Understanding Motivation Employee Behavior â€Myassignmenthelp.Com

Question: Discuss About The Understanding Motivation Employee Behavior? Answer: Introduction Understanding motivation and employee behaviour has been a topic of interest for managers organization development experts and researchers as they have the objective of minimizing risk and maximizing human potential. Focus is being provided on the management and working with individuals or groups divided into multiple ages and generations by scholarly researchers, sociologists and human resources management specialists. A generational group in the work place can be defined as a group divided in accordance to age, location, birth years and significant life events. Those who share social and historical experience having a relatively stable effect on their course of life are referred to as a generational group which is referred to as a cohort. However Lyons Kuron (2014) demonstrates critical review of the empirical evidence and theoretical basis in relation to the famous idea according to which generational differences in work values exist. The principles of generations is fundamental in Sociology theory however the empirical evidence in relation to academic for generational differences in work values is mixed at best. There is a significant difference between age and generation and those studies which are not able to identify such difference are not able to make a simple observation related to the predicted differences in work values. Methodological limitations are eminent in empirical literature as most studies use a cross-sectional research design. This leads to confusion in relation to the definition of generation as compared to that of cohort along with insignificant consideration of the differences among ethnicity gender and national context . The purpose of review The young workers in modern day workplace are more worried about having competent leaders, a say in the decision and getting fair pay. On the other hand the media pictures millennials in a way which indicates that they are focused in getting kudos from superiors and taking up the social responsibilities of their companies (Great Places to Work, 2017). The purpose of this paper is to review the available literatures in relation to generational differences in work values in order to find out to what extent the above discussed findings are true. Values According to Bolton et al., (2013) values are a belief which has a connection with behavioural conduct and desirable states, they are consistent towards different events and situations and they act as a guide towards the evaluation of other people, events and behaviour by an individual. As provided by Inkson, Dries Arnold (2014) an enduring belief which indicates that a particular mode of end-state of existence or conduct is socially or personally fancied over an converse or opposite way of end-state of existence or conduct. Values are not the same as social norms which merely refers to a mode of behaviour and change in accordance to specific situations. Values are also not the same as attitudes as they are not bound to situations or events and the core values which people posses are much less then attitudes. Work Values Wrong at all 2008 defines work values as a standard which employees consider towards ensuring an appropriate action along with attitude which can be deemed as appropriate. It has been for the provided by this paper that different personalities are consisted in generations and such personalities have an influence on work-related values held by them. Landy Conte (2016) states that values related to work are the conceptions held by individuals in relation to their work activity which are desirable and reflect the Awareness of the individuals in relation to the working environment which they want and father actors a motivation for them to achieve such working environment. As provided by Sarma (2014) values are helpful reflectors of actions and decisions of an individual. Values are not very prone to change and are relatively permanent. People can be provided motivation through allocating those activities and outcomes which are valued by them. Although a few differences have been identif ied between work values and general values, work values can be expressed as the outcome which people desire and want to attain through work. The perception of employees related to the workplace are shaped by work values as they exert a significant and direct influence on attitudes and behaviours of employees along with job decisions and problem solving. There exists a persistent difference in relation to work values which is between extrinsic and intrinsic values. The focus of extrinsic work values are on outcomes and consequences of work such as the rewards which are tangible in form of opportunities, advancements, income and statues. On the other hand intrinsic work values focuses on the way in which work is carried out and reflect the inherent interest related to wok which carries such as opportunities to be creative and learning potentials. Other values of work consists of autonomy or influence towards decision making, job security and stability, contributing to the society and helping others, interpersonal relationships at work opportunity for vacation, free time and exclusion from being supervised. Different expectations and preferences are produced in relation to work by different generations because of basically different events and experiences faced by them. During the early phases of work the young workers have to take decisions which set their values in place. A recently conducted meta-analysis by Beck Cowan (2014) provided that the attitudes towards work are fairly stable among