Primary Motivation for non-managerial employees Literature review

Primary Motivation for non-managerial employees - Literature review ExampleIt is, therefore, very important for the managers to set out out the factors that motivate the non-managerial employees of the institution. The reason for this investigation is to find the primary motivation of the non-managerial employees that drives them to meet the business goals of the organization (Verweire and Berghe, 2004, p.47). Literature Review The review of literature 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 outputs and the potentiality of the decision taken in following certain business models for improving the productivity (Goold andLuchs, 1996, p.95). ... The surmise X identifies set of non-managerial employees who are lazy and lacks motivation in carrying out their daily work. These employe es lack sense of will power and do not realise the self motivation to drive the business processes. They are only 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 environment where the employees exhibit a laid back attitude and the whole business output depends on the driving force of the managers. The managers blame the employees for not carrying out the assigned work. In order to resolve the issue, the managers under Theory X have often resorted to the optimal compensation bundle to be offered to the non-managerial employees which includes fixation of appropriate net incomes, offering 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 required 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 hold 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 supposed framework have developed a relationship of mutual trust which has worked to the advantage of the