Accounting technicians scheme west africa
Download 3.37 Mb. View original pdf
|
- Navigate this page:
- Enhanced Social relationship
- Summary
| Employee Participation: Employees maybe motivated to work harder when they are allowed to take part in decisions which affect them. As a motivation technique, participation satisfies the growth, achievement and recognition needs of employees. c) Favourable Conditions of Work: Employees could be motivated by providing them with good conditions of work such as recreational facilities, accommodation, canteen services, free medical care, transport facilities and the liked) Enhanced Social relationship: Employees could be motivated when the manager creates an environment that promotes good interpersonal relations. e) Personal Development: Employees maybe motivated to put in extra effort when they are given the chance to advance themselves through promotion, training and development. Summary This section is an exhaustive overhaul of what motivation stands for. Motivation in this section was identified as a morale booster for employees ad one of the major reasons why employees engage in and take opportunity of employment opportunities. A dual overview of motivation suggests that while motivation is the reason why employee engages in paid job, it is also seen as a strategic weapon used by employers to induce employees for the purpose of contributing maximally to organisational objectives. A series of motivational theories were reviewed and 293 categorised mainly into three (content, process and reinforcement theories. Two major theories from the content approach were reviewed, namely i) Maslow’s Hierarchy of Needs Theory and ii) Frederick Hertzberg’s Motivation – Hygiene Theory Also, from the process theories approach, (i) Vroom’s Expectant theory and (ii) Equity theory were x-rayed and discussed in full contents. On a final note, the postulate of reinforcement theory was discussed from the prevalence peculiarity of its assumptions that i) Employees are motivated by proper design of their work environment and praise for good performance and should not be punished for poor performance as this leads to negative results. ii) Managers should regularly analyse work environment and remove factors that impede effective performance and provide regular feedback to employees and reward good performance. Download 3.37 Mb. Share with your friends:
|