Running head: MOTIVATIONAL THEORIES AND CONFLICT MANAGEMENT

Motivational Theories and Conflict Management Daniel Steele, Kim A. Pham, Hermogenes Myers, and Kristina Soto MGT/307 July 14, 2011 Dale J. Harrington

MOTIVATIONAL THEORIES AND CONFLICT MANAGEMENT Evaluate motivation theories and organizational behavior Motivation by definition refers to the individual forces that account for the direction, level, and persistence of a persons effort expended at work (Schermerhorn, Hunt, & Osborn, 2008, p. 111) and the result of the interaction between an individual and a situation (Robbins &

Judge, 2009, p. 175). Motivation can be divided into two primary theories and these theories are:

Content Theory: Analyzes the different needs that may motivate individual behavior. This motivation theory primarily focuses on individual needs, physiological or psychological inadequacy or shortcomings that we feel a compulsion to reduce or eliminate. The content theories try to explain work behaviors based on avenues to need satisfaction and the influence of barriers to needs (Schermerhorn et al, 2008, p. 111).

Process Theory: Examines the thought processes that motivate individual behavior. This type of motivation focuses on the thought or cognitive processes that take place within the minds of people and that influence individual behavior. Whereas a content approach may identify job security as an important individual need, a process approach would probe further to identify why the person decides to behave in certain ways relative to available rewards and work opportunities (Schermerhorn et al, 2008, p. 111). Theories of motivation are further subdivided into categories, but are not limited to goal

setting, incentives, and basic needs for which have been discussed with all team members and will be explained in the next following paragraph. Concerning organizational behavior, one theory raises the issue of organizational justice regarding how fair and equitable employees view behavior and practices in the workplace. This is known as the equity theory. Organizational justice awareness is important in organizational behavior and to the respect of equity theory. Organizational justice awareness projects the basic elements of fairness in which employees

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perceive how he or she is treated in the workplace. Ethically, the justice view of moral reasoning considers behavior to be ethical when it is fair and impartial in the treatment of people (Schermerhorn et al, 2008, p. 118). Organizations applying motivational theories to motivate employees Most organizations apply motivational theories to employees for one specific reason: Motivation will produce performance. There are many motivational theories that organizations can analyze to figure out which application will work for its employees, and their organizational behavior. Discussed in our evaluation of performance through motivation, were three important theories that could motivate some, but not all employees. The three theories of our discussion included: Goal-setting (empowerment of achieving a certain goal or task) Incentives (bonuses, raises, and rewards) Basic needs (money, self-esteem, social, and safety) As we discussed in our learning team, there are many motivational theories an organization can implement from manager-to-employee. No matter what status or salary rank most employees are on, employees expect to be rewarded for his or her effort. Incentives, such as bonuses and rewards, might motivate some employees to be results-oriented, and increase performance. Goal-setting is simply described as setting goals to be achieved by an employees ambition to succeed. Some employees can be motivated only by making money to suit his or her basic needs such as; paying mortgage, rent, food, transportation, and indulgence. Furthermore, another important motivational theory for an organization is to develop strategically a job design approach. Schermerhorn et al. indicate that job design is the process through which managers plan and specify job tasks and the work arrangements that allow them

MOTIVATIONAL THEORIES AND CONFLICT MANAGEMENT to be accomplished (2008, p. 130). In addition, these three job design strategies were also discussed in our performance through motivation discussion: Job simplification Job enlargement and rotation Job enrichment Analyze conflict management strategies used in the workplace. Conflict can be addressed in many ways, but the important goal is to achieve or set the stage for true conflict resolutiona situation in which the underlying reasons for a given

destructive conflict is eliminated (Schermerhorn et al, 2008, p. 347). It is critically important that ground rules and expectations are set and agreed upon from the beginning by all members of a team or group within an organization. Conflict management strategies used in the workplace include: Collaboration Authoritative command Accommodation Compromise

If conflict arises, all members involved must plan a meeting to collaborate and openly discuss the conflict. Active listening is a key factor and an important step in managing conflict. Authoritative command may be used when quick and decisive action is vital or when unpopular actions must be taken (Schermerhorn et al, 2008, p. 351). In this strategy, formal authority is used to end the conflict. The accommodation strategy is used when one person gives in and the other person wins to maintain superficial harmony and smooth over differences.

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Analyze which conflict management approaches work best in the organizations, and why. As discussed by our team, conflict management is a pressing issue for all managers and employees in the workplace. Conflict resolution is the main goal to be achieved when dealing with conflict. According to Schermerhorn et al, this process involves developing a good understanding of the causes and a recognition of the stage of conflict (2008, p. 347). There are several stages of conflict, which include: Antecedent conditions sets the conditions for conflict Felt conflict tension creates motivation to act Perceived conflict substantive or emotional differences are sensed Manifest conflict conflict is very apparent through behavior Conflict resolution or suppression Conflict aftermath Conflict suppression can cause greater problems in the workplace. Suppression can lead to emotional discomfort and may also lead to an increase in emotional conflict between the individuals (Schermerhorn et al, 2008, p. 347). The causes of conflict are also an important element when choosing the best conflict management approach. The causes of conflict include: Vertical conflict between hierarchical levels Horizontal conflict between individuals or groups of the same hierarchical level Line-staff conflict disagreements over authority and control Role conflict unclear communication of task responsibilities Workflow interdependencies conflicts that occur when having to rely on others Domain ambiguities conflicts over customer jurisdiction or scope of authority

MOTIVATIONAL THEORIES AND CONFLICT MANAGEMENT Resource scarcity scarce resources can cause conflict in working relationships Power or value asymmetries differences in status or values

As a team, we believe that the Win-Win conflict approach is the most effective approach to use in an organization. This approach is achieved through collaboration involving recognition of all parties involved that something is wrong and needs to be resolved (Schermerhorn et al, 2008, p. 352). This approach also examines and assesses the reasons for the conflict that leads to an alternative that is acceptable to all parties involved. We believe this approach would be most effective in resolving workplace conflicts.

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References Robbins, S. & Judge, T., (2009), Organizational Behavior, Thirteenth Edition, Published by Prentice Hall, Copyright by Pearson Education, Inc. Schermerhorn, J., Hunt, J., & Osborn, R., (2008). Organizational behavior (10th ed.). Hoboken, NJ: John Wiley & Sons.