A typical workplace contains a diversified workforce. The management tries to develop a deeper understanding of these different motivating factors as a way to influence better job satisfaction. Personally, in my occupation as equipment rentals and sales executive, I have developed insight on the existence of different types of workers. For example, there the friend type individuals, who always seek to create ties and have a full filling relationship. I have also noticed “the star kind”; these individuals always direct their actions towards improving their social esteem, respect, and attempt to seek recognition. There is also the director kind, including persons who always aim to acquire control, power, and influence over resources and people. However, organizations focus on understanding such differences as they help significantly in promoting job satisfaction and motivating different categories of workers. The discussion will focus on a reflection regarding two readings that have been covered in class. They include the article by Tugrul Daim and Georgina Harell and “Fifty years of influence in the workplace” by Steven Elias. The critical reflection on the two will help determine the motivation theory and how power types would apply in my current occupation.
The article by Daim and Harrel helps in developing a deeper understanding of human motivation. According to the presented Hierarchical Decision Model (HDM), multiple motivational elements and models are used by organizations (Harell & Daim, 2010). The existence of HDM emphasis on the focus on the need for a firm to realize higher quality, production, and innovation. As discussed in the article, there exists multiple models and theories that define what motivation means for an organization. An example of such is the Motivation-Hygiene Theory. This model was introduced in 1987 by Herzberg, and it helps in helping the organization realize that wages and salaries are not the only factors that can influence workforce satisfaction and motivation. On a critical review of the article, I believe that the Maslow theory is the one that reflects more in my line of occupation and the industry were working at this time. The model was introduced in 1943, but it is still relevant in my profession in equipment sales and rentals.
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I have selected the Maslow Theory as it is an accurate reflection of what occurs in our firm. The firm has multiple sales representatives among other groups of workers. What is common is that each has basic and other needs that require to be addressed. I have noted a resemblance of different levels of motivation and the actual model by A.H. Maslow. The similarity lies in the fact that as workers attain a particular level or goal, they have a tendency to aim for the next available challenge. For example, getting a physical need such as food motivates an individual to seek other elements in life such as self-esteem, safety, belonging, and self-actualization (Harell & Daim, 2010). The same is also apparent in my organization. As an employee is promoted from a general worker to a junior sales representative, they become motivated to become seniors and even head this department. Therefore, the aim to attain higher self-esteem and self-actualization underpins why this model by Daim and Harrel is a perfect reflection on my occupation.
The 2008 article by Steven Elias, represents multiple original power types which can be closely reflected or related to the existing theories and models on motivation. The understanding of such powers proves critical for managers who use this knowledge to influence stakeholders, superiors, peers, and subordinates. The social force that exists in a working environment can be strategically applied to affect high-level job satisfaction by motivating workers appropriately. An example of its application in a working environment is when the managers use their influence to ensure that other workers comply with what is requested of them. The Maslow Theory of Motivation can be related closely with one of the first powers that were introduced in the Raven and French power taxonomy. The most important power for this case is the referent power. It is a type of social control that is characterized by an individual being motivated to follow the set required guidelines at work (Elias, 2008). A worker decides to follow what is being requested of them as it acts as a motive for them to climb the social hierarchy. For example, under this particular power type, an employee is motivated since they realize that doing what is right will increase their chance for promotion. Therefore, this power is directly correlated with the Maslow Theory, as the two are influenced by the motive of employees to get a higher level of satisfaction and growth.
In conclusion, the discussion was on understanding workplace motivation and the existing social power. The management team of any particular firm always attempt to have a proper understanding of the ways to motivate workers. Acknowledging the existence of diversity among employees is critical in helping them realize a better work performance. The reflection of this issues was influenced by the discussions presented by Steven Elias, Georgina Harell, and Tugrul Daim. As a sales executive, I relate the Maslow Theory as the most common or apparent in my organization. At work, employees including colleagues in the sales and marketing section all attempt to realize the higher status of needs. The theory is also closely associated with this model is the referent power. It is a social power which outlines that a worker is motivated to work as it helps them to attain higher social status.
References
Elias, S. (2008). Fifty years of influence in the workplace. Journal of Management History , 14 (3), 267-283. doi:10.1108/17511340810880634
Harell, G., & Daim, T. U. (2010). HDM Modeling as a Tool to Assist Management With Employee Motivation: The Case of Silicon Forest. Engineering Management Journal , 22 (1), 23-33. doi:10.1080/10429247.2010.11431850
