Organisational Motivation

 6
Topic:                              Organisational Motivation
Paper Type:                         Dissertation
Word Count:                          11170
Pages:                                        40
Referencing Style:                   Harvard
Education Level:                     Masters
Description:                        The Purpose of this study is to examine different motivation theories and to find out which motivation                                              theory is more appropriate to motivate the employees of a retail store of UK



Organisational Motivation
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Contents
Chapter 1 Introduction	4
1.1 Background	4
1.2 Statement of the Problem	5
1.3 Purpose of the Study	6
1.4 Research Questions	6
Chapter 2 Literature Review	7
2.1 Human prospects for Performance	7
2.1.1 Human Dimensions	9
2.1.2 Psychological Dimension	9
2.1.3 Psychosocial Dimension	10
2.1.4 Human factors that affect Performance	10
2.2 Motivation	12
2.3 Need	16
2.4 Theories of Motivation: Content Theories	17
2.4.1. Maslow's theory	17
2.4.2. Theory of Alderfer	18
2.4.3. Theory of McClelland	19
2.4.4 Theory of Health and Motivation	20
2.5 Theories of Motivation: Process Theories	21
2.5.1 Locke Theory of purpose or goals	21
2.6 Modifications and changes implemented in the process theories	22
Chapter 3 Research Methodology	24
3.1 Introduction	24
3.2 Research Approach	24
3.2.1 Primary Research	24
3.2.2 Secondary Research	25
3.3 Research Strategy	25
3.4 Data Collection	26
3.5 Validity	27
3.6 Reliability	27
3.7 Ethical Considerations	28
Chapter 4 Results and Discussion	29
4.1 Results	29
4.2 Discussion	30
Conclusion	41
Recommendations	44
References	46
Appendix ‘A’	51
Questionnaire	51






 
Chapter 1 Introduction
1.1 Background
Currently, the Human Resource Management (HRM) plays an important role in thecompetitive business strategy. Thus, the human resources (or human capital) are seen as a strategic resource, as highperformance levels in workerstranslate into high levels of performance inorganisations.In this context, decision makers cannot assume that workersperform their duties by the mere factto be an employment contract, because theirinterests may be different from those organisational objectives. The agency theory manifests this situation, noting that theindividuals (workers) have needswhich in many cases are different from themanagers (or owners of capital).
This could have serious repercussionsin obtaining competitive advantages;i.e. in achieving a level of higher profitabilitythan the industry average. Therefore, seeking to coordinate efforts of each of the members of the organisation,decision makers must be ableto design appropriate plans of motivation (Heckhausen, 2012).This implies that decision makersmust identify the needs of theirworkers and provide the means they can meet. Thus, satisfied workers appear motivated by their work,which will be reflected in higher levels of performanceand organisational commitment. Ultimately,this allows the company to fulfil itsgoals effectively and efficiently (i.e. gain competitive advantage).
Motivation plays a crucial role in managing people. For an individual to perform a task must be fulfilled three conditions: that the individual can do it (means) who has knowledge to do (skills and abilities) and who wants to do it (motivation). To possess the key to human behaviour is necessary to hold the key of motivation. The full motivational cycle can be described through the five stages. 1) It is a process that uses incentives and incentives to attract desire; 2) of individuals to achieve them. An individual feels fully motivated when it perceives a stimulus; 3) requiring him to make an effort and guide their behaviours; 4) to meet the wish. 5) Satisfaction is a feeling of well-being that takes place upon the completion of the goal, desire, reward or reinforcement (Gruman& Saks, 2011). 
1.2 Statement of the Problem
The traditional model of mechanistic organisation (rigid and structured according to the premises of control and prediction) has been weakening in the same extent that they have begun to take hold alternative forms based on dynamic perspectives that see organisations -and they process them as entities organised flexibly process. Notions such as organising (Weick, 2001) and self - organisation (Morgan, 2009) began to emerge as significant concepts in a new discursive order also begin to develop new theoretical formulations and attention to others already existed but were not taken into account given that did not enjoy a recognised legal order. In connection with the foregoing and in the case of motivation at work, Steers et al (2004) are of the opinion that “the time has come to redirect our intellectual energies into discovering new toward research models and new Models- of work motivation and job performance commensurate with this new era" (p. 384).