Introduction
A psychological contract serves as a representation of mutual beliefs, individual perceptions, or informational obligations from an employer. Understanding psychological contract is beneficial because it sets the dynamics for a relationship and defines the detailed practicality of what is to be executed.
The understanding psychological contract is essential since it reflects the changes that accrue in the composition of the workforce. The other notable trend of psychological contract is its implication for work-family research related to job insecurity and changes in the nature of the relationship between the employer and employee.
According to Drach, employees who do not integrate direct work-family concerns in understanding and interpretation of the psychological contract in their life cycles often land in challenging work situations (27). The understanding psychological contract makes an individual an excellent negotiator because it defines both what an individual gives and expects to achieve to and from the social system. For instance, employees may decide to be loyal or highly creative and expect job security, fair treatment, as well as, exceptional opportunities that are necessary to improve their skills (McGregor 32).
Body
A role is a pattern of actions expected of an individual in activities that involve others. As an employee, there are roles that I use and they include responsibilities in the workplace, the obligation to act as a parent in the family, and a community leader in various community-based activities. In the workplace, my role is to be oriented towards obedience and dependent on the employer. Furthermore, there is an orientation towards security and benefits and dependence on the organization. Consequently, there is a drive towards job performance and participation which I need to be met.
Motivation is a complex concept defining the forces that make an individual act in a given manner. For instance, intrinsic motivation develops within an individual. It makes one feel competent, has personal development, and acts in self-control as one feels that he or she is on the right track doing a smart thing. Thus, I am self-motivated when I believe am getting myself doing the right thing. Work becomes particularly appealing when there is the urge for approval and acceptance. These factors make me stay on a process longer than when I do not feel the urge for approval or acceptance for a purpose.
In addition, I become motivated when I feel a sense of achievement, earn recognition, and develop an interest in the work. In addition, I become self-motivated when I have a feeling that I have the right opportunity for growth, as well as, opportunity to advance. Acceptance from team members, curiosity to learn, the need to eat the right food, getting involved in hobbies for physical relaxation, the need for influence, social justice, order, romance, social standing or importance, and the need to be safe, are other examples of things that motivate me.
The theory put forth by McGregor aided in developing a philosophical view of people. This work depends on the hierarchy of needs stipulated by Maslow (32). According to McGregor, Theory-X constitutes the lower needs, whereas Theory-Y constitutes the higher needs (31). Employers use these needs to motivate employees. According to my judgment, better results can be obtained by adopting Theory-X, instead of Theory-Y. According to the assumptions of Theory-X, employers are obliged to force and put some control on workers through supervision.
In addition, the theory has an implication on workers’ attitudes since it states that individuals have an inbuilt dislike of work and may decide to shun their responsibility where possible (McGregor 33). According to this theory, workers must be coerced or subjected to some form of intimidation, in order, to take up responsibility. This implies that workers must be supervised, accorded directions where applicable or may face consequences, such as punishments.
There is also an assumption put forth by the theory that employees work best under supervision since they do not want to take up their responsibility due to a lack of ambition. Theory Y supports the notion that an employer’s role is to motivate the employee by developing some potential in employees to make them release their potential towards attaining a common organizational goal. Based on Theory Y, work is a natural phenomenon as play and rest. The theory also asserts that employees will exercise self-direction committed to ascertaining a common organizational goal.
Thus, the commitment to objectives is a reward associated with employees’ competencies and achievements. Due to this fact, employees may learn to adopt the attitude of acceptance which is an example of intrinsic motivation. The theory supports creativity, ingenuity, as well as, imagination to be widely distributed within the social context since, employees will believe that they have potential, hence get motivated.
Conclusion
In conclusion, most people believe that they have control of their own lives. According to the locus of control, this is an internal factor. On the other hand, there are external factors that have some control over people’s lives. Hence, individuals with high internal locus believe that results depend on their intrinsic behavior, whereas, individuals with an external locus believe that fate or other external factors are influential in determining their lives (Vroom 32).
It is essential to embrace the assumptions of Theory Y because, it requires managers to develop some potential in employees to motivate them to work towards attaining organizational goals, therefore, an exemplary leader should take the views of Theory-Y. Furthermore, there are various ways of improving intrinsic motivation among employees. These areas include; providing necessary tools required for success, providing rewards or incentives based on employees’ performance, employing both verbal and non-verbal praise, involving employees in decision making, and setting performance goals.
Works cited
Drach, Zahavy. The Proficiency Trap: How to Balance Enriched Job Designs and the Team’s Need for Support. Journal of Organizational Behavior 25, no. 8 (2007): 979–997.
Maslow, Abraham. Motivation and Personality. New York: Harper and Row. 2006. Print.
McGregor, Douglas. The Human Side of Enterprise. New York: McGraw-Hill Book Company, 2006. Print.
Vroom, Victor. Work and Motivation. New York: Jon Wiley & Sons. 2007. Print.