessary to have a good sleep for the body and mind to relax. On the other hand, I need good shelter and clothing. After achieving these needs am motivated to achieve higher needs in the hierarchy of needs.

b) Safety or security needs

This is the second tier of my pyramid, and it entails keeping me safe from any harm or injury. This is very essential to help me live a healthy life by having a feeling of being secure in my current environment. Through achieving these needs I have improved my performance in school and my current employment. Some of the needs that I desired to achieve include; job security, better employment, financial stability, having a good house, and a planned schedule (Healy, 2016). Through achieving the mentioned needs I have developed a sense of being secure thus reducing stress and pressures.

c) Social needs

This is the third tier and is also known as love and belonging. This is the need to have a sense of acceptance and belonging in school, my hockey team, my family, and when with friends. These needs are very important to me so that I don’t have feelings of being isolated, depressed, or even alone. This has helped to improve my participation and interactions with other people, especially in my studies in group work. Some of the needs that I desired to achieve include; a hockey team, love, and affection, family, and friends, and relationships (Schultz, & Schultz, 2016). Through achieving my social needs, I have a feeling of romantic relationships and also the ties to family and friends which have improved my performance as well as being motivated towards achieving higher needs.

d) Self-esteem needs

This is the fourth tier of Maslow’s theory of motivation and it focuses on respect and self-esteem. I have realized that self-respect is slightly more important than gaining admiration and respect from others. These needs are desired after achieving the need for love and belonging from family, friends, and other people in the community (Soni, & Soni, 2016). Through achieving social needs, I have developed a positive feeling of self-worth and self-esteem. Examples of self-esteem needs include; improving in my hockey team, gaining recognition, self-confidence, self-esteem, accomplishment, achievement, improve my status and respect. Through achieving these needs I feel confident and realize my contribution, and achievement as valuable and important thus motivating me towards desiring higher needs. These needs can be categorized into two; cognitive needs and aesthetic needs.

e) Self-actualization needs

This is the final tier in Maslow’s hierarchy of needs and it comprises of achieving the highest needs an individual has the potential to achieve. These needs have motivated me to live up to my potential. This level has a unique feature since it looks different for various people in the economy (Healy, 2016). For me, I need to excel in school and my work achieve success in financial and also live a positive life. Other needs include: realizing personal potential, pursuing talents, and self-fulfillment.

Conclusion

According to Maslow human beings are motivated by unsatisfied needs making them work hard to achieve them. The needs are classified into levels where an individual must achieve one level after the other. The first level is physiological needs which comprise basic needs, the second is safety needs to develop a sense of security, the third level is the social need to give an individual a feeling of love and belonging, the fourth is self-esteems where an individual’s desires to be recognized and the final level is self-actualization where an individual desire to achieve what human beings are capable of doing.

References

    1. Acevedo, A. (2018). A personalistic appraisal of Maslow’s needs theory of motivation: From “humanistic” psychology to integral humanism. Journal of Business Ethics, 148(4), 741-763.
    2. Cook, D. A., & Artino Jr, A. R. (2016). Motivation to learn: an overview of contemporary theories. Medical education, 50(10), 997-1014.
    3. Healy, K. (2016). A Theory of Human Motivation by Abraham H. Maslow (1942). The British Journal of Psychiatry, 208(4), 313-313.
    4. Schultz, D. P., & Schultz, S. E. (2016). Theories of personality. Cengage Learning.
    5. Soni, B., & Soni, R. (2016, July). Enhancing Maslow’s Hierarchy of Needs for Effective Leadership. In Competition Forum (Vol. 14, No. 2, p. 259). American Society for Competitiveness.

