An Analytical Approach: Motivational Theories to Solve Workplace Experiences

An Analytical Approach: Motivational Theories to Solve Workplace Experiences

Alen Solórzano

Northeastern University

Author Note

Alen R. Solórzano, D’Amore School of Business , Northeastern University

This research was supported in part by communications professor Irina Cojuharenco.

Correspondence concerning this essay should be addressed to Alen Solorzano, D’Amore School of Business, Northeastern University, Boston, MA 02215. Contact: solorzano.a@husky.neu.edu

Abstract

This paper explores Abraham Maslow’s theory of hierarchy needs, Kenneth Thomas’ model of intrinsic motivation and Victor Vroom’s theory of expectancy in order to hypothesize solutions to a problematic workplace experience and answer, “what could have been done different.” It is important to acknowledge my experience was selected based on two fundamentals: organizational theories were applicable and a multitude of approaches to reach a solution. Organizations challenge individuals’ ability to balance creativity and constraint.

Keywords: Theory of Hierarchy, Model of Intrinsic Motivation, Expectancy Theory, Corporate Social Responsibility, soft-hearted, hard-hearted

An Analytical Approach: Motivational Theories to Solve Workplace Experiences

After two months working as a salesman at Royal Sunset Group, a company devoted to selling timeshares to vacationers, I encountered an experience that challenged my moral beliefs – conflicts between personal and organizational goals not only altered my work ethic and motivation by affected the organization’s success. As we’ve learned, organizations are multifaceted, significantly dependent upon employees and their progress. Reevaluating my experience highlights three organizational behavior fundamentals: personal needs, motivation and expectations. Effectively integrating organizational behavior theories help aid different approaches to handling similar workplace experience.

Questions for Consideration

Aware I was in cognitive dissonance between the organization’s ethical standards and my own, questions concerning an organization’s influence on internal behavior emerged: would it be possible to change the way clients qualified for our services, would the entire sales team agree there was an interactional justice and would it decrease their performance or increase their efforts due to the decrease in clientele? By researching online for similar scenarios and interviewing my former manager, realistic and effective solutions to this problem could manifest.   

Executive Solution

As a result of continually receiving clients who were financially incapable of affording our product my reaction was apparent – my motivation to close a sale significantly declined. This internal conflict between my ambition to self-actualize with the purpose of becoming financially free against my ethical standards took a toll on my performance. Employees have a responsibility to identify if their physiological, security, esteem and self-identification needs are being met. By incorporating a more internal employee screening process, organizations’ employees will show increased levels of motivation (i.e., identifying internal basic needs, internal alignment is reached resulting in higher employee motivation).^[1] 

While companies have the right to develop their own code of ethics according to their objectives, Royal Sunset Group’s were vaguely defined, open for interpretation. By clearly defining an organization’s ethics, employees will have a better understanding if their environment will be motivational and align with their internal beliefs (i.e., the lack of choice, competence, progress and meaningfulness affected employees’ motivation to sell).^[2] 

Probable Solution. In this case, where the company was unable to change their hiring strategy, other solutions are obtainable – better matching employee personalities with clients through surveying.

Royal Sunset Group’s internal environment heavily centers around employees’ motivation towards unlimited earning potential and aggression for customer acquisition. As a result, their code of ethics was not enforced due to their dependency of obtaining new clients - finding a process to better match employees with prospects can be mutually beneficial for all parties involved: the organization, employee and client. (i.e. the ability to go above and beyond making a profit considers constituents’ well being in addition to the organizations.)^[3] By implementing a surveying process, specific personality traits and employee motivations are revealed (e.g. determining if employees are “soft-hearted” or “hard-hearted”).^[4] Potential for increased employee motivation to sell, results in sales elevation and higher client satisfaction.

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