| CC3701 Management in Human Services |
| |
[CASE STUDY:THE DIFFERENTAIL MOTIVATION IN THE AYP] |
Name: Wan Chuen HangStudent ID.: 09136349ATutor: Kam LoGroup: 101D |
(I) Introduction
According to Craig C. Pinder, work motivation is defined as “a set of energetic forces that originates both within as well as beyond an individual’s being to initiate work-related behavior, and to determine its form, direction, intensity & duration.” Motivation is the reasons for engaging in a particular behavior. These reasons may include basic needs such as food or a desired object, hobbies, goal, state of being, or ideal. Moreover, motivation refers to the initiation, direction, intensity and persistence of human behavior.
(II) Background
I have interviewed with Mr. Wong Kam Yee, who is one of the member of the Operation Committee of The Hong Kong Award for Yong People (AYP).
He has been a volunteer for more than 30 years. He has gained a great deal of experiences in managing employees and volunteers.
Operation Committee
Award Programme & Assessment Sub-committee
Award Council
Service Section Panel
Expedition Section Panel
Skills Section Panel
Physical Recreation Section Panel
Residential Project Section Panel
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Operation Committee
Award Programme & Assessment Sub-committee
Award Council
Service Section Panel
Expedition Section Panel
Skills Section Panel
Physical Recreation Section Panel
Residential Project Section Panel
Mr. Wong’s Position
Mr. Wong’s Position
Employees refer to those who work full-time in the AYP. They will get salary for their rewards. Volunteers are those help organize activities in the AYP; however, they would not get any pay in return. I will analyze Mr. Wong’s experiences with the three approaches to motivation: 1) Individual Differences Approach, 2) Job & Organizational Approach, and 3) Managerial Approach.
(III) Individual Differences Approach:
First, Individual differences approach means treating motivation as a characteristic of the individual. Mr. Wong said, since everyone has different personality or nature, we have to choose carefully on the methods of motivation. Mr. Wong said, there were different needs for both paid employees and volunteers. For employees, they need income therefore they work in the AYP. They sell their ‘services’ to the organization, in order to gain the rewards – salary. However, for the volunteers, most of them are having their full-time jobs outside the organization. They choose to be a volunteer, not because of money. In fact, some of them are searching for something, which they cannot find or fulfill in their jobs. Mr. Wong said, being a volunteer could satisfy his own needs in helping people and contributing to society.
Analysis from Mr. Wong response:
By analyzing Mr. Wong’s speech, we can see that, paid employees are mostly motivated by the salaries (Alderfer’s ERG Theory: Existence needs.) Meanwhile, the volunteers are motivated by social relationship or self-esteem (Alderfer’s ERG Theory: Relatedness needs).
This can be applied onto the Alderfer’s ERG Theory, which states that people have three basic need sets: Existence needs, relatedness needs and growth needs. We should identify which stage the employees/volunteers are lying, so that we can make a better motivation.
Alderfer’s ERG
| Motivated by: | Position in Alderger’s ERG |
Employees | Economic Rewards (e.g. salaries) | Existence Needs |
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Volunteers | social relationship or self-esteem | Relatedness Needs |
(IV) Job & Organizational Approach
The second approach to motivation is Job & Organizational Approach. It emphasizes the design of jobs and the general organizational environment. Mr. Wong said, as there are different nature in the work of paid employees and volunteers, we have to use distinct methods to motivate them. The AYP has a system for employee’s promotion, which works according to their work experiences and qualification. Mr. Wong stated that, as the workloads for paid employees are always heavier than that of the volunteers; the paid employees would easily dislike the work, when compare to the volunteers’ attitude. Therefore the motivator for paid employees would mainly focus on the improvement on salary or job promotion, in order to satisfy them by using economic incentives, added by Mr. Wong. For the volunteers, the AYP would give certificates for those who have years of volunteers experiences. In addition, some volunteers with more experiences may be appointed as the leader of an activity. This could be a challenge for them.
Analysis from Mr. Wong response:
We can use Herzberg’s Two-Factor Theory to explain the way that Mr. Wong used to motivate the employees and volunteers. This theory suggests that to improve job attitudes and productivity, administrators must recognize and attend to both sets of characteristics and not assume that an increase in satisfaction leads to decrease in unpleasurable dissatisfaction. It covers two factors: (i) motivated factor and
(ii) hygiene factor. The first factor can give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition and achievement. The second one does not give positive satisfaction, though dissatisfaction results from their absence. This factor is extrinsic to the work itself, and includes aspects such as salary.