Effective Motivation In The Workplace Is About Satisfying

Introduction

Billionaire founder of Alibaba, Jack Ma said that people should not compete with artificial intelligence, instead focus on developing unique human intelligence. Furthermore he says, “in the future it is not about the competition of knowledge, it is the competition of creativity, it is the competition of imagination, it is the competition of learning and it is the competition of independent thinking. If people think like a machine, a problem will arise. In the past 20 years people were like machines, in next 20 years machines will look like people. Therefore in the future it is not the knowledge driven, it is wisdom driven, and it is experience driven. In the past it was knowledge driven, manufacture driven and in the future it is creativity driven. The new technology is going to change every aspect of the world. The world should be focusing on not only intelligence quotient, emotional quotient but also focusing on the quotient of love. Because only the way you care about others, more successful things you have”. Creativity, imagination and independent thinking are based on human mind. Therefore it will generate more favorable situations for organizations, if the organizations consider more about their human resource. Prosperity is what all organization want to hold even the environment is dynamic or highly competitive. Hence, companies strive to possess highly skilled employees, because they effect on organizational effectiveness. To retain the employees within the companies it is essential a strong positive relationship among each and every person of the organization. To achieve organization’s goals and objectives, to develop strategies, to face dynamic environment and to increase performance of the organization, human capital can be identified as the main asset. If the organization is not capable to manage them properly, if the employees are not satisfied or not motivated to achieve organization’s goals and objectives, then the organization is at a risk of failure. Employees have lots of needs that continuously competing one with another.

People have different kind of skills and needs. While some people are driven by tasks, others are focusing on job security. Managers should have the ability to understand the behavior of the employees, and then they are capable to predict what people need from the job they involve in. Managers should understand without any assuming what are the motivators that a particular employee needs. Hence, managers can increase their effectiveness by getting a better understanding on the real needs of the employees.

Usually most of people wake up in the morning and involve in their own daily tasks hardly because, these behavior patterns are motivated by particular thing. ( Samson & Daft, 2000, p. 478 ). Therefore, people in the organization should motivated by something they need. One of continuing challenge that managers are faced is how to motivate the employees in the organization. Lower level of motivation leads to low-quality, insincere effort, high absenteeism and tardiness. ( DuBrin, 1994, p. 298 ).

From this essay, the author discuss about the effective motivation, how motivation satisfy employees and how to ensure high work performance by using motivation in the organization.

Motivation

The concept of motivation is defined differently by different people. To achieve organization’s goals and objectives as expect or get the expect results is the ultimate purpose of motivating the employees in an organization. To achieve results, motivation can be identified as the expenditure of effort. The effort results from one a force to perform that stems from one or more of the three sources: the individual, the manager or the group (DuBrin, 1994, p. 298). Motivation refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain cause of action (Samson & Daft, 2000, p. 478).

Because of the two reasons, the concept of “motivation” cannot define easily. First, motivation is a hypothetical phenomenon that cannot be observed directly. Second, the process of motivating people is common. But what motivate the employee is different from each person. It is unique factor. Therefore, motivation can be defined as those psychological processes that cause the arousal, direction, intensity and persistence of goal-directed, voluntary action (Davidson & Griffin, 1996, p. 522). The degree to which a person wants and chooses to behave in certain way is the more practical definition of motivation (Davidson & Griffin, 1996, p. 522).

Motivation, Productivity and performance

Motivation can be identified as one significant contributor to productivity and performance. Other right requirement skills, technology, knowledge and abilities are essential to get higher productivity and performance. Therefore organizations should apply effective motivation which is suitable for the person and the situation. Managers have the responsibility to implement right motivation method at right time. The methods of effective motivation are not common for all the organization. Those methods vary according to the situation of the organization. Therefore, practically there is no certain definition for effective motivation. Implement of effective motivation leads to employee satisfaction and through the employee satisfaction it generates high performance then it leads to higher performance of the organization and increase the organizational effectiveness.

A study was done to examine the relationship of organizational effectiveness and employee performance and motivation in the telecommunication and banking sector of Pakistan. A sample of 103 respondents was taken and Pearson correlation was applied. The results showed that there exists significant positive correlation (0.287) between employee motivation and organizational effectiveness (Muhammad, 2011). The autocratic leadership styles, mechanistic design of organization and authoritarian rules as practiced in African organizations, are all where decision making is concerned only to top management and employees are just given orders to achieve different tasks. In these types of organizational environment the employees may limit innovativeness and their motivation hinders which has a direct negative effect on organizational performance, growth and effectiveness (Constant, 2001).

