Handy (1976) classifies early motivation theories under three headings. First is “satisfaction theories” that assumes that “a satisfied worker is a productive worker” (Handy, 1976, p. 24). There are strong evidences showing that productivity leads to satisfaction of workers but there are a few evidences supporting that satisfied worker works harder. In addition, satisfaction of worker decrease the number of workers’ turnovers (Handy, 1976, p. 25). This concept is really true. Satisfaction of workers is important as everyone can work well when we are happy and this is one reason that coercion power which is based on fear does not work now. The second heading is “incentive theories” which assumes that people will be more productive
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25). This is applicable in the situation nowadays. Most people today work for money and some organisations use a key performance indicator (KPI) to measure whether the workers should get promotions. Staffs in the organisations have to set their own KPI which is measurable and KPI can remind the staffs what they have to do to achieve it. However, the better performance is sometimes set as a new standard for the next evaluation. Indicator of some of my works is how long I take time to complete that work. If I spend less time than before, the better time will be set as a new standard for the next time. In my opinion, some better performance can be set as a new standard as it will make the work more challenging. The last heading is “intrinsic theories” which assumes that the individual will work best if he/she is assigned a valuable job and he/she is allowed to get involved in it. The reward is not money or any incentives but it is the satisfaction in the work itself because it …show more content…
The first group is “rational-economic man” who is controlled and motivated by the organisations. Nonetheless, Handy (1976) argues that some men are self-motivated and self-controlled (Handy, 1976, p. 30). I agree with Handy. Some staffs have low self-motivated, therefore, organisations can control or guide those staffs to the direction that organisations want. However, for the high self-motivated and high potential staffs, they prefer to use their own potential and they are willing to get involved in decision making. If the organisations try to control these staffs without concern about their motivation or need, these staffs still work for the organisations but with low productivity and effectiveness. The second type of man is “social man” who has relationship with others. The value of man’s work come from the social relationships of job including relationship between leaders and group member. Leadership style and group behavior are the key of social man. The third is “self-actualising man” who has self-motivation and self-control. They need participation in decision making and they are willing to blend their goals with the organizational goals (Handy, 1976, p. 30). In my opinion, this man is a potential part of organisation that can drive the organisation to achieve their goals. Self-actualising man
25). This is applicable in the situation nowadays. Most people today work for money and some organisations use a key performance indicator (KPI) to measure whether the workers should get promotions. Staffs in the organisations have to set their own KPI which is measurable and KPI can remind the staffs what they have to do to achieve it. However, the better performance is sometimes set as a new standard for the next evaluation. Indicator of some of my works is how long I take time to complete that work. If I spend less time than before, the better time will be set as a new standard for the next time. In my opinion, some better performance can be set as a new standard as it will make the work more challenging. The last heading is “intrinsic theories” which assumes that the individual will work best if he/she is assigned a valuable job and he/she is allowed to get involved in it. The reward is not money or any incentives but it is the satisfaction in the work itself because it …show more content…
The first group is “rational-economic man” who is controlled and motivated by the organisations. Nonetheless, Handy (1976) argues that some men are self-motivated and self-controlled (Handy, 1976, p. 30). I agree with Handy. Some staffs have low self-motivated, therefore, organisations can control or guide those staffs to the direction that organisations want. However, for the high self-motivated and high potential staffs, they prefer to use their own potential and they are willing to get involved in decision making. If the organisations try to control these staffs without concern about their motivation or need, these staffs still work for the organisations but with low productivity and effectiveness. The second type of man is “social man” who has relationship with others. The value of man’s work come from the social relationships of job including relationship between leaders and group member. Leadership style and group behavior are the key of social man. The third is “self-actualising man” who has self-motivation and self-control. They need participation in decision making and they are willing to blend their goals with the organizational goals (Handy, 1976, p. 30). In my opinion, this man is a potential part of organisation that can drive the organisation to achieve their goals. Self-actualising man