Primary Motivation for non-managerial employees Literature review

Primary Motivation for non-managerial employees - Literature review ExampleIt is, therefore, very Copernican for the managers to find out the factors that motivate the non-managerial employees of the organization. The reason for this investigation is to find the primary demand of the non-managerial employees that drives them to meet the argument goals of the organization (Verweire and Berghe, 2004, p.47). Literature Review The review of literary productions would provide us with deep insights on the primary motivational factors for the non-managerial employees working in the organization. It has been observed over the years that the non-managerial employees are not held responsible for the business railroad sidings and the effectiveness of the decision taken in following certain business models for improving the productivity (Goold andLuchs, 1996, p.95). ... The speculation X identifies set of non-managerial employees who are lazy and lacks motivation in carrying out their dail y work. These employees lack sense of ownership and do not wealthy person the self motivation to drive the business processes. They are just concerned with the monetary benefits (Cunningham andHarney, 2012, p.46). According to the Theory X, the managers often hold the non-managerial employees responsible for not meeting their work targets. The Theory X identifies a work milieu where the employees exhibit a laid back attitude and the entire business output depends on the driving force of the managers. The managers blame the employees for not carrying out the delegate work. In order to resolve the issue, the managers under Theory X have often resorted to the optimal compensation package to be offered to the non-managerial employees which includes fixation of appropriate remunerations, oblation stock options, bonuses, etc. By getting the desired remuneration for their work, the non-managerial employees have found the required energy and the effort to be put for producing the requir ed output as instructed by their managers (Marr andGray, 2012, p.62). The Theory Y as described by McGregor identifies another set of employees. These set of employees form the productive part of the workforce. The managers under the Theory Y have viewed their workforce as self-motivated. These set of employees have taken necessary initiative to follow the instructions of the managers and meet the targets set by the business. The employees and the managers who have followed this theoretical framework have developed a relationship of mutual trust which has worked to the advantage of the