Theories Regarding to Motivation

Maslow’s Need Hierarchy

Satisfy needs is the commonly believed motivation practice. A need is unique to each person and people are motivated by accomplish needs that are not presently satisfied. To imply the need-satisfaction approach, managers should observe the employees. It is better if the manager get to know about the employees’ personal life, education, career goal and work history. If not managers can directly ask from employees about the needs.

Maslow’s need hierarchy is the most widely used theory to explain human motivation. According to the hierarchy people have an internal need that pushes them toward self-realization and personal superiority (DuBrin, 1994, p. 300). The hierarchy satisfied the lower level needs and then higher level needs are activated. The hierarchy delivered beneficial insights for managers as the practical application. One of the advices was for managers to find ways of motivating employees by devising programs or practices aimed at satisfying emerging or unmet needs. Another implication was for organizations to implement support programs and focus groups to help employees deal with stress, especially during more challenging times and taking the time to understand the needs of the respective employees (Kreitner, 1998). When the need hierarchy concept is applied to work organizations, the implications for managerial actions become obvious. “Managers have the responsibility to create a proper climate in which employees can develop to their fullest potential. Failure to provide such a climate would theoretically increase employee frustration and this could result in poorer performance, lower job satisfaction, and increased withdrawal from the organization” (Steers & Porter, 1983, p.32).

Maslow has explained why it is hard to satisfy people. As one need satisfied, people want to satisfy other needs or the same need in different form. The concept of Maslow’s Need Hierarchy does not appropriate all the time. Everybody does not satisfy their need in a stepwise. Some people try to achieve esteem before satisfying their social needs while some try to satisfy more than one simultaneously.

Herzberg’s Two-Factor Theory

Herzberg carried out his survey of 200 accountants and engineers from which he derived the initial framework for his theory of motivation. The theory, as well as the supporting data was first published in 1959 (Herzberg, 1959) and was subsequently amplified and developed in a later book (Herzberg, 1966), as cited in (Ramall, 2004). Based on his survey, Herzberg revealed that employees tended to define satisfying experiences in terms of factors that were intrinsic to the content of the job itself. These factors were called “motivators” and included such variables as achievement, recognition, the work itself, responsibility, advancement, and growth. On the other hand, dissatisfying experiences, called “hygiene” factors, mostly resulted from extrinsic, non-jobrelated factors, such as company policies, salary, coworker relations, and supervisory styles (Steers, 1983), as cited in (Ramall, 2004). Herzberg argued, based on these results that excluding the causes of dissatisfaction would not result in a state of satisfaction. Instead, it would result in a neutral state. The opposite of satisfaction is no satisfaction, not dissatisfaction. In other way, the opposite of dissatisfaction is no dissatisfaction, not satisfaction.

As mangers, they can motivate people by offering them the opportunity to do interesting work or to be promoted. Herzberg also discovered that some job elements are more relevant to lower-level needs than upper level needs. A dissatisfier is a job element that, when present, prevents dissatisfaction. It does not however create satisfaction. Just because hygiene factors are present, employee will not be satisfied about their jobs (DuBrin, 1994, p. 306). The same motivation pattern does not suit for everyone. Therefore managers are the persons who can decide what the effective motivation methods according to the people are.

Equity Theory

Equity theory recognizes that individuals are concerned not only with the absolute amount of rewards they receive for their efforts, but also with the relationship of this amount to what others receive. Based on one’s inputs, such as effort, experience, education, and competence, one can compare outcomes such as salary levels, increases, recognition and other factors. When people perceive an imbalance in their outcome-input ratio relative to others, tension is created. This tension provides the basis for motivation, as people strive for what they perceive as equity and fairness (Robbins, 1993), as cited in (Ramlall, 2004).

Feelings of inequitable action lean towards to occur when “people believe they are not receiving fair returns for their efforts and other contributions.” The challenge therefore for organizations is to implement reward systems that are supposed to be fair and equitable and distributing the reward in accordance with employee beliefs about their own value to the organization (Pinder, 1984), as cited in (Ramlall, 2004).

