人力资源管理动机理论员工离职原文.docx
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人力资源管理动机理论员工离职原文.docx
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人力资源管理动机理论员工离职原文
AReviewofEmployeeMotivationTheoriesandtheirImplicationsforEmployeeRetentionwithinOrganizations
SunilRamlall,Ph.D.,UniversityofSt.Thomas,Minneapolis,MN
ABSTRACT
Thearticleprovidesasynthesisofemployeemotivationtheoriesandoffersanexplanationofhowemployeemotivationaffectsemployeeretentionandotherbehaviorswithinorganizations.Inadditiontoexplainingwhyitisimportanttoretaincriticalemployees,theauthordescribedtherelevantmotivationtheoriesandexplainedtheimplicationsofemployeemotivationtheoriesondevelopingandimplementingemployeeretentionpractices.Thefinalsegmentofthepaperprovidesanillustrationwithexplanationonhoweffectiveemployeeretentionpracticescanbeexplainedthroughmotivationtheoriesandhowtheseeffortsserveasastrategytoincreasingorganizationalperformance.Intoday’shighlycompetitivelabormarket,thereisextensiveevidencethatorganizationsregardlessofsize,technologicaladvances,marketfocusandotherfactorsarefacingretentionchallenges.PriortotheSeptember11terroristattacks,areportbytheBureauofNationalAffairs(1998)showedthatturnoverratesweresoaringtotheirhighestlevelsoverthelastdecadeat1.3%permonth.Thereareindeedmanyemployeeretentionpracticeswithinorganizations,buttheyareseldomdevelopedfromsoundtheories.Swanson(2001)emphasizedthattheoryisrequiredtobebothscholarlyinitselfandvalidatedinpractice,andcanbethebasisofsignificantadvances.Giventhelargeinvestmentsinemployeeretentioneffortswithinorganizations,itisrationaltoidentify,analyzeandcritiquethemotivationtheoriesunderlyingemployeeretentioninorganizations.Lowunemploymentlevelscanforcemanyorganizationstore-examineemployeeretentionstrategiesaspartoftheireffortstomaintainandincreasetheircompetitivenessbutrarelydevelopthesestrategiesfromexistingtheories.Theauthorthereforedescribedtheimportanceofretainingcriticalemployeesandexplainedhowemployeeretentionpracticescanbemoreeffectivebyidentifying,analyzing,andcritiquingemployeemotivationtheoriesandshowingtherelationshipbetweenemployeemotivationandemployeeretention.Furthermore,Hale(1998)statedthat86%ofemployerswereexperiencingdifficultyattractingnewemployeesand58%oforganizationsclaimthattheyareexperiencingdifficultyretainingtheiremployees.Evenwhenunemploymentishigh,organizationsareparticularlyconcernedaboutretainingtheirbestemployees.
PURPOSEANDSTRUCTURE
Thearticleprovidesasynthesisofemployeemotivationtheoriesandoffersanexplanationofhowemployeemotivationaffectsemployeeretentionwithinorganizations.Inadditiontoexplainingwhyitisimportanttoretaincriticalemployees,theauthordescribedtherelevantmotivationtheoriesandexplainedtheimplicationsofemployeemotivationtheoriesondevelopingandimplementingemployeeretentionpractices.Thefinalsegmentofthepaperprovidesanillustrationwithexplanationonhoweffectiveemployeeretentionpracticescanbeexplainedthroughmotivationtheoriesandhowthesestrategiesserveasastrategytoincreasingorganizationalperformance.Intoday’sbusinessenvironment,thefuturebelongstothosemanagerswhocanbestmanagechange.Tomanagechange,organizationsmusthaveemployeescommittedtothedemandofrapidchangeandassuchcommittedemployeesarethesourceofcompetitiveadvantage(Dessler,1993).“Commitmentiscriticaltoorganizationalperformance,butitisnotapanacea.Inachievingimportantorganizationalends,thereareotheringredientsthatneedtobeaddedtothemix.Whenblendedintherightcomplements,motivationistheresult”(O'Malley,2000,p.13).
WhyisitNecessarytoRetainCriticalEmployees?
