Date: 2020-06-13

PLAGIARISM SCAN REPORT

46% 54% 1036 7414

Plagiarised Unique Words Characters

Exclude Url : None

Content Checked For Plagiarism

1.1 Motivation Definition In the present-day context employees’ motivation is defined as the complex of psychological processes that
include, direction and persistence of person’s goal-oriented actions. In this framework direction refers to the individual choice among all the
possible choices; level refers to the amount of person’s effort; and persistence refers to lengths of time individual spent for every action.
Understanding of these psychological processes allows successfully guiding and motivating employees. The lack of motivation results in
employees’ discouragement, unproductiveness and not complete participation in job-related activities. Moreover, according to Werner and
DeSimone (2008) top performers in the organizations won’t do their best until they are motivated. Consequently, in terms of organizational
development, understanding of employees’ motivation appears to be one of the key elements of work effectiveness. Still further in order for
companies to be successful and to survive in the modern competitive world organizations need motivated employees as they are highly
involved in the work and achieve better results. 1.1.1 Theories of Motivation 1.1.1.1 Maslow’s hierarchy of needs theory: Maslow describe
that motivation is a function of five levels of individual needs: physiological, safety, social, esteem, and self-actualization (Figure 1.1). Figure
2.2Maslow’s hierarchy of needs. Adapted from “Organizational Behavior, Concepts, Controversies, Applications,” by S.P. Robbins, 1998, p.
170. They range from physiological needs at the lowest to self-actualization needs at the top (Maslow, 1970). The theory assumes that
people have needs that hierarchically ranked; some of them are more significant than others and have to be satisfied before the other
needs may serve as motivators. Thus, once lower-order needs (physiological, safety, and social) are satisfied, the person was begin higher-
order needs (esteem and self-actualization) while lower-order needs won’t serve as motivators anymore. Despite of the acceptance and
popularity of this model it has its own drawbacks. Thus, research evidence fails to prove the existence of particular five levels hierarchy of
needs as they rather function in a more flexible way otherwise than in a particular sequence (Schermerhorn, Hunt, & Osborn, 2008).
Moreover, there is no proven evidence that needs’ satisfaction at one level decreases their importance and increases the meaning of needs
at the next higher level (Wahba&Bridwell, 1974). There is also a divergence in the hierarchy of needs from the perspective of ethnic
background (Adler, 1991). 1.1.1.2 Alderfer’s ERG theory: ERG theory represents a modification of Maslow’s hierarchy, but varies in three
main aspects (Alderfer, 1969). First, Alderfer grouped human needs into three categories: existence, relatedness, and growth. Existence
represents desires for physiological and material well-being (corresponding to Maslow’s physiological and safety needs); relatedness is
concentrated on satisfaction of interpersonal relations (it corresponds to Maslow’s social needs); and growth is oriented to sustained
personal growth and development (Maslow’s esteem and self-actualization). Second, if the high-level needs cannot be satisfied, lower-level
needs enhance. That is called “frustration-regression” hypothesis. Thus, lower-level needs on the same basis as higher level needs may
become motivators at any point. Finally, in accordance with ERG theory more than one need may operate at the same time. Consequently,
ERG theory represents a more flexible approach (compared to Maslow’s theory) towards understanding of employees’ motivation.
It implicated the necessity of employees’ multiple needs recognition in order to perceive their behavior and motivate them. 1.1.1.3
Herzberg’s dual-factor theory: Frederick Herzberg approached the question of link between individual needs and motivation in a different
way. By asking employees what makes them feel good at work and what dissatisfies them, Herzberg noticed that features of the work
environment that satisfy people are different from those that dissatisfy them (Herzberg, 1968). These aspects were divided into two
categories: hygiene and motivator factors. Hygiene factors represent the source of job dissatisfaction and mostly associated with the work
environment. According to the dual-factory theory poor hygiene factors give the rise to job dissatisfaction and their improvement cannot
increase job satisfaction, but just decrease job dissatisfaction. Otherwise, motivator factors are the source of job satisfaction. They are
intrinsic and more related to job content. According to this theory the existence or absence of motivators is the key element of satisfaction,
motivation, and performance (Schermerhorn et al., 2008).
Herzberg’s dual-factor theory has also received its share of criticism, basically related to the fairness of allocation of factors towards
hygiene or motivator. Despite its limitations, this theory gives attention to the work environment as to the field of impact on employees’
motivation. 1.1.1.4 McClelland’s acquired needs theory: McClelland identified four key characteristics for need for achievement people, they
are: necessity in innovativeness and feedback, personal responsibility for performance, and preference to moderate difficulty of tasks
(Mullins, 1996). Based on these features the existence of significant differences in achievement motivation between people was confirmed.
Thus, people with high need for achievement are challenged more by opportunities, goal-setting and personal tasks with strict deadlines
than those with low need for achievement. Moreover, money for them seems more likely to symbolize feedback to their performance or
achieved goals. McClelland (1962) suggested that need for achievement results from environmental impact and that employee can be
trained to attain higher need for achievement. A four steps program was developed to reach high need for achievement and included:
feedback richness, finding best performers, modification of self-image to the success direction, and positive thinking (Mullins, 1996).
Employees with need for power, conversely, are more oriented towards control and influencing others. They prefer to work in competitive
and status-oriented environment. Moreover, the need of power is considered as one of the prime features for motivation in managerial
positions (McClelland & Burnham, 1976). Thus, staff with high need for power is generally motivated by obtaining an executive position or at
least the one with a sufficient influence. Finally, need for affiliation individuals mostly prefer cooperative environment with high degree of
understanding and friendship atmosphere. Employees that have strongly marked need of affiliation are good team players. They are mainly
motivated by colleagues and management approvals. Consequently, this theory has a substantial insinuation on employees’ motivation
from a perspective of individual needs.

38% Plagiarised

Consequently, this theory has a substantial insinuation on employees motivation from a perspective of individual needs. All the
content theories can be united ...

https://docplayer.net/54851446-University-of-algarve-impact-of-performance-appraisal-on-employees-motivation-artsem-
lashchonau.html

2% Plagiarised

it builds upon approaches from published national, regional, and local habitat classification procedures, and it offers an umbrella
under which a national coastal and marine ecological classification can grow and evolve.

https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.730.4612&rep=rep1&type=pdf

6% Plagiarised

Employees with nPow, conversely, are more oriented towards control and influencing others. They prefer to work in competitive and
status-oriented environment.

https://core.ac.uk/download/pdf/61527844.pdf