Motivation Theories and Management Styles

The foundation of good human relations -- interactions between employees and employers and their attitudes toward one another -- is a satisfied and motivated work force. Satisfaction and motivation depend on a psychological contract between organizations in employees: (the set of expectations held by employees concerning what they will contribute in what the organization will provide in return). If contracts are managed effectively, workers will probably be satisfied and motivated. If not, they are likely to be dissatisfied and unmotivated.

Job satisfaction is the degree of enjoyment that people get from doing their jobs. Morale reflects the degree to which they perceive that their needs are being met by their jobs. When workers are satisfied the morale is high, the organization benefits in many ways. Satisfied employees are more committed and loyal and more likely to make useful contributions. They tend to have fewer grievances engage in fewer negative behaviors (complaining, deliberately slowing their work pace, and so forth). Satisfying workers tend to come to work everyday and to remain with the organization. By permitting satisfaction and morale, then, management helps to ensure more efficient operations.

Employee motivation theories

Motivation is the several forces that cause people to behave in certain ways.
the three major approaches to human relations in the workplace are:
(1) classical theory
(2) behavior theory
(3) contemporary theory

There are five motivation theories:
(1) Theories X and Y
(2) Maslow's heirarchy of needs
(3)two-factor theory
(4) expectancy theory
(5) equity theory

There are five major programs designed to make jobs more interesting and rewarding:
(1) reinforcement/behavior modification theory
(2) management by objectives and (MBO)
(3) participative management and empowerment
(4) job enrichment and job redesign
(5) modified work schedules
including (a) work sharing
(b) flextime programs
(c) telecommuting

An important component of the managers directing function, leadership is the process of motivating others to work to meet specific objectives. Contemporary theories of leadership focus on managerial styles -- patterns of behavior that manager exhibits in dealing with subordinates. Managers who adopt an autocratic style issue orders and expect them to be followed. This style allows for rapid decision-making. Managers who adopt a democratic style ask for input from subordinates before making decisions, but they retain final decision-making power. Managers who adopt a free-rein style advise subordinates who are allowed to make decisions. Managers have begun to adapt a contingency approach to managerial style: viewing the appropriate managerial behavior in any situation as dependent, or contingent, on the elements unique to that situation. This approach recognizes the complexity of managerial problems and acknowledges that people in different cultures expect different things from their managers.