Fitz-enz(1997)statedthattheaveragecompanylosesapproximately$1millionwithevery10managerialandprofessionalemployeeswholeavetheorganization.Combinedwithdirectandindirectcosts,thetotalcostofanexemptemployeeturnoverisaminimumofoneyear’spayandbenefits,oramaximumoftwoyears’payandbenefits.Thereissignificanteconomicimpactwithanorganizationlosinganyofitscriticalemployees,especiallygiventheknowledgethatislostwiththeemployee’sdeparture.Thisistheknowledgethatisusedtomeettheneedsandexpectationsofthecustomers.Knowledgemanagementistheprocessofcreating,capturing,andusingknowledgetoenhanceorganizationalperformance(Bassi,1997).Furthermore,Toracco(2000)statedthatalthoughknowledgeisnowrecognizedasoneofanorganizationsmostvaluableassetsmostorganizationslackthesupportivesystemsrequiredtoretainandleveragethevalueofknowledge.Organizationscannotaffordtotakeapassivestancetowardknowledgemanagementinthehopesthatpeopleareacquiringandusingknowledge,andthatsourcesofknowledgeareknownandaccessedthroughouttheorganization.Instead,organizationsseekingtosustaincompetitiveadvantagehavemovedquicklytodevelopsystemstoleveragethevalueofknowledgeforthispurpose(Robinson&Stern,1997;Stewart,1997).Thus,itiseasytoseethedramaticeffectoflosingemployeeswhohavevaluableknowledge.Theconceptofhumancapitalandknowledgemanagementisthatpeoplepossessskills,experienceandknowledge,andthereforehaveeconomicvaluetoorganizations.Theseskills,knowledgeandexperiencerepresentcapitalbecausetheyenhanceproductivity(SnellandDean,1992).Humancapitaltheorypostulatesthatsomelaborismoreproductivethanotherlaborsimplybecausemoreresourceshavebeeninvestedintothetrainingofthatlabor,inthesamemannerthatamachinethathashadmoreresourcesinvestedintoitisapttobemoreproductive(Mueller,1982).Oneofthebasictenetsofhumancapitaltheoryisthat,likeanybusinessinvestment,an“investmentinskill-buildingwouldbemoreprofitableandmorelikelytobeundertakenthelongertheperiodoverwhichreturnsfromtheinvestmentcanaccrue”(Mueller,1982,p.94).Again,employeeretentionisimportantinrealizingafullreturnoninvestment.Humancapitaltheoryincludesthelengthofserviceintheorganizationasaproxyforjobrelevantknowledgeorability.Aperson’sjobrelevantknowledgeorabilityinfluencesthatperson’swage,promotionalopportunityand/ortypeofjob(Becker,1975;Hulin&Smith,1967;Katz,1978).TheunderstandingoflengthofserviceinanorganizationrelatesbacktoUlrich’s(1998)componentofcommitmentinhisdefinitionofintellectualcapital.Hisdefinitionwassimply“competencemultipliedbycommitment”(p.125),meaningintellectualcapitalequalstheknowledge,skills,andattributesofeachindividualwithinanorganizationmultipliedbytheirwillingnesstoworkhard.Itwillbecomesignificantlymoreimportantintheyearsaheadtorecognizethecommitmentofindividualstoanorganization,aswellastheorganization’sneedtocreateanenvironmentinwhichonewouldbewillingtostay(Harris,2000).Organizationswillneedtoeithercreateanintellectualcapitalenvironmentwherethetransmissionofknowledgetakesplacethroughoutthestructure,orcontinuetoloseimportantindividualknowledgethathasbeendevelopedthroughthelengthofservice.Thisdeepknowledgeiswhatmanybelievewillhelptomeettheneedsandexpectationsofthecustomersandtocreateandsustainacompetitiveadvantagewithintheglobaleconomyinwhichorganizationsarecompetingintoday.
ASYNTHESISOFEMPLOYEEMOTIVATIONTHEORIES
ThetermmotivationderivedfromtheLatinwordmovere,meaningtomove(Kretiner,1998).Motivationrepresents“thosepsychologicalprocessthatcausethearousal,direction,andpersistenceofvoluntaryactionsthataregoaloriented(Mitchell,1982,p.81).MotivationasdefinedbyRobbins(1993)isthe“willingnesstoexerthighlevelsofefforttowardorganizationalgoals,conditionedbytheeffort’sabilitytosatisfysomeindividualneed.”Aneedinthiscontextisaninternalstatethatmakescertainoutcomesappearattractive.Anunsatisfiedneedcreatestensionthatstimulatesdriveswithintheindividual.Thesedrivesthengenerateasearchbehaviortofindparticulargoalsthat,ifattained,willsatisfytheneedandleadtothereductionoftension(Robbins,1993).Theinferenceisthatmotivatedemployeesareinastateoftensionandtorelievethistension,theyexerteffort.Thegreaterthetension,thehighertheeffortlevelasillustratedinFigure1.Motivationaltheoristsdifferonwheretheenergyisderivedandontheparticularneedsthatapersonisattemptingtofulfill,butmostwouldagreethatmotivationrequiresadesiretoact,anabilitytoact,andhavinganobjective.-InsertFigure1abouthere-Therearenumeroustheoriesofmotivation.Theauthoridentifiedthemostrelevanttheoriesandexplainedtherespectivetheoriesofmotivationandhowmotivationmayimpactemployeecommitmentinanorganization.Fivemethodsofexplainingbehavior–needs,reinforcement,cognition,jobcharacteristics,andfeelings/emotions–underlietheevolutionofmoderntheoriesofhumanmotivation(Kretiner,1998).Inthismotivationaltheoryeffort,thefollowingmotivationtheorieswereselected
(1)needtheories,
(2)equitytheory,(3)expectancytheory,and(4)jobdesignmodelgiventheiremphasisandreportedsignificanceonemployeeretention.
NeedTheoriesofMotivation
Needtheoriesattempttopinpointinternalfactorsthatenergizebehavior.Needsasdefinedpreviouslyarephysiologicalorpsychologicaldeficienciesthatarousebehavior.Theseneedscanbestrongorweakandareinfluencedbyenvironmentalfactors.Thus,humanneedsvaryovertimeandplace.
Maslow’sNeedHierarchy
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