Organisation Theory Case Study – Motivation at the Bradley Clothing Company

1989 Words Sep 16th, 2008 8 Pages
Organisation Theory
Case Study – Motivation at the Bradley Clothing Company The personnel manager of the Bradley Clothing Company, Alice Johnson thinks the theories of Maslow and Herzberg are very suitable for the management; therefore, she put the theory into practice. The outcome is not what she expected, so this is the main discussion point about the relationship between theory and reality. The theories of Maslow and Herzberg are surely worthy to be the reference for implementation, but there are still some theories which assist and support these two theories to make it more complete, and it is also very important to take this into consideration. In the following, I am going to discuss the combination of those theories and the
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According to the equity theory, the rewards could be either tangible or intangible and the importance falls on equal treatment and avoids the unfair distribution because the inequity would definitely decrease the motivation.

Expectancy Theory The American psychologist Victor Vroom (1964) developed the expectancy theory of work motivation, based on three concepts: valence, instrumentality, and expectancy. There is obvious explanation that if you work harder, you will expect you get more rewards. The same principle to the realistic situation and it is that the employees always think the more they work, and the more they get. ‘Expectancy theory helps to explain individual differences in motivation and behaviour, unlike Maslow’s universal content theory of motivation.’ (Buchanan and Huczynski, 1985) Therefore, we can see the different interpretation for different position because it concerns about the individual case. Lyman Porter and Edward Lawler (1968; Lawler, 1973) create a model of work motivation which is based on Vroom’s expectancy theory. At first, ‘the perceived value of rewards’ and ‘expectation that performance will lead to reward’ come to the making effort part, then there are two more element which are ‘individual abilities and traits’ and ‘role perceptions’ with ‘the effort’ to the ‘job performance’. After the job performance, you can get the rewards either from intrinsic or extrinsic side, and

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