2001)There are many differing views about how employees should be treated and tended too in order for them to achieve the desired goals. Herzberg believes that The only way to motivate the employee is to give him challenging work in which he can assume responsibility (1991, p.13). Other common ideas include incentive plans, job loading, increased hygiene support and making effective use of mentoring, which are also believed by different people to aid in increasing staff motivation.Inkson and Kolb discuss the issue of expectancy theory, which is how an employee values the outcome of putting in a lot of effort in order to achieve a goal. Motivation declines when there is uncertainty of the lineages between performance and effort (Inkson and Kolb, 1999, p.327) Outcomes can include bonuses and or praise (extrinsic rewards) and feelings of accomplishment (intrinsic rewards). Herzberg doesnt believe in the giving of bonuses in order to increase productivity. Herzberg states that Hunger, a basic biological drive makes it necessary to earn money, and then money becomes a specific drive (Herzberg, 1991, p.16). This means that once employees start being rewarded with money they wont be able to work without it. Another firm believer of this is Kohn who states, When reward systems fail dont blame the program, look at the promise behind it. (1993, p.54). Kohns article describes incentives, as only bringing temporary compliance and once the rewards run out people will revert back to their old behaviours.Serious issues with incentives also include employees telling their superiors that everything is under control when it isnt, just to save their bonus. Kohn then states that There are very few things that threaten an organisation as much as a hoard of incentive driven individuals trying to curry favour with the incentive dispenser (1993, p.56).As described by Robbins demotivation can also arise from getting given a smaller bonus than was expected. The ...
