Motivation and Performance Theories in Relation to New Zealand Post

A simple game of bingo, if analysed closely, throw out be verbalisen to be a tedious task consisting of a repetitive execution that occurs after being prompted by a repetitive stimulus. The skill take aim needed to make that action is low, and the variability in the rules of the game r atomic number 18ly changes. This game is non unlike many of the jobs that jakes be separate as having low indigenceal performance. So why do mess not exclusively enjoy playing games like bingo, but in reality pay m unityy to be possessed of the pleasure?The answer directly points to the make grammatical constituents of monetary rewards, which is the stimulus for the idiosyncratics performance. In this essay I will discuss the theory behind Motivation and Performance in relation to New Zealand slur and the theoretical ideals that their management should adopt with employees. in that respect are many theories regarding want with the most prevalent being the theories of Abraham Maslow a nd Frederick Herzberg. It is main(prenominal) to understand these theories and their implications to accurately comment on reinforcement theories of motivation.According to Maslows hierarchy of demand, there are five classes (1) physiological, (2) safety, (3) social, (4) esteem, and (5) self-actualisation. (Karen. P. Harlos Lecture Notes) apiece pull down take aim need must(prenominal) be satisfied before an somebody experiences higher level needs. Also, as Hall, Batley, Elkin, Geare, Johnston, Jones, Selsky and Sibbald (1999) found that Maslow hypothesized that as physiological, safety, social, and esteem needs were satisfied, they ceased to motivate, while the self-actualisation needs actually motivate an individual to a greater extent as they are satisfied (Hall et al. 999).Herzberg apply this theory as a butt to build his motivation-hygiene theory, which ties Maslows needs to on the job gainment. The hygiene elements touch base to low needs (physiological, safety, and social)(Harlos 2000). For an individual, hygiene conditions include company policy and administration, supervision, relationships with peers and supervisors, clear conditions, salary, status, and security. These, according to Herzberg account for 69% of the performers that cause employee dissatisfaction or lack of motivation.The motivation conditions, which include achievement, the job itself, fruition, responsibilities, and personal growth, accounted for 81% of the factors that contributed to job satisfaction. The hygiene conditions are extrinsic factors ( behaviour that is performed for material or social rewards as defined by Harlos 2000) while the motivation conditions are integral factors (behaviour that is performed for its own sake not for material or social rewards as defined by Harlos 2000), and the exclusively way to sustain motivation toward organizational goals is through the achievement of intrinsic outcomes.Each of these theories has proven to contain ideas consi stent with world nature, but each also has its limitations within organizational settings. Because lower order needs are generally satisfied in the workplace today, managers have to deal with how to interpret esteem and self-actualisation to their employees, and that can be a vague concept to a manager who demands results immediately.Also, studies demonstrate that unalike thespians are motivated by different factors be them intrinsic or extrinsic. In relation to New Zealand order the above theories can be applied to achieve an excellent level of motivation within the organization, yet there are potential disadvantages also, where the employees whitethorn get over-motivated or become too empowered and and so build divisions within the organization.In terms of Maslows theory, the five levels of needs could be ensured by mangers of NZ Post and overall by the corporal planners of NZ Post by the following in terms of physiological needs, money is the driving factor here as it co untenances the a means of achieve food, shelter, warmth and sleep, and then that management role is very limited, as it is controlled to a degree by relevant laws of the country. However those above the management who set wage must be careful not to set wages too low, differently workers will become grossly dissatisfied and look elsewhere to achieve their basic needs (Hall et al. 999).At the safety level NZ Post can provide their employees with agreeable contracts and work benefits such as health care. A work environment that is considered safe as well as passable ongoing training is another aspect, also assurances of long-term employment (Hall et al. 1999). cordial level issues can be resolved by NZ Post by organising police squads maybe by regions and encouraging group satisfaction, or perhaps raze making sure contact is established by way of team sports days, or annual picnics etc, any activity that ensures worker contact (Hall et al. 999).The next level is perhaps the mos t crucial in terms of how much NZ Post management is concerned, management may be able to fill esteem needs of the employee by showing recognition of a job well done, which may lead to a internecine twist whereby levels of achievement are reached, and as the employee reaches these levels they may gain more than responsibility within the memorial tablet (Hall et al. 1999).Self actualisation needs in terms of what management can do for employees to reach this stage, entirely numerate on the individual, and the previous stage, as itself esteem is realised then self actualisation becomes of more importance, and so the employee is self-motivated and the role of the NZ Management is merely one of maintenance (Hall et al. 1999). The above are all very good in theory, but in practice the implications of some of these theories for an individual and for the