Motivation the Success of Any Literature Review

In the absence of both factors, employee motivation will not work. Green and Butkus also shared that although Vroom's model had been widely accepted for a number of years, it lacked applicability that it cannot be used in practice.

Aside from Vroom, Green and Butkus (1999) also shared about Green's own Belief System model. This model was actually a practical application of Viktor Vroom's Expectancy Theory and was reported to be better utilized by the workforce. The Belief System Theory focused on using a structured and facilitated meeting between the supervisor and the staff. This meeting becomes a venue to discuss motivational problems on the areas that Vroom had developed and will provide the manager and the employee with a specific period to help address motivational issues in their workplace.

Discussion

Whiteley and Kerr's ideas focus on an individual's motivation and how it can be used to help him contribute more to his workplace. On the other hand, Vroom and Green provided a way in tangibly looking at motivation and in measuring it so it can be used in promoting supportive working environments.

Of these aspects of motivation, an individual's understanding of his goals in life comes into forefront. There can be those who are not very sure on what he wants that he/she move from one job to another. This situation may not be satisfied by remuneration or recognition as the primary source of performance is at a loss on how he/she will go about life. This absence of direction, regardless of lucrative offers or opportunities, will be at the expense and loss of the hiring company.

A rewards system, on the other hand, may also become ineffective if not properly and equitably employed. As known to everyone, workplace politics exists and if a manager is biased or is not on the top of things, rewards system might cause frustration and relationship break ups. Further, an increase in remuneration has its limits. A Staff who has reached his remuneration peak will have to either be promoted or be stuck in his current post and salary. If this happens, he will either resign from work at, again, the loss of the company or feel demoralized and disheartened, as his efforts are no longer being recognized.

Kerr and Green's models, although beneficial as it has concretized motivation, is limited to the individual only. The models were not able to look at the environment where the individual is interacting and performing and the kind of relationships that is prevailing in his workplace. A staff may also be motivated by the kind of communication that takes place in his work and the associations that exists between and among the employees and the managers.

Conclusion

Motivation can be examined from different angles. All of these angles are equally important and should be considered in using motivation as a tool to increase work productivity.

There is no particular or specific approach to motivation. An individual who loves his underpaid work will still face unmet needs and a highly paid staff will still cope with an intolerable job. What will matter is if the staff can still work despite the downside of his chosen career. At this state, maybe his motivation may become simplified to just getting by especially that his direction or felt needs are being achieved or met.

Motivation may also become flexible to meet an individuals' dreamed direction in life or his aimed for social status. This happens when he decides to look for other opportunities that will address his unmet needs or change his difficult job. All the same, he again becomes part of the cycle of being motivated to achieve something.

References

The American Heritage Dictionary of the English Language, 4th Edition. (2000). Houghton Mifflin Company.

Kerr, Steven. (1997). Ultimate Rewards: what really motivates people to achieve. Boston, Ma. Harvard Business School Press.

Whiteley, Philip. (2002). Motivation. Oxford, United Kingdom Capstone Publishing, Ltd.

Green, Thad B. And Butkus, Raymond T. (1999). Motivation, beliefs and…