The role of the supervisor/manager in Worker Motivation

Enhancement is said to be associated with increased job performance, goal attainment, job commitment levels, and job satisfaction levels; further, enhancement can lower rates of absenteeism and turnover. On the other hand, Vecchio (1991) reports that the debilitation of worker motivation can increase absenteeism and turnover, lower the quality of product output, job commitment and job satisfaction.

While there are many attributes, skills and other behaviors through which supervisors can increase worker motivation, Timm and Peterson (1994) report that one of the most important factors is feedback. However, what kind of feedback should supervisors provide to increase subordinates' motivational levels?

Should feedback be positive, negative, or a balanced mixture of both? The research review presented here examines for an answer to this question. The significance of the research lies in the fact that it can be used by organizations developing managerial programs designed to train supervisors to increase employee motivation through supervisory feedback.

The purpose of this study is to investigate for the kind or kinds of supervisory feedback maximally contributive to enhancing worker motivation.

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ive) feedback in those cases where salespeople are viewed as highly socially attractive than in those cases where salespeople are viewed as socially unattractive. The objective of research conducted by Marrero (1994) was to determine whether job characteristics had a significant effect on job satisfaction in a computer programming/analysts practitioners environment. The research was based on the theoretical foundation of the Job Characteristic Model, a theoretical model used for organizational diagnosis to identify task characteristics of jobs, how these characteristics are combined to form different jobs, and their relation to employee motivation, satisfaction and job performance. Subjects in the study consisted of 64 employees of the Puerto Rico Electric Power Authority, Puerto Rico Aqueduct and Sewer Authority, and Puerto Rico Telephone company. All subjects were randomly selected from the various organizations. The Job Diagnostic Survey (JDS) is used to measure the degree to which the independent variables, (job characteristics) were present in a job. The Job Descriptive Index (JDI) was used to measure job satisfaction and worker motivation. The findings of the study revealed a significant, positive correlation betwee
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Approximate Pages = 15 (250 words per page)