organisation can be crucial.NZ Post Management couldnt be blamed if they mat the offering of money to an employee over and above wh at the individual needs to see there needs would result in that individual working harder, however what is more likely to happen is the individual isnt motivated anymore by that factor, and is instead motivated by esteem needs, as cited in Hall et al. 2000) A satisfied need is not a motivator The screening of the Herzberg two-factor model is in practice much more obscure that I first thought, there seems to be a large measuring of criticism about Herzberg, which I will attempt to briefly outline, and thus if NZ Post was to adapt this theory it may not provide the pay answer to any problems they may be facing.Firstly there has been look done into the methodology of Herzbergs research, it seems that by asking the questions in the way that they did it was only natural that individuals would attribute the good things about the job to themselves and the bad things to the organisation (as suggested by Vroom 1964 cited in Thomson 1989). So the good things only when became meting c hallenges, acquire promoted and assuming responsibility, whereas bad things were in affect eer the fault of the organisation. olibanum it was reasonable for individuals to attribute their lack of performance as being a result of poor organisational structure or communication, or poor wages or bad working conditions, therefore Herzbergs findings were more a result of the way the questions were asked and not altogether an indication of what motivated individuals at work. The second criticism that arises is whether or not it is possible to clearly distinguish between motivator and hygiene variables in the way that two factor theory does. (Thomson 1989 pg 164).At times factors like the gender of the worker and the structure of the organisation tends to influence whether or not a job characteristics acts as a motivator or a hygiene, thus the distinction is not as clear cut as Herzbergs theory would suggest. in conclusion the two-factor theory near doesnt take into consideration the differences between individuals, its just known that individuals do not al slipway react in a similar fashion, for the same work characteristics which will motivate one individual may not necessary motivate another.I suggest for NZ Post to be able to maintain the calibre of passel they strive for, and to provide tools to develop and grow, the best way to establish the desired environment and create the best management would be to adopt Maslows theories, as it allows for more of an individual touch to individual situations. McGregor developed an additional theory on human behaviour, motivation, and especially performance in the late 1950s. His theories X and Y and were based on assumptions made regarding the system and individuals.In short, in guess X (the most common management practice) management organizes all elements of production, motivates and controls employee behaviour to fit the needs of the organization, and without this intervention, employees would be indifferent to changing organizational needs. McGregor supercharge assumes that managers believe that the average employee is by nature are lazy, dislike work, postulate security and dislike responsibility (as cited by Harlos 2000). McGregors alternative to possibility X was scheme Y.This theory made the assumptions that management has the responsibility for organizing the elements of production, people are not by nature passive, but become so as a result of experiences, management should enable employees to develop their motivational characteristics, and that it is essential for management to arrange organizational conditions in a mien where employees can achieve their own goals by directing their personal sweat towards organizational objectives.The contrast between X and Y solely relates to who controls human behaviour. Theory X touts external control, and Theory Y promotes a self-fulfilling divination and that Theory Y management will breed Theory Y employees and vice-versa. In the act o f McGregors theories an obvious pitfall is that obviously wedded the choice management will opt for Theory Y, however the application can result in a very different outcome.Theory Y places an unrealistic amount of burden on the management, and thus they have to sometimes regress to Theory X as no subject area how much nurturing or inspiration managers give to employees, there will always be some who just have no desire to work, and show little or no initiative. So NZ Post may pass along many seminars to attempt to increase performance, or empower those who management nip need a performance boost, yet inevitably those who have no desire to perform better will just not react to any of these performance motivators and hence management will have to resort to Theory X management to get these employees to work as they should be. some other problem may be with those employees who have been part of the organisation for a number of years, and a new fresh inspirational manager comes alo ng who has been to all the courses and seminars and has used all the theories, and yet these employees are so used to old school Theory X management, they will just simply not be able to conform to this new Theory Y management style, as suggested in Hall et al. (1999)In conclusion I have outlines both Maslows and Herzbergs theories in relation to motivation and McGregors theories in relation to performance. I also have suggested ways in which NZ Post could apply these theories to enable them to better fulfil their corporate profile statement. I suggested that perhaps Herzbergs theory would not be best suited to NZ Post due to the many flaws in the application of his theory and that Maslows theory in practice would enable a better fufilment of the corperate profile statement.