The Identification of Key Factors or Indicators in the Motivation of Employees in an Organization of Your Choice.

5773 Words Aug 3rd, 2012 24 Pages
Oxford Brookes University

Research and analysis report
Project Topic 6

The identification of key factors or indicators in the motivation of employees in an organization of your choice.

By: ACCA Student No :

April 2006

4,867 words

1

Table of Contents
1 Introduction
1.1 1.2 1.3 1.4 1.5 1.6 Reason for choosing the topic Aims and objectives Company background Definition of motivation Key factors of motivation Motivation models and theories

Page No.
3 3 3 3 4 4 4 7 7 7 8 9 11 12 13 14 15 16 17 18 19 21

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Information Gathering
2.1 2.2 2.3 Secondary research Primary research Limitations

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Analysis and Findings
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 Financial incentives Rewards and recognition Training Career advancement Flexible working
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These are what manager should aim to provide in order to maintain a satisfied workforce. The motivators include recognition, job interest, responsibility, achievement and advancement. (Robert & Tim, 1998) Vroom’s expectancy theory Victor Vroom suggested that people will be motivated to increase their effort if they believe that this will lead to their obtaining some reward or goal which they see as worth having. These rewards may or may not be financial. Each employee will have different value goals – the employee’s beliefs about the relationship between effort, performance and reward are crucial. Vroom’s theory may be stated as follows : Force of motivation = Valence x Expectancy Where force of motivation is the strength of an individual’s motivation, valence is the strength of an individual’s preference for an outcome, expectancy is the probability that a particular action that will lead to a desired outcome. (John, 2002)

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Adams’ equity theory Adams suggested that it is not the absolute value of a reward which motivates, but the individual’s view of how fair (equitable) that reward is. Where individuals believe that there is a ‘disequilibrium’ between ‘inputs’ (what they are putting in) and ‘outputs’ (what they are getting out) they will attempt to restore the balance. If they feel they are overpaid, they will either work harder or produce better quality, and vice verse. McGregor’s

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