Motivation Concepts Analysis Paper

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Motivation Concepts Analysis Paper

Kathy Buschman

Psy/320

Paul Cantz

June 22, 2015

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        In this paper, I will discuss the motivational concept of Hull’s Drive Theory as it applies to the experience in two different applications in the workplace. Hull’s Drive Theory states “the principal that behavior can be predicted before it occurs based on a consequence of reinforcement and that reinforcement will cause learning and thus future predictable behavior.” Hull’s concept that Drive causes energy only supports the theory to a point. It’s the combination of what happens with the energy and the reward that impacts one’s learning and then their behavior.

In the case of a work related experiences, motivating a employee to reach higher levels of performance are key to an organization’s growth and success. As a member of management or a leader of a work team, it is crucial to find points of energy that will match well with the individuals needs. In the article Don’t let them be like Mike, Mr. Alonzo made the statement “the best thing you can do when trying to motivate very successful people is ask them how they want to be rewarded” (Alonzo, 1999, p. 22). This statement helps employees feel as if they are appreciated by the employer. Once management understands what the source of energy is, they can apply the energy to cause behavior that will drive success in the workplace. The learning that will occur by the employee over time will then reinforce the desired behavior to reach the goal.

Work Example 1 - Relocation

The company I once worked for made the announcement that they were relocating certain departments down to Bakersfield, Ca. The company felt this location would not only help the

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growth of the company but would also better suit their customers.  This relocation is being done at a time in when the economy was in the middle of a huge downfall. As part of the relocation, some employees could apply for positions that came open if they wanted to stay in Rohnert Park, Ca, some employees were being offered a severance pay to retire early. The majority of the employees were being relocated to Bakersfield if they wanted to keep their position with the company. The announcement of who was doing what was to come at a later date. This relocation had a huge impacted on the workforce in many ways. According to Schneider, Gunnarson, and Niles-Jolly (1994) “One risk of change is that the organization will operate less effectively for a while as the new climate is being created; when the practices and procedures are changing, employees become less certain about what management has as its priorities” (p. 18). Fears, concern, excitement, are just a few of the mixed emotions going through the building. The first of two announcements about the relocation was made in mid- September, the second one was made in late November, and everyone would be put in their new positions by September of the following year. The need for the company to keep everyone focused on their current position while working on the plans for the future was crucial. The company had to overcome the challenges of both communicating and driving the needed behavior were imperative over the next year.