What motivates employees

What motivates employeesGaining the knowledge of what motivates employees and how they were motivated was the focus of many searchers following the publication of the Hawthorne Study results (Terpstra, 1979). The literary productions reexamine on this research intends to discover the sure theories and issues in relations to work motivation through and throughout the literature sources. It is important to understand what motivation actually is, and more than specially the term work motivation.The literature review result look at four major motivational theories. They are- Maslows need-hierarchy opening, Herzbergs two- factor theory, Adams equity theory and Vrooms expectancy theory.They are Maslows need-hierarchy theory, and Herzbergs two- factor theory are needs based motivational theory, commonly known as content theories. These theories explain that human needs change with time. People have sure needs and desires to achieve and those needs and desires change over a period o f time. Adams equity theory and Vrooms expectancy theory are collectively known as cognitive theories. These theories will examine the employees doings in terms of operation and compare their performance and rewards with others.According to Maslow, employees needs have five levels (Maslow, 1943). It is based on the hypothesis that human needs are capable of being exhaustible. Satisfactory achievement of the first level of needs leads to the next level. Once a concomitant need has been satisfied, that need will no longer be a driving force of motivation.Herzbergs considered motivation into two factors motivators and hygiene (Herzberg, Mausner, Snyderman, 1959). According to this theory concourse are influenced by two factors. These factors are Motivators and hygiene. Achievement, recognition, the work itself, responsibility, advancement and growth were included in the motivation factors and dissatisfying factors largely from non-job related factors such as friendship policies, salary, co-worker relations and supervisory styles (Steers and Porter 2001). These theories will help to understand the various factors which influence the employees of the organisation.Adams equity theory focuses on peoples reactions to the fairness of outcome they beat in relations to their perception of the inputs they provide, especially when compared to the perceived outcomes/inputs that others receive. (Porter et al., 2001). According to Adams theory equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965). This theory will provide more understanding towards motivational difference between permanent and evanescent staff of the organisation.Vrooms theory supports that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). The rewards can be either positive or negative, but the more positive reward will lead the employee to work more motivated and conversely, the more negative the reward the less likely the employee will be motivated.In MS money call centre (MS), permanent and temporary staffs are performing the same duties, expected to meet the same target and trained to perfume the duties in the same way, reword system is different in terms of bonus, pension, company discount card and other non monetary rewards.By taking this into consideration and applying the selected four theories in this environment. Both groups employees must show a difference in motivation in tilt with Adams equity theory and also will be on different stages in relations to Maslows need-hierarchy theory. The research will also explain what they expect as a permanent / temporary employee working for MS in line with Vrooms expectancy theory. Two factor theory will explain how much influence each motivation factor have on all the employees.3.3.1. ReferencesAdair, J. (1990) Understanding Motivation. London The Talbot Adair Press.Adams, J. S. (1965) Inequity in genial exchan ge. In L. Berkowitz. Advances in experimental social psychology. impudent York Academic Press.Arkin, A. (1997) People Management, Call Centre Stress, Vol 3 Issues 6, 22-27Arnold, J., Cooper, C., Robertson, I.T. (1998) Work psychological science, Understanding human behaviour in the workplace, third edition. Essex Pearson Education LimitedCollis, J. Hussey, R (1997) Business research a practical guide for undergraduate and postgraduate students, second edition. New York Palgrave MacmillanFisher, C. (2004) Researching and musical composition a dissertation A guidebook for business students, second edition. Essex Pearson Education Limited.Fletcher, C. (1993) Appraisal Routes to improved performance, second edition. London IPD House.Gillham, B. (2000) Developing a questionnaire Real creative activity research, second edition. New York Contimuum International Publishing groupHertzberg, F. (1968) One More Time How do you motive employees? Harvard Business review, 53-62Hertzberg, F., M anunser, B. and Synderman B (1959), The Motivation in Work. New York John Wiley and Sons Ltd.Herzberg, F., Mausner, B., Snyderman, B, B. (1959) The motivation to work. New York John Wiley Sons.Holman, D.J. (2002) Human Resource Management Journal, Employees well being in call centres, Vol 7Jones, F., Burke, R. J., Westman, M. (2006) Work-Life balance psychological perspective. Sussex Psychology press.Katzell, Yankelovich (1975) Compensation Benefits Review, Pay vs Work Motivation and Job Satisfaction, Vol 8, 54-66Kruger, D.J. (2003) The Community Psychologist, Integrating quantitative and qualitative methods in community research, Vol 36, 18-19Lindner, J, R. (1998) Understanding Employee Motivation. Vol 36, issue 3, June.Luthans, F. (1998) Organisational Behaviour eighth edition. Boston Irwin McGraw-HillMarshall, C,. Rossman, G. (1999) Designing Qualitative Research third edition. London Sage Publication LtdMaslow, A.H. (1954) Motivation and Personality. Harper and Row Publishers , New York New YorkMiguel, A,. Quinones Ehrenstein, A. (1996) Training for a rapidly changing workplace application of psychological research. Washington American psychology association.Mullins, L. J. (2002) Management and Organisational Behaviour, 6th Edition. London Prentice Hall.Myers, M.D. (2002) Qualitative Research in Business Management. London Sage Publications.Porter, L. W., Bigley, G.A., Steers R, M. (1975) Motivation and work behaviour. New York Irwin McGraw-HillPorter, L.W., Lawler, E.E. (1968) Managerial attitudes and performance. Homewood II IrwinRose, E. (2002) The Journal of Industrial Relations, The labour process and union commitments within a banking services call centre, Vol 44, Issue 1, 40-61Rose, Ed. (2001 Employment relations, second edition. Essex Pearson Education LimitedSaunders, Lewis Thornhill (2007) Research methods for business students, third edition, Essex Pearson Education LimitedSmith, K. Toddd, M. Waldman, J (2009) Doing your undergraduate soci al science dissertation. Oxon RoutledgeTerpstra, D. E. (1979) Theories of motivation borrowing the best. Personnel Journal, 58. 376.Vroom, V. (1992) Management motivation. second edition. London penguin books ltdVroom, V. H. (1964) Work and motivation. New York John Wiley and Sons Ltd.5. Outline MethodologyAfter the literature review and background arena of the call centre environment, a positivist approach has been adapted to the research. Even though, motivation is considered as a subjective factor, the background study of the call centre environment is compared and addressed similar to battery- farming condition (Arkin 1997) with characteristic of tailorism. The most important reason for selecting positivist approach is, that this research is scrutiny the four theories of motivation mentioned in literature review in call centre in permanent and temporary employees, which falls in line with Myers, M.D (2002) controversy that positivist generally attempt to test theory.The resea rch method used to collect primary data is a semi structured questionnaire with open and unlikeable questions. Secondary data will be gathered from organisation through human resource department on recruitment statistics and also from survey results previously conducted by the organisation.The questionnaire includes open and closed questions, both categorical and quantifiable. All the questions are statistically analysed by using codes and excel spreadsheet and will be presentable through bar charts/pie charts.The positivist approach of testing theory and using quantifiable data collecting methods falls into the deductive approach which falls in line with positivism (Saunders et al. 2007)