humans from early adolescence to adulthood. This means that same as abilities and personality traits, it is likely that vocational interest would have effects on path followed over the course of life. Organizations can be benefited through understanding work values of a group or individual by providing them structured jobs, compensation packages, working conditions and policies so as to provide motivation and extract best quality effort. Several views exist in relation to the connection between work values and personal values. As provided by Twenge, Campbell Freeman (2012) a cognitive structure producing conceptual similarities between work and personal values is consisted in values. Parry Urwin (2011) states that wok values arise from the projection of personal values in relation to the work. Thus it can be stated that personal values have some kind of link with work values. Generations As the definition of work is subjected to change over time, the diverse age groups which constitute a work place are likely to provide diverse vales of work based on societal influences. Values are constituted by generational cohorts on the basis of social and historical experience which manipulate their perceptions about work, career desires and organizations. For the purpose of understanding the logic behind the classification of a specific age cohort into a generation theoretical and definitional underpinning has to be understood in relation to the question that how influence is exerted and manifested in relation to a work place. According to Kramer Porter (2011) the definition of generations is made in social and chronological terms in form of a group sharing age location, birth years and significant life events at early stages. Beck (2014) Provided that generation is a group of people having collective memory and are connected by age. The concept of generation provides a view t hat how a same event is viewed differently by different ages. The generational theory as provided by Costanza (2012) sets out a distinction coevals people moving through life cycles at the same time and brought born at the same point of history and contemporaries people who exists at a same point of time but having different ages. Thus contemporaries would interpret and experience a historical event in different ways because of their past experiences and to the contrary as coevals have a similar history they would interpret and perceive an event in the same way. Generation location is the terms which had been used in Cogin (2012) in order to represent temporary space of a group of individuals sliding through the life cycle contemporaneously. Development of values in generation groups Through theoretical concept about generations, it can be stated that with the help of particular development experience, the roots of generational differences may be found to an extent in differences of values. The theory provided by Schullery (2013) provide a suggestion that unique characteristics are bestowed in generations which upon interaction with social influence and individual development results in diverse values which take place within the environment of work. Generational stereotypes and conflicts are identified through the help of this theory along with the problems related to communication between groups. In addition as the focus of work in relation to career and attitudes is changing in the modern day there would be a significant role of generations towards explain values of work. Generation and work values Overall a lack of academic research exists specifically in the organizational context towards identifying the differences among generations in relation to work values. Mixed results have been produced by studies which have provided an overly stereotypical conclusion. More precise studies depict that researcher have only utilized age for the purpose of their analysis and as a result social and historical context and the use of generational membership influence as a variable. Age related finding are to some extent useful towards identifying the influence of generational differences in work values. The generations are divided into Matures born between 1925 to 1945, Baby Boomers born between 1946 to 1961, Generation X born between 1962-1979 and baby boom echo born between 1980 to 2000. Generational values not only vary in relation to wok values but also in relation to work outcomes. In relation to age and job satisfaction it has been provided by various studies that age and job satisfact ions are related. In a Meta analysis conducted by Kapoor Solomon (2011) it was found that job satisfaction and age had a mean correlation of .23. people who were belonging to a higher age group and having a high hierarchy in generations tend to have far more job satisfaction as compared to those who are young and belong to the present generation. This is because there are increased wants and demands of the modern generation and they perceive all situations in a competitive way as compared to people belonging to provisions generations. In relation to age and affective organization commitment significant relationships have been found by those researches which have investigated demographic characteristics. A Meta analysis conducted by Gentry et al., (2011) provided a statistical average correlation of 0.20 among age and organizational commitment. This can be provided as the present generation are always looking for more and more opportunities and personal development to enhance their careers and therefore ignoring the commitment towards a particular organization. What is depicted by the media in relation to millennials is not totally incorrect. This particular generational group does strive for appraises from the