MGT3002 WEEK 2 DISCUSSIONS AND PROJECT

More Theories

Goal-Setting Theory- We can now look at goal-setting theory which suggests that setting speci�c, realistic, and challenging goals has a strong, positive effect on

performance.

Reinforcement Theory- This theory is derived from the conditioning theories of learning. It focuses on reinforcement of desired behavior and outcomes.

Equity Theory -This theory argues that employees will feel motivated if they perceive that rewards are given in a fair and impartial way.

Victor Vroom's Expectancy Theory- Victor Vroom's Expectancy theory has a lot of research evidence to back it. This theory says that the strength of a person's

motivation will depend upon, �rstly, the person's expectation of how probable it is that certain rewards would be received; and secondly, how interested the

person is in those expected rewards.

Having introduced certain theories of motivation, we can now discuss how to apply these theories to organizations.

Management by Objectives Program - In this program people across an organization set speci�c, measurable goals through a participative process, specify the

time period for performance, and use regular performance feedback to �ne-tune the process of accomplishing and even revising the set goals.

Employee Recognition Program - employee-of-the-month; this is an example of an employee recognition program. 

Employee Involvement Programs - programs in which employees are involved in various degrees of decision-making, offer some degree of empowerment.

Quality Circles - Employee involvement programs in which employees are involved in various degrees of decision-making, offer some degree of empowerment.

Employee Stock-Option Plans - With employee stock-option plans (ESOPs), employees may feel more motivated to work toward the goals of a company in which

they own stock. 

Self-Managed Work Groups a group of employees is assigned a complete project—in contrast to the individual and specialized jobs typical of an assembly line—

with some degree of autonomy. 

A recent Gallup poll showed that 70% of employees are “not engaged” or “actively disengaged” at work — many leaders are looking for solutions. Some turn to

material perks (bonuses, game rooms, free food) in the hopes of making employees happier. However, research suggests that these efforts, while appreciated, do

not address more effective drivers of long-term well-being. Instead, leaders should be mindful about giving their employees three things:

Inspiration. No matter what your organization does — whether it’s offering a service or building products — it is important that your culture be infused with

meaning. 

Kindness. We are profoundly social creatures, yet workplaces interactions are often no more than transactional exchanges. This is a mistake. According to a U.K. study, companionship and recognition are more important than even high salaries in promoting employee loyalty.

Self-Care. Many of�ces pay lip service to the idea of employee wellness — for example, by offering gym memberships, yoga, or meditation classes — but intense

work schedules still don’t give people adequate time to take advantage of the offerings. Wellness programs don’t work unless you create a culture in which it is

acceptable and encouraged to prioritize self-care.

To read more, follow this link:

https://hbr.org/2016/01/to-motivate-employees-do-3-things-well (https://hbr.org/2016/01/to-motivate-employees-do-3-things-well)

Additional Materials

Other Theories, From Concept to Application (media/week2/SUO_MGT3002%20W2%20L3.pdf?

_&d2lSessionVal=jQ6qyiQpZQmbuyjpLDyEce2pF&ou=84100) 