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Motivation


Management attempts to structure, control and closely supervise their employees with no opportunity to fulfill themselves. .
             On the other side of the spectrum, McGregor developed Theory Y, which describes individual's behavior differently. This theory assumes people are not by nature lazy and unreliable. It forwards the notion, that people can be self directed and creative at work if properly motivated. It is essential for management to create an environment and culture where employees can display this behavior. The Theory Y also, affects the management of promotions and salaries and the development of effective managers. McGregor, in addition, seen Theory Y as conducive to participative problem solving. Once a manager that has a Theory Y mind set is willing to give their employees some freedom in completing a project, they will find that the participative approach to problem solving leads to much improved results. McGregor theorized that employees contribute to the organizations welfare, if they are treated responsible and valued as employees ("Three Basic Approaches-). .
             Over 50 years ago, a man named Frederick Herzberg had his own theory about employee job satisfaction. Herzberg interviewed a group of employees to find out what made them satisfied and dissatisfied with their jobs. His interviews revealed that there are two fundamental dimensions to job satisfaction: motivation and hygiene. Motivation factors include achievement, recognition, responsibility and job advancement. These are the job elements that fulfill individuals' needs. Hygiene factors, on the other hand, do not motivate but can minimize dissatisfaction. Examples of hygiene factors include reasonable salary, interpersonal relations and good working conditions. These factors are associated with the employee's environment. According to Herzberg, if a manager pays close attention to both of these factors; they will create good employee satisfaction ("Employee Job Satisfaction-).


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