A Major Influence On Job Performance Is Motivation There Are

A Major Influence On Job Performance Is Motivation There Are Several

A major influence on job performance is motivation. There are several theories explaining the concept of motivation (expectancy theory, ERG theory, reinforcement theory, etc.). Select one of the following three scenarios to use as a framework for your discussion. In your post, apply a specific motivational theory to one of the three scenarios. Complete an analysis of the motivational theory using the scenario as a framework for your discussion.

Scenario A: You are a manager at a manufacturing plant forced to reduce 25% of its workforce due to budget constraints caused in part by the increased prices of a raw material. The vast majority of the tasks once performed by employees are now outsourced to India. Consequently, your remaining workforce has suffered a significant lack of motivation. It is your task to move the remaining team forward under the current circumstances ensuring weekly quotas are reached and none of the production numbers suffer.

Scenario B: You are a call center representative working at a mortgage company struggling to keep up with the increased regulations and compliance guidelines imposed to better control this industry. Recently, a junior-level manager was promoted to a Vice President (VP) position, much to the surprise of all the employees. The employee perception was that the promotion was unfair and that the chosen candidate lacks the experience and the “people skills” required to excel in the new role. The first few emails from the newly promoted VP set the stage for a less flexible, “numbers driven” environment, potentially negatively impacting employees’ work-life balance. You desperately need this job as a single parent raising three kids.

Scenario C: You have been employed at the same company for 20 years. You have come to terms with the fact that you have no promotional opportunities here and are at a “dead-end job.” You contemplated changing jobs a few times in the last few years, but some reasons you stay include a manageable workload, flexible work hours, friendly co-workers, and supportive upper management. Yet, you are not motivated to go above and beyond the expectations identified for your position and job description.

Your initial post should be 250 to 300 words. Use this week’s lecture and the course text as a foundation for your initial post. Incorporate the article: The Top 9 Things That Ultimately Motivate Employees to Achieve. Respond to at least two other posts, engaging thoughtfully with their selected theories, insights, or questions for at least 100 words each.

Paper For Above instruction

The scenario most appropriate for applying a motivational theory is Scenario C, where an employee has been at the same job for 20 years but feels unmotivated to go beyond their basic responsibilities. This scenario exemplifies a situation where intrinsic motivation appears diminished despite favorable conditions such as flexible hours, a friendly environment, and supportive management. Applying Herzberg’s Two-Factor Theory provides valuable insights. Herzberg posited that job satisfaction and dissatisfaction are influenced by different factors—motivators and hygiene factors. In Scenario C, hygiene factors like flexible hours and friendly colleagues are present, preventing dissatisfaction. However, the lack of motivators such as recognition, achievement, or opportunities for growth may be causing a decline in motivation for extra effort.

According to the article “The Top 9 Things That Ultimately Motivate Employees to Achieve,” recognition and achievement are consistently ranked high among motivators. The employee’s perception that they are at a dead-end job indicates a gap in perceived recognition and personal achievement. To address this, organizations could implement recognition programs that highlight employees’ contributions and foster a sense of accomplishment, even if advancement opportunities are limited. Incorporating non-promotional motivators like meaningful work, skill development, and acknowledgment can reignite intrinsic motivation, driving employees to perform beyond their basic duties.

In contrast, Scenario A involves external motivators driven by organizational goals under resource constraints. While applying expectancy theory could illustrate how employees’ motivation depends on their belief that their effort leads to performance and rewards, Scenario C’s scenario emphasizes internal motivators. This scenario underscores the critical role of intrinsic motivation and suggests that fostering recognition and purpose can sustain motivation in long-term employees despite limited advancement prospects.

References

• Herzberg, F. (1966). The motivation to work. John Wiley & Sons.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268.
• Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books.
• Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56, 485–516.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
• Vroom, V. H. (1964). Work and motivation. Wiley.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. Wiley.
• Maslach, C., & Leiter, M. P. (2016). Burnout. In Stress: Concepts, cognition, emotion, and behavior (pp. 351–359). Academic Press.
• Ryan, R. M., & Deci, E. L. (2017). Self-determination theory: Basic psychological needs in motivation, development, and wellness. Guilford Publications.