The role played by salary and by non-financial incentives in promoting motivation in middle managers

Résumé du document

Motivation' is a word and a process very important in the social and professional life. We will see, by the different theories, how these two parts of motivation are linked and cannot exist without the other. I chose this subject not because the others were less interesting but because it is a positive theme. It is a very important part of the management that a company has to work on, because, as we will see in the second part of this assignment, it is easier to compare two motivation strategies (two different companies) than two anti-stress strategies for example, because of the difference of the social and professional environments from a company to another one. The sources of motivation are Internal (Push Forces) and External (Pull Forces), the Internal characteristics are about the Individual, the person himself. Everybody has different needs, attitudes in front of the situation and goals in social life (family, relationship), and in the professional one (tasks, career advancement, etc.). The professional characteristics can be divided in two sources, the characteristics of the job and the characteristics of the work situation.

Extraits

[...] In fact, the society grows little by little and owns several subsidiaries (in France, Reunion Island and now Canada, Montreal). Conclusion Every company has its own cultural identity, its own strategies and its own motivation strategy. Many people tried to talk about these strategies but at the end it is quite the same: in fact, in order to summarize, I can say that in a company, the strategy to motivate the employees has to be about: - working conditions (personal spaces or pressure), - reasonable salaries and wages, - relations between colleagues and supervisors, - tasks, job responsibilities - etc. [...]

[...] A manager with an institutional power will be often more effective because he will motivate the other around a same goal. Affiliation: The employees who have an affiliation need will work almost always in groups. They need to be accepted as a partner, an associate in the group wherein they are working with. They will adapt themselves to the norms already set in this group. To perform, these employees need a good interaction with the others workers of the group, of the company and with clients. D. Financial Incentives Money is one of the best motivators. [...]

[...] We can easily understand that with an interne service like this one everybody wants to work in this corporation. http://www.agoravox.tv/article.php3?id_article=16414 I will use theories to explain what the strategy of Google Inc. is and what the effects of this strategy on the middle managers are: content theories or/and process theories, financial incentives or non-financial incentives Google Inc. has created a list of goals, of lessons: - Lesson 1 : to build an exceptional work environment - Lesson 2 : to multiple the communication spaces - Lesson 3 : to establish personalized timetables - Lesson 4 : to recruit the best - Lesson 5 : to go from the job interview into the technique - Lesson 6 : to create a stimulating intellectual environment - Lesson 7 : to limit the hierarchical levels - Lesson 8 : to encourage the creativity of each and every - Lesson 9 : to build a strong cultural identity - Lesson 10 : to avoid taking itself seriously[5] First of all, we can see since the beginning that Google Inc. [...]

[...] After studied 200 engineers and accountants, he suggested a two-step approach to understanding employee motivators and hygiene factors[2]. The motivators are based on the personal needs. These needs help the employee to evaluate in the social and professional environments. If these needs are completed, the employee will augment its satisfaction at work. How does the satisfaction work about job? If these needs are accomplished, they will affect the work of the worker, his capacity to take responsibility, his sense of achievement and finally the employee will be recognized about the work which is done. [...]

[...] If the employee does not have this feedback, he will be not satisfied and can leave the company or be de- motivated. Whereas the employee wants a little more responsibilities and risks, he is not searching for a complete success: these employees prefer a “moderate probability of success, ideally a 50% chance”[4]. Power: In the power need, we can distinguish two sources of power: personal and institutional. The personal one means that a worker who has this need wants to direct the others workers, he wants to change its status. [...]