supervisor, however such apprises are desired in relation to personal development and evaluation but not in relation to organization commitment. As provided by Haynes (2011) baby boomers have been more committed towards organizational goals as compared to generation X who are more committed towards personal development. In relation to age and intention mixed results have been produced by researches. Studies depict that employee retention is dependent on the competency of their leaders in the present day. People are concerned about having competent leaders who would help them not only to achieve organizational objectives but also personal development. In addition Deyoe Fox (2012) the present generation as they lack organization commitment are worried more about the payments received by them as tend to be always in search of opportuni ties which would provided them better payments as compared to previous generations. Conclusion Thus it can be concluded from the above discussed studies that personal and work values are related to each other to a large extent. Values differ in accordance to generations as each generation has their own perceptions about events and experiences. These values are influence the work domain of individuals. A work place consists of contemporaries which mean that they perceive different events in different ways. The millennials as studies depict are more towards personal development as compared to the previous generations. They believe in taking up opportunities rather than having a commitment towards the organization. This is because of the social influence on the generation which in the modern times is predominantly restricted to materialistic values. What is depicted by the media is also not totally incorrect as the millennials are also devoted to work and often manifest organizational commitment for the purpose of only attaining a better position. In modern times where competition is predominant in the market the organizations have to ensure the well being of the employees. Mostly all studies have depicted that employee wellbeing initiatives taken by the organization have a direct effect on the performance of employees and their commitment towards the organization. Effectiveness can be enhanced by the organization through addressing wellness shortfalls. The question which arises is that whether an organization should design there wellness initiatives around a particular generation. As concluded in the above essay generational differences have a significant influence on work values. An organization does not have employees merely belonging to a specific age or generational group. Each group have different work values which make them approach their roles within the organization in diverse ways. Each and every employee has a certain role to play within the organization and thus is significant to the organization in some or the oth er way. I do not think that organizations should frame wellness initiatives to be imposed as a whole in relation to a particular generation. However it is necessary for organizations to identify and generational differences within it. If generational differences are identified it would be easy for organization to deal with them separately and in order to ensure best performance. The modern generation knows that changes is inevitable within the workplace and see changes as a new opportunity to development however the previous generation employees are not particularly habituated with changes and therefore it is not taken by them in a good way. The generation X would therefore require a wellness activities which would provide them personal time and scope for exercising own independence. They have to be provided with tools along with the opportunities of using them. The communication in relation to wellness has to be done with them in relation to life instead of work so that more focus can be provided on work life balance when they are more interested in. When it comes to Millennials who desire a challenging and meaningful work environment matching wellness initiatives have to be considered. The particular generation has grown up surrounded with technology and thus they have a lot of information and access to it at their finger tips. They have high expectations from employees in relation to wellness programs. Thus in order to ensure the wellness of young employees short terms goals have to set as they want quicker results and rewards. In addition there are need to be shown that the company is interested in them and have made a considerable investment to help them achieve their goals. Then while designing an employee wellness program the organizations must take a look at their workforce. After such consideration has been made a place should be designed to meet the needs of the entire workforce. In case an organization is able to achieve a balance through the combination of tactics they can make the most out of wellness programs. Generational gaps can be challenging but instead of a road block it has to be considered as a opportunity to include a diverse work environment. References Beck, D. E., Cowan, C. (2014).Spiral dynamics: Mastering values, leadership and change. John Wiley Sons. Beck, U. (2014).The brave new world of work. John Wiley Sons. Becton, J. B., Walker, H. J., Jones?Farmer, A. (2014). Generational differences in workplace behavior.Journal of Applied Social Psychology,44(3), 175-189. Beutell, N. J. (2013). Generational differences in work-family conflict and synergy.International journal of environmental research and public healthcare,10(6), 2544-2559. Bolton, R. N., Parasuraman, A., Hoefnagels, A., Migchels, N., Kabadayi, S., Gruber, T., ... Solnet, D. 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