MHR301 Project Motivation - Cal Poly Pomonamhr301项目的动机——加州波莫纳.docVIP

Employee Motivation By Bao Chiem Maria Lainez Ernesto Miranda H. Alan Tang Adrian Tarango Principles of Management MHR 301 Section 06 13:00 – 14:50 Dr. Sharifzida Table of Contents Introduction pp. 3 - 4 Review of Literature pp. 4 - 8 Interviews pp. 9 - 12 Survey p. 13 Compiled Survey Results pp. 14 - 17 Conclusion p. 18 References pp. 19 - 20 I. Introduction The ability to motivate employees is a fundamental requirement of effective management in the workplace. Just mention the word “motivation” and managers immediately think of motivational theories such as Maslow’s theory on the hierarchy of needs and Herzberg’s two-factor theory. Maslow’s famous pyramid of human needs, which ranges from physiological to self-actualization, is usually the first thing that comes to mind. In fact, “most executives’ offices in the 1970’s and 1980’s almost always contained a little model pyramid on the desk.” (1, 8) Maslow’s theory on the hierarchy of needs and Herzberg’s two-factor theory provide managers with valuable insight into the motivation and needs of employees. However, these are just two of the many perspectives that are available to help managers gain a complete understanding of employee motivation. Our textbook states that motivation “refers to the forces that energize, direct, and sustain a person’s efforts.” But, it is important to understand that when we speak of motivation, we are referring to the forces that drive an individual to put forth their best endeavors in the workplace. We are talking about the factors that bring about high performance in employees. When we examine motivation we are referring to “what makes the difference between doing as little as you can get away with and doing everything that you possibly can.” (2, 3) Managers use many different techniques to motivate their employees, but “motivating people is hard work. It takes thought, attention to detail, know-how, and, perhaps most of all, flexibility