Chapter 8, Problem 10DQ

How can motivational theories help with improving organizational performance? Do you see one theory as more practical than the others?

introduces several theories of motivation and categorizes them into two groups - need-based theories and process theories. begin by explaining the primary distinction between need-based theories and process theories of motivation. Then choose any two of the theories presented and compare and contrast their propositions. Explain in detail and support your opinions with appropriate resources.

In the case Driving Employee Motivation by Denisi and Griffin, if the motivation approach outlined in this case is indeed valid, how might it be used in other settings?

Employees come into organizations with different needs, personalities, skills, abilities, interests,and aptitudes. They have different expectations of their employers and different views of what they think their employer has a right to expect of them. And they vary widely in what they want from their jobs. Using one of the contemporary theories of motivation, explain how it applies to this case.

Motivational strategies that reward employees for meeting specific performance tar- gets can encourage them to work hard—sometimes too hard. Overwork can contribute to mental and physical health problems as well as interfere with other aspects of employees’ lives. As a manager, how do you determine how much work is too much for your employees?

What kind of motivational theory is good to use for a food truck business for employees.

How does a motivation system address the needs of employees at different stages of their careers?

What is the motivation problem existing here and if were asked to develop a motivation program for this company  propose a motivational program based on the theories you have learnt for this company with justification

What do profit-sharing plans, stock options, and gain-sharing plans all have in common?  They are systems that reward for results rather than behaviors.  They are systems that reward for behaviors rather than results. They are nonmonetary and noneconomic in nature. They are not effective in motivating performance.