Which Motivational Theories Are Used At Eaglehuman Relations

Which Motivational Theories Are In Use At Eaglehuman Relations Cre

Which motivational theories are in use at Eagle? Human Relations; creating a work environment with incentives to motivate workers. In Chapter 4 of the book there is a figure that shows how raw inputs, equipment and human resources equate to activity which determines output. The Human Relations Motivation Theory would fall under Human Resource, relating to activity and output. In addition to industrial engineering, motivation for employees is improved through the analysis and development of skill variety, task identity, task significance, autonomy and feedback.

Human Relations states that employees will contribute more if they feel responsible for their job and valued by the organization. Eagle uses Human Relations to reward employees for their work, showing them their own value and responsibility to the company. What is the value of getting employees to compete against a goal instead of against one another? Although the company is set up in a way that employees support one another collectively, it is individualized by work position. Designing a system where employees compete against themselves to reach goals that are specific to their job is essential to the company’s productivity.

Different jobs have different goals. Competing with one job against another is counter productive, creating frustration and lowering self-esteem. Making a fish race a cheetah in water puts one at an incredible disadvantage, setting one up for dissatisfaction. Instead of the same race course, the fish is put in water to swim for time while the cheetah is kept on land to race for its own time. The value in challenging themselves to reach goals unique to their job description, is it’s a sort of personal competency testing and intrinsic motivation.

Put yourself in the shoes of one of the four regional sales managers and argue against potential cutbacks to the motivational program? Eagle’s motivational program is a large expense to the company. It could be possible to offer less in reward and yield the same outcome, without the risk of getting less out of what is being put in. What constitutes as being the most successful employee in the quarter? What if there is a bad quarter while still giving the same rewards?

This program’s finances could be redirected towards other aspects such as better equipment. Instead of trying to motivate employees to reach goals, redesign the selection, training or evaluation processes. It isn’t just up to human resources for the output of the company to be positive. Rather than creating an organization based on individual reward, look at job enlargement and adding new goals for recognition and personal satisfaction. Consider job enrichment, giving employees responsibility and motivation to do their jobs well without relying solely on material and monetary rewards.

Paper For Above instruction

Motivation within the workplace is a complex and multifaceted area, encompassing various theories and practical applications that aim to enhance employee performance and organizational productivity. At Eagle, a notable approach utilized is the Human Relations Theory, which emphasizes the importance of creating a supportive work environment where employees feel valued, responsible, and motivated through incentives. This theory aligns closely with modern motivational strategies that focus on intrinsic motivation, personal growth, and the development of meaningful work experiences, as opposed to solely material rewards.

The Human Relations Theory stems from the recognition that employees are not just economic units but social entities whose work behavior is profoundly influenced by their relationships, sense of responsibility, and recognition within the organization. As Moreno (2020) states, employees contribute more when they perceive their work as meaningful and feel they are appreciated and responsible. Eagle’s implementation of this theory involves rewarding employees to reinforce their sense of achievement and worth, which ultimately enhances engagement and productivity. Reward systems that recognize individual contributions and foster a sense of ownership are vital in promoting a motivated workforce.

One critical aspect of Eagle’s motivational approach is the concept of goal setting. Rather than pitting employees against each other in competitive scenarios, the organization encourages individuals to compete against their own past performance, fostering personal growth and intrinsic motivation. This approach draws parallels with the Goal-Setting Theory proposed by Locke and Latham (2002), which posits that specific, challenging goals improve performance. For example, instead of a fish racing a cheetah—a metaphor illustrating unfair competition—employees are encouraged to excel in tasks tailored to their roles, which reinforces personal competency and satisfaction. This method minimizes frustration, builds self-esteem, and promotes continuous improvement (Deci & Ryan, 2000).

From a managerial perspective, especially when considering potential cutbacks to motivational programs, the question arises whether the substantial costs of incentives are justified. A sales manager might argue for maintaining or even enhancing motivational initiatives, emphasizing their role in driving results. While reduction in rewards may seem cost-effective, evidence suggests that extrinsic incentives alone can have diminishing returns, especially if not supplemented by intrinsic motivators such as job enrichment and meaningful work (Pink, 2011). Moreover, during periods of economic downturn or poor quarterly results, maintaining motivation becomes even more critical to sustain morale and prevent employee disengagement.

Alternative strategies exist beyond monetary rewards. For instance, redesigning work roles through job enlargement and job enrichment can significantly enhance motivation without the large financial outlay. These methods involve expanding employees’ responsibilities, giving them a broader scope of work, and providing opportunities for personal achievement and recognition (Hackman & Oldham, 1976). Employees who experience increased control over their tasks and a sense of mastery are more likely to exhibit higher motivation and job satisfaction, even in challenging times. Investing in better equipment, training, and evaluation processes may yield more sustainable productivity gains compared to recurring expenses on incentive programs.

Furthermore, fostering a culture of recognition and personal development reduces reliance on material rewards. Programs that acknowledge employee efforts, celebrate milestones, and promote professional growth can cultivate an environment where motivation stems from within, rather than external incentives alone (Grant & Parker, 2009). The importance of aligning individual and organizational goals, putting emphasis on meaningful work, and creating a supportive work climate cannot be overstated. Such approaches not only improve motivation but also enhance retention, commitment, and overall organizational effectiveness.

In conclusion, Eagle’s current motivational strategies reflect a nuanced understanding of human behavior at work, emphasizing intrinsic motivation, personal responsibility, and tailored goals. While financial rewards can be effective, they should be complemented with job enrichment and recognition initiatives for long-term sustainability. Managers face the challenge of balancing costs with employee engagement—investing in meaningful work experiences may ultimately prove more beneficial than cutting back on incentive programs, especially in fluctuating economic conditions. A holistic approach that combines intrinsic motivators with strategic organizational development is essential for fostering a motivated, resilient, and high-performing workforce.

References

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• Grant, A. M., & Parker, S. K. (2009). Redesigning work design theories: The rise of relational and proactive perspectives. Academy of Management Annals, 3(1), 317-375.
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• 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.
• Moreno, J. (2020). Employee motivation and organizational performance: The influence of human relations. Journal of Business Studies Quarterly, 11(3), 45-58.
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