Organizational Behavior Thesis Statement

In extrinsic motivation, the factors (hygiene’s) that satisfy lower-level needs are different from those (motivators) that satisfy or partially satisfy higher–level needs.

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The consequences of organizations operating without any purpose of motivation towards its employees are far catastrophic, such as depression, turnover, burnout which can derail the success of organizations.

For organizations to make employees their biggest asset and retention purposes, motivation should be a priority.

Based on the basic physical, biological, social and psychological needs of human beings, Maslow came up with a five-stage theory that places the needs of the individual in different categories and prioritizes their attainment.

These categories, in order of decreasing priority, are: • physiological needs (food, shelter, clothing); • safety and security needs (physical protection); • social needs (association with others); • esteem needs (receiving acknowledgement from others); and • self-actualisation needs (the desire for accomplishment or to leave behind a legacy).

Maslow’s hierarchy of needs forms the basis of theories that try to explain job satisfaction.

Teachers, like all people, have needs that have to be satisfied.

For us to help understand underpinnings to motivation, we must first explore what job satisfaction means because motivated employees will have a job satisfaction.

According to Kumar and Singh (2011, p.12), job satisfaction (or the lack thereof) depended on the employee’s perception of the degree to which his work delivers those things that he desires – how well outcomes are met or expectations perhaps even exceeded.

Depending on the rewards and incentives employees receive and management’s motives for giving them, employees will respond to their work environment by being productive.

Organisations must be seen to support employees in their daily work in order to bring about loyalty and improve retention by removing elements that may create dissatisfaction, while bearing in mind that in a heterogeneous environment, with male and female employees from different age groups, generations, and (to a certain extent) backgrounds, and with varying qualifications or experience, no single element will produce either universal approbation or collective disapproval.

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