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Retention & Motivation theory:
Retention has a direct and causal relationship with employee
needs and motivation. Applying a
motivation theory model, such as Maslows Hierarchy of Needs, is
an effective way of
identifying effective retention protocol.[2]
Each of the five tiers ofMaslows hierarchyof needs relates to
optimal retention strategy. Since
Maslows introduction of his motivation model, organizations have
been employing strategies
attempting to stimulate each of the five humanitarian needs
described above to optimize
retention rates. When applied to the organizational model,
meeting the self-actualization and
esteem needs of an employee tend to correlate to better
retention. Physiological, safety, and
social needs are important as well, however, and must be
addressed to better the work
environment. While implementing a retention strategy is ideal,
successful satisfying all fiveneeds of employees is not only
difficult, but also expensive. That being said, managers who
attempt to maximize employee need coverage tend to be more
concerned with employee
satisfaction.[3]
Herzbergs theory:
An alternative motivation theory to Maslows Hierarchy of Needs
is the Motivator-
Hygiene (Herzbergs) theory. The theories have overlap, but the
fundamental nature of each
model differs. While Maslows Hierarchy implies the addition or
removal of the same need
stimuli will enhance or detract from the employees satisfaction,
Herzbergs findings indicate
that factors garnering job satisfaction are separate from
factors leading to poor job satisfaction
and employee turnover. Herzbergs system of needs is segmented
into motivators and hygiene
factors. Like Maslows Hierarchy, motivators are often unexpected
bonuses that foster the desire
to excel. Hygiene factors include expected conditions that if
missing will create dissatisfaction.
Examples of hygiene factors include bathrooms, lighting, and the
appropriate tools for a given
job. Employers must utilize positive reinforcement methods while
maintaining expected hygienefactors to maximize employee
satisfaction and minimize retention.
[4]
Equity Theory:
Equity Theory realizes the humanitarian concern with fairness
and equality. While one party may
be given motivational rewards and opportunities, the individual
will assess the work-reward ratio
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based on similar, external positions. If the individual feels
the rewards and motivators do not
meet the standard, the employee will either lose motivation,
request more compensation, or leave
their current position in search of more favorable benefits.
Because of this, firms must not only
recognize internal obligations, but also attempt to equalize or
outperform competition in meeting
employee needs.[5]
References:
2)http://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs
3)Spector, Paul E. "Measurement of Human Service Staff
Satisfaction: Development of the Job
Satisfaction Survey." American Journal of Community Psychology
13.6 (1985): 693-713. Web.
12 Mar. 2011.
4)Breaugh, James A., and Mary Starke. "Research on Employee
Recruitment: So Many Studies,
So Many Remaining Questions." Journal of Management (2000):
305-434. Web. 12 Mar. 2011.
5)Spector, Paul E. "Measurement of Human Service Staff
Satisfaction: Development of the Job
Satisfaction Survey." American Journal of Community Psychology
13.6 (1985): 693-713. Web.
12 Mar. 2011.
http://en.wikipedia.org/wiki/Employee_retention#cite_note-4http://en.wikipedia.org/wiki/Employee_retention#cite_note-4http://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Employee_retention#cite_note-4