Reinforcement Theory

Reinforcement theory explains the relationship between behavior and its consequences. The theory defines behavior or modifying the employees’ on the job behavior through the suitable use of immediate rewards and punishments. Positive reinforcement, avoidance, punishment and extinction are the four types of reinforcement. Studies have revealed that positive reinforcement does help to advance organizational performance. In addition, non-financial rewards, such as positive feedback, are often as effective as financial incentives (Luthans & Stajkovic, 1997), as cited in (Samson & Daft, 2000, p. 494). Indeed, most of the people consider factors other than money to be more important. Nelson Motivation Inc. conducted a survey of 750 employees through several industries to evaluate the value they placed on various rewards. Cash and other monetary awards came in last. The most valued rewards involved praise and manager support and involvement (Garvey, 2004), as cited in (Samson & Daft, 2000, p.494).

Job Design Approach

Job design is the application of motivational theories to the structure of work for enhancing productivity and satisfaction. Managers must to know what features of a job provide motivation as well as how to compensate for routine task that has little inherent satisfaction. Methods of job design are usually classified as job simplification, job rotation, job enlargement and job enrichment. Workers with low skills can perform the organization achieves a high level of efficiency. Because of they need low training or skill and exercise, workers are interchangeable. As a motivational technique, however job simplification has failed. People don’t like routine and boring jobs, and reacts in a number of negative ways (Samson & Daft, 2000, p. 499). Companies such as Toyota in its Altona plant in Melbourne and Motorola have built on the notion of job rotation to train a flexible workforce. As organization break away from ossified job categories, worker can perform several jobs, thereby reducing labour costs. Depending on the situation employee might move among the jobs. While some of companies refused the concept, many have accepted it. This helps to be more competitive (Alster, 1989), as cited in (Samson & Daft, 2000, p. 499). Job enrichment leads high level motivation into the work, including job responsibility, recognition and opportunities for growth, learning and achievement. In an enrich job, employees have control over the resources necessary for performing it, make decisions on how to do the work.

Rewards on Motivation

An employee is likely to make an extra effort if he or she knows that performance will be measured, evaluated and rewarded. Rewards that inform employees that they are performing well on a particular task enhance selfefficacy for that task. The process of reward distribution and reward itself influence justice perception.

Conclusion

Human resource is the most valuable and powerful resource within an organization. With creativity, imagination and independent thinking can generate incredible solutions and innovations to the organization. Therefor as they value to the company, the company should treat them. To acquire right skills from the employees, company should have a proper system of motivation. Motivation refers to one contributor to productivity and performance. Others can be identified as abilities, skills and technology. However motivation contributes organization’s performance and job satisfaction in a positive way.

From all the theories such as Maslow’s need hierarchy, Two factor theory, Reinforcement tools and job design methods, they showed ways to implement motivation. Those ways can enhance the organization’s performance and job satisfaction of the employees. But no one can certainly advise that this is the most effective motivation methods and company should use it because, situation is not same for each and every organization. Therefore mangers are the responsible people to implement effective motivation practices according to the situation.

Organization needs both employee satisfaction and high work performance to ensure the motivation method is effective. Once the organization achieves employee satisfaction but lower work performance, it is an unfavorable situation to the organization, the cost of the organization will increase. Once the company achieves higher work performance but lower employee satisfaction, it will cause to high absenteeism of the employees. Managers should have the ability to balance the situation and establish effective motivation.

References

  1. Davidson, P and Griffin, W. (2000). Management: An Australian Perspective, 2nd edition. Australia: John Willey & Sons.
  2. Samson, D and Daft, R. (2009). Fundamentals of Management, 3rd edition.
  3. South Melbourne: Cenage Learning Australia.
  4. DuBrin, J. (1994). Essentials of Management, 3rd edition. Ohio: South- Western Publishing Co.
  5. Constant D. Beugré & O. Felix Offodile (2001) Managing for organizational effectiveness in sub-Saharan Africa: a culture-fit model, The International Journal of Human Resource Management, vol.12:4, 535-550.
  6. Ramlall, S. (2004). A Review of Employee Motivation Theories and their Implications for Employee Retention within Organizations. The Journal of American Academy of Business, Cambridge, September, 53- 63.
  7. Malik, M., Ghafoor, M and Naseer, S. (2011). Organizational Effectiveness: A
  8. Case Study of Telecommunication and Banking Sector of Pakistan. Far East Journal of Psychology and Business, vol. 2: 1, January 38-48