The humanistic theory of motivation offers a means of establishing specific behavioral patterns in order to achieve specific goals and objectives. Work-based motivation supports the ability to achieve specific milestones within the career path that are driven by feedback and goal-setting behaviors (Chadrick, 2010). In this context, professional experiences are likely to be most successful when there is a series of steps in place to allow employees to reach the next steps of their career (Chadrick, 2010). From personal experience, this theory is applicable because it supports my personal goal development framework which motivates me to achieve my goals throughout the year. However, it is my manager’s responsibility to assist me in identifying my goals for the coming year and to develop methods to reach those goals in an effective manner.
Motivation is also driven by professional expectations and needs within the workplace setting (Herzberg, 2003). These contributions require managers to recognize where motivation is necessary and to develop a system to motivate employees towards the greater good for their careers and for the organization (Flynn, 2011). My manager’s ability to conduct an appropriate and effective performance review also plays a critical role in supporting my growth by recognizing my potential and contributions to the organization (Smith and Mazin, 2004).
I am consistently committed to my growth and development through the activities in which I participate to promote professional and organizational growth. I also believe that the humanistic approach to motivation requires a level of understanding and acceptance that goes beyond what is written in a performance evaluation, as there are significant inherent factors that must be addressed to improve employee performance. In addition, small yet gradual improvements are likely to be effective in supporting professional growth within a given position and organizational framework. These contributions are the key to successful and consistent motivation in the workplace setting.
Chadnick, E. (2010). Giving feedback that fuels success. Canadian HR Reporter, 23(15), 19-24.
Flynn, S. (2011). Can you directly motivate employees? Exploding the myth. Development and Learning in Organizations, 25(1), 11–15.
Herzberg, F. (2003). One more time: How do you motivate employees? Harvard Business Review, 81(1), 88–96. Retrieved from http://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=8796887&site=ehost-live&scope=site
Smith, S., & Mazin, R. (2004). Performance management: How do I evaluate performance and conduct meaningful performance reviews? From The HR answer book (pp. 41–59). New York: American Management Association International.