According to Mr. Wong, the way to motivate paid employees usually focuses on the improvement of salary or job promotion, which is hygiene factor. Meanwhile, giving certificates to volunteers is recognition. Giving choices to experienced volunteers to hold an activity can be viewed as a challenge as well. The way that Mr. Wong used to motivate volunteers are mainly focusing on the motivators. This makes a difference on the way of motivating paid employees and volunteers.
The Review on Employee Engagement Sheme
Chapter 1.INTRODUCTION 1.1 Concept of employee engagement 1.1.1 Defining Engagement One of the challenges of defining engagement is the lack of a universal definition of employee engagement, as a research focus on employees’ work engagement is relatively new. More often than not, definitions of engagement include cognitive, emotional, and behavioral components. The cognitive aspect of engagement ...
| Factors: | Mainly focus on: |
Employees | hygiene factor | improvement of salary or job promotion |
Volunteers | motivators | giving certificates and challenge |
(V) Managerial Approach
The third one is the Managerial Approach. It is motivating employees’ focuses on the behaviors of managers – in particular, their use of goals and rewards. Employees can directly motivate employees through personal, one-on-one communication. Mr. Wong told us that he would usually hold a meeting with his employees and volunteers first when doing any projects. It was because, according to him, a group discussion can help each other have a more in-depth understanding towards the aim of the projects. Moreover, he usually set a goal with his teammates, so that the whole group could have a picture to follow. A goal can be a number of participants, or the deadline of a project. Mr. Wong believes that a goal setting method can help improve the morale as well.
Analysis from Mr. Wong response:
We can use Locke’s goal setting theory to explain Mr. Wong’s attempt. According to Locke’s goal setting theory, participation in goal setting improves performance. Moreover, feedback from employees can improve effectiveness. When a clear, specific and difficult organizational goal is set up, the employees can be motivated. By using goal setting method, Mr. Wong’s group members can be motivated, and therefore they can have higher productivity.
(VI) Conclusion
In conclusion, Mr. Wong’s experiences pointed out the difference of motivation method between paid employees and volunteers: 1) paid employees are mostly motivated by the salaries (Alderfer’s ERG Theory: Existence needs.) Meanwhile, the volunteers are motivated by social relationship or self-esteem (Alderfer’s ERG Theory: Relatedness needs).
The Essay on Motivation Volunteers Performance Manager
When motivation is slipping on tasks being performed by volunteers who have other full time jobs, the learning team suggests that in order to analyze the cause of the motivation problem, an effective manager needs to look at what drives the volunteers and the outside factors that may be affecting performance. We know that each of the volunteers was motivated to sign up for different reasons. ...
2) Paid employees are usually motivated on the improvement of salary or job promotion. Volunteers are usually motivated on recognition and achievement. 3) The goal setting method does not concern on the nature of work (it ignores the difference between paid employees and volunteers).
Mr. Wong emphasizes that, motivation method is varied by the nature of work. In addition, the working attitude of paid employees and volunteers are totally different as well. Mr. Wong added that, we have to concern the fairness, job security and involvement when motivating any paid employees and volunteers. He said, ‘respect is an important element when you are trying to motivate the others. Sometimes, being respect to your employees can also motivate them.’
Comparison with differential motivation theories:
| Employees | Volunteers |
Alderger’s ERG |
Motivated by: | Economic Rewards (e.g. salaries) | social relationship or self-esteem |
Position in Alderger’s ERG | Existence Needs | Existence Needs |
| | |
Two-Factor Theory |
Factors: | hygiene factor | motivators |
Mainly focus on: | improvement of salary or job promotion | giving certificates and challenge |
Bibliography:
1) Jack R. Meredith; Samuel J. Jr. Mantel (2002) Project Management: A Managerial Approach. Wiley. Chapter 2: Strategic project management
2) Accel Team (2004).
Employee motivation, the organizational environment and productivity, Historical Perspective, Scientific Management.
Available from: (Accessed 24 June 2004).
Employee Motivation: Theory and practice
3) Carol S. Dweck, Ellen L. Leggett. (1988) Psychological Review Vol.95, No.2, 256-273. American Psychological Association, Inc. A Social-Cognitive Approach to Motivation and Personality
4) Gregory R. Maio, Victoria M. Esses. (2002) Journal of Personality. Volume 69, Issue 4, pages 583–614, August 2001. The Need for Affect: Individual Differences in the Motivation to Approach or Avoid Emotions. Published online:
5) Craig C. Pinder. (2008) Work Motivation in Organizational Behavior. Psychology Press.
6) Doris Helge; Ph.D. (2006) Joy on the Job . . . . Over 365 Ways to Create the Joy and Fulfillment You Deserve. Shimoda Publishing. Employee Motivation
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