Academic journal article Global Economic Observer

Trends in Non-Financial Motivation Policies of Employees

Academic journal article Global Economic Observer

Trends in Non-Financial Motivation Policies of Employees

Article excerpt

1.Theoretical aspects of lending

The motivation policy, regardless of where a person is active, aims to stimulate the employee to achieve performance. Motivation is what really causes people to work, and this has two major types of action on resources: financial and non-financial.

Researchers or academic colleagues such as Porter & Lawler, Naylor, Pritchard & Ilgen, Katzell & Thompson have experienced motivational models, later building analytics that are applicable to companies.

The strategy of motivating the human resource is one of the most important components of the organization that generates much and the evolution or deterioration of the economic situation. Also, organizational culture undergoes major mutations based on how the motivational system is built inside an economic entity and not only.

Financial methods such as salary, commission, bonus, bonuses, dividends, etc., are all forms of cash reward or the results obtained by the employee.

Although they are the most frequent forms of motivation, financial methods reveal major shortcomings in terms of motivation: on the one hand, in the perception of the employee, the respective amounts are entitled to what makes their motivating role very small, money clearly does not generate employee loyalty to the organization, (when the money is the only thing that keeps the employee connected to the organization they work in, the employee will leave the team at the first opportunity for a better offer, in Romania about 80% of the employees spend all their income from one month to the next , and when this occurs, the employer tends to blame the employer for not rewarding the employee's time and abilities in the right way). From psychological and social studies, it turned out that most employees did not retain more than 30 days the value of premiums/bonuses or successful commissions.The effects of financial motivation are strong, but they are not everything, which causes people to really work, not the magnification, but the motivation. Researches in this field have demonstrated the lack of long-term efficiency of financial incentive systems.

Motivation implies the totality of the internal and external motives of the personality, which condition the transformation of its development potential into real and functional psychological structures and is in itself a complex and cumulative psychological system.

Motivation should not be considered and interpreted as an end in itself, but served to achieve high performance, performance being a superior level of accomplishment of purpose.

The first and best-known need-driven motivational theory has been developed by American psychologist Abraham Maslow and is based on the concept of a "hierarchy of needs", according to the theory that needs can not be felt simultaneously by the individual but successively.

Clayton Alderfer recognizes that needs are in close relationship with motivation. At the same time his research does not find a strict hierarchy of needs comparable to that of Maslow. Alderfer classifies the needs in three great classes: necessities of existence, sociability and development.

Alderfer's model represents an attempt to increase the applicability of the theory of needs to organizational conditions (the theory of needs postulates that human beings have characteristic needs and that people can be motivated by giving them what they need in exchange for the effort they make, are motivated to meet their most important needs).

American psychologist David Clarence McClelland, in his reference paper, Theory of Needs, explained that in the general picture of the human psyche the needs occupy a prime place, which is why he leaned on the theories that the person's needs influence his actions, including at work. Thus, the American psychologist, although identifying 20 needs, focused only on three in explaining connections to the workplace, and these are the need to achieve, the need for association, and last but not least the need for power. …

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