Remember To Respond To At Least Two Of Your Fellow Learners

Remember To Respond To At Least Two Of Your Fellow Learners With A Pos

Remember to respond to at least two of your fellow learners with a positive yet critical analysis of their discussion. Support your conclusions and arguments with 2-3 outside references. prof question? : As you consider the ways that organizations can assist in the motivation of individuals to achieve more for the organization, analyze your organization and discuss some of the ways in which it can do a better job of motivating the employees through empowerment and involvement. Discuss two of the models listed in Chapter MY DISCUSSION POST REQD AND TWO REF post 1: There is a definite belief in Expectancy Theory within our company. Our owner has always pushed the importance of working hard toward doing the job well and doing it right the first time. When mistakes happen, take responsibility, correct it and work hard toward the finish of the project. There is certainly the expectation amongst our work force that if you put in the effort and the time in a genuine, positive and economical way then there will be a positive result. In regards to our company a positive result is completing a job on time, under budget without having to return to fix any preventable problems. I think that this motivational technique is effective in accomplishing our organizational goals, however when it comes to the emotional benefits for our employees I feel that it falls a bit short. There is a perceived lack of inequity within our organization. Our compensation is solely based on profit sharing. As the book points out I have found that this is not an effective way to compensate our work force because many employees do not see a direct link between their efforts and the company making a profit. I tend to agree. In my experience in construction, the laborers very rarely have an effect on how much money a job will make when completed. I have found that profit on construction projects are made during the bid and planning phase. Therefore, when profit sharing is handed out at the end of the fiscal year many employees don’t understand why their share is so low when they have built a reasonable expectation of reward because they have worked hard and expect success and to be rewarded for this success. I believe that our company would benefit greatly by improving in the aspect of equity theory. I think if we moved toward rewarding the group on a project by project basis. If employees are working hard to complete a job and do so successfully, then they should see the immediate rewards of that work without having to wait to the end of the fiscal year and hope that other projects have done well. It would also reinforce the belief that quality and hard work will lead to expectancy for success and reward. RESPONSE:: REQUIERED POST 2: In applying the concepts of Motivation to my organization, I do find that overall, my organization does a fairly good job of motivation. Based upon the expectancy theory, employees will inherently strive for pleasure and stray away from activities that lead to pain. My employees in particular are well equipped to do their job, so they can "expect" that their effort will yield a good performance, and their good performance will be "instrumental" to them attaining valued outcomes. In my organization's case, the outcomes have a high positive valence. Pay rates are well above average, bonuses are common, and perks such as 1/2 days off, and dinners out are often awarded to employees. The one area that I feel my organization could do a better job at motivation is based upon the Equity Theory. The equity theory states that individuals compare their input and outcomes with the inputs and outcomes of those in the same position, or a similar position. When there is a discrepancy, this leads to an urge to balance the inputs and outcomes. For example, in my organization, the employees who work in the office staff are often held to a higher standard of excellence than the sales staff. This is due in part to the fact that much of the sales staff is life-long friends of the owner. An example would be when an office staff member is out for illness or vacation. Her absence is placed under greater scrutiny than if a sales member were out. The most obvious inequity is when a sales staff member won't show up for work for a couple of days without calling in, and there are not any repercussions. An office staff member would never be able to get away with such behavior. Or if a sales staff member wants to leave for the day, he can persuade the owner (his friend) to go golfing with him or have a few drinks with him. This definitely leads to discomfort as discussed in the equity theory. My organization would do well to make all rules and consequences equivalent across the board. RESPONSE:: REQUIERED

Paper For Above instruction

Employee motivation is a critical factor for organizational success, influencing productivity, job satisfaction, and overall performance. To enhance motivation, organizations can leverage various motivational theories such as Expectancy Theory and Equity Theory, which provide insightful frameworks for understanding employee behavior and designing effective motivational strategies. This paper examines ways organizations can better motivate their employees through empowerment and involvement, specifically analyzing how these theories can be applied to improve morale, fairness, and productivity.

Understanding Motivation through Theoretical Frameworks

Expectancy Theory, proposed by Victor Vroom (1964), postulates that employees are motivated when they believe their effort will lead to desirable performance and that this performance will result in rewards they value. Effective application of this theory requires clear communication of expectations, attainable goals, and tangible rewards linked to performance. As reflected in the first example, the organization emphasizes doing the job right the first time and completing projects efficiently, which aligns with the core principles of Expectancy Theory. However, the challenge arises when rewards are perceived as disconnected from individual effort, as seen with profit sharing distributed annually. The employees' perception that their effort doesn't directly influence their rewards diminishes motivation (Larkin et al., 2012). To address this, organizations should consider implementing more immediate and performance-based reward systems that reinforce the expectancy of reward linked to effort and performance.

Improving Motivation with Equity Theory

Equity Theory, developed by John Stacey Adams (1963), emphasizes the importance of perceived fairness in motivation. Employees compare their efforts and rewards with those of their colleagues; perceived inequity can lead to decreased motivation, dissatisfaction, or even withdrawal (Adams, 1965). In the second example, disparities between office staff and sales staff—where the former faces stricter scrutiny and consequences—can create feelings of unfairness and resentment among employees. Such perceived inequities undermine team cohesion and diminish overall motivation. To foster a fairer environment, organizations should establish transparent and consistent policies that apply equally to all employees, regardless of personal relationships with management. Promoting open communication about performance standards and consequences can help bridge perceptions of inequality and motivate employees through a sense of fairness and justice (Folger & Cropanzano, 1998).

Strategies for Enhancing Empowerment and Involvement

Empowering employees involves giving them autonomy, opportunities for skill development, and participation in decision-making processes. When employees feel trusted and valued, their intrinsic motivation tends to increase (Deci & Ryan, 2000). In the context of Expectancy Theory, providing clear pathways for development and immediate feedback can strengthen the expectancy of successful performance and reward. For example, involving employees in planning phases of projects or problem-solving initiatives can enhance their sense of ownership and motivation. Similarly, involving employees in establishing performance standards and reward systems, as suggested for addressing inequity issues, can improve perceptions of fairness and increase engagement (Spreitzer, 1995).

Application in Different Organizational Contexts

In the construction organization described, implementing project-based rewarding systems aligns with both expectancy and equity theories. Recognizing individual and team efforts promptly and associating rewards directly with performance can motivate workers more effectively than annual profit sharing. This approach also reduces fairness concerns, as employees see immediate outcomes for their efforts, thus reinforcing their belief that hard work leads to tangible rewards (Locke & Latham, 2002). Similarly, in organizations where relationships influence perceptions of fairness, establishing standardized policies and promoting a culture of transparency can mitigate bias and favoritism, thus fostering increased motivation.

Conclusion

Organizations aiming to motivate employees should construct strategies rooted in motivational theories like Expectancy and Equity Theory. By providing clear performance pathways, immediate recognition, and fair treatment, organizations can significantly enhance employee involvement and empowerment. These strategies not only improve morale and productivity but also create a sustainable workplace culture where employees feel valued, fairly treated, and motivated to contribute their best work.

References

• Adams, J. S. (1965). Inequity in social exchange. Advances in Experimental Social Psychology, 62-87.
• 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.
• Folger, R., & Cropanzano, R. (1998). Organizational Justice and Human Resource Management. Sage Publications.
• Larkin, I., Pierce, L., & Gino, F. (2012). The psychological costs of pay-for-performance: Implications for motivation and managerial control. Academy of Management Journal, 55(3), 545-569.
• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
• Spreitzer, G. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.
• Vroom, V. H. (1964). Work and Motivation. Wiley.