Workplace Motivation

Paper Summary:

This paper addresses different approaches to motivational performance management. The paper discusses Maslow's hierarchy of needs, the expectancy theory of Victor Vroom and Douglas McGregor's two theories by which managers perceive employee motivation. The paper points out that managers must keep in mind that employees have different motivators that encourage them. The paper concludes that regardless of whether one bases a person's motivation on Maslow, Vroom or McGregor, the most essential encouragement is recognizing each person as an individual who has his or her own strengths and means for reaching personal end goals.

From the Paper:

"Much has changed regarding the way an employee is recognized in the work place. At the beginning of the Industrial Revolution, the workers were only seen as another cog in the wheel and a means to the end of production and services. Frederick Winslow Taylor stated that workers were primarily motivated by money. They do not enjoy work and have to be watched carefully. However, as psychologists and social psychologists began to study the work setting and what encouraged employees to be more satisfied, increasing emphasis was placed on needs and motivations in the workplace."

Sample of Sources Used:

• Maslow, A.H. (1973). An Intellectual Portrait. Monterey, CA: Brooks/Cole.
• McGregor, D. (1985).Human Side of Enterprise. New York: McGraw-Hill.
• Miner, J.B.(2002) Organizational Behavior: Foundations, Theories, and Analyses. New York: Oxford Press.
• Pipe, P. (1997). Analyzing Performance Problems. Atlanta, GA: Center for Effective Performance
• Stephens, D.C. (2000). The Maslow Business Reader. New York: Wiley.

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