COMMUNICATION, MOTIVATION AND PERFORMANCE IMPROVEMENT

COMMUNICATION, MOTIVATION AND PERFORMANCE IMPROVEMENT

The abundance of motivational theories from which managers can choose testifies to the fact that employee motivation remains one of the most fascinating but perplexing areas of managerial concern. Few employees work to their full ability; in fact, studies show that in some cases workers can perform at only 20 to 30 per cent of their ability without being fired and that average
employees work at only two-thirds of their capacities. A machine that produced so poorly would be repaired or replaced. What can managers of human resources do to overcome this waste and inefficiency?
Frankly, the values of all the different motivational
theories can be seriously questioned. To quote Odiorne, "Has all of the talk and work on teaching motivational theory been overdone? I'd like to suggest that it has."
Leidecker and Hall review the major motivational theories and state that when these theories are applied in the "real world," the results are often negative or, at best, neutral.
Miller made a comprehensive effort to determine if different motivational theories had an impact in the
organization. Miller analyzed three different organizations