Motivational Theory Case

This case study analyzes various motivational theories and their impact on employee motivation and productivity. It focuses on Tesco's approach to motivating employees and the advantages and disadvantages of different theories. The report concludes with recommendations for Tesco to enhance employee motivation and retention.

Motivational Theory
Case
TABLE OF CONTENT
INTRODUCTION.................................................................................................................................2
MAIN BODY........................................................................................................................................2
CONLCUSION.....................................................................................................................................4
REFRENCES........................................................................................................................................4

INTRODUCTION
Motivational theory case enables us to analyse various parameters onto which
employees can be enriched, motivated to work better and innovatively enhance the
productivity factor of company operations. The report explains how Tesco plans to operate
functions within Jack store, keep the same culture of work ethics and programming of
working development by motivating employees with high force. Report explains various
motivational theories through which new employees needs can be taken well care and keep
them motivated with strong parameters for higher diversity.
MAIN BODY
Motivation is an important factor for bringing commitment and functional strength
among employees operations which are large part and an integral portion for gaining strong
goodwill and performance standards among employees. Vroom expectancy theory is an
innovative theory of motivation which assumes that behaviour is resulted from the various
conscious choices among present alternatives whose purpose is to maximise pleasure among
working standards and to minimize any sort of discomfort which may negatively impact on
them. Vroom realised that employees performance is largely based on individual factors such
as personality, skills and knowledge along with various experiences and abilities which
impact them (Bernabé-Valero, Blasco-Magraner and Moret-Tatay, 2019). Vroom motivation
theory will enable employees working in Tesco to be highly retained within company sales
services at stores with strong working ethics and relative development on various paradigms
through which they experience high leadership and keep their working standards highly
functional business models and diverse learning. The advantages of this theory can be
understood with the fact that it is correlated with the behaviour aspects of people working
within company, keenly maintains strong connectivity among teams and leaders. With
changing aspects of time and world scenario where diversity among company employees
works as an asset, this theory reflects on how their strength can be more developed further

and various parameters onto which leaders can train them further for development into larger
working avenues. The vroom theory enable employees to keep retained in company for long
term with specific working scenarios and functional connectivity on various parameters.
Disadvantages of this theory can be understood with the fact that it only evaluates the present
working scenario among employees, but do not rank their preferences further due to which
various times they may feel low in self power and functional decline in efficiency which may
impact their working standards. Vroom theory lacks the division of various preferences and
functional strengths among employees which lacks their potentiality development onto
individual levels. The theory has been unable to bring forward various synergies which needs
to be taught among them fir gaining higher commitment, ethical business values and
perspectives development through which they can be given higher training more forward
within company (Le Grand and Roberts, 2018).
Another theory of motivation which has being one of the biggest innovative model of
human work motivation and management is known as Theory X and Theory Y. The
management of company works as one of most important work form which various
parameters onto which employees can be highly motivated for higher functional strength and
cooperative management. This theory suggests two aspects of human behaviour at work, two
different views of individuals one which is negative called as Theory x and another which is
positive is called Theory Y. The theory X is of belief that employees are highly motivated to
pay and high supervision which keeps them motivated and regular work done among them
highly supervised with strong supervision. Theory y explains the opposite that employees are
motivated with intrinsic factors where work diversity, autonomy and gaining sense of
accomplishment provides them motivation for higher work opportunities. The theory with X
and Y factors explains diverse functional tools onto which motivation among employees can
be further divided into high standards margins (McEvoy, 2019). The working scenario being
highly innovative with changing time scenario keeps employees motivated and retained in
company for larger periods , with high percentage of functional operations being operated
towards strong efficiency. Tesco with this tool and theory of motivation will be enabled to
keep employees working within company for larger working period , stronger technical
efficiency and will build strategic tools onto which they feel highly motivated to work in
company. Advantages of this theory is that it enables employees to keep them for higher
working periods and program out new avenues through which higher gaols can be set among
them. Disadvantages of this theory is that it disables to factorise the steps onto which higher

goals can be formed and divided among company business models, the factors are related
onto which higher gaols need to be built by leaders. The company has to factorise various
steps onto which employees can be further diversified, leveraged with stronger working
parameters through which talent can be enriched on greater level. Another disadvantage of
this model is that it disables leaders to factorise and segment employees in various categories
so that larger working parameter is built among them (Rudolph, 2016).
CONLCUSION
The report has concluded that Tesco company has to factorise motivational theories of
working scenario among employees with strong motivation and diverse learning platforms to
keep them retained in company for longer periods. The report concludes two theories with
constructive advantages and disadvantages through which it could be analysed that
employees need to be given intrinsic as well as extrinsic factors of motivation for gaining
strong factors onto which higher factors can be developed. Tesco need to work towards these
theories and factors through which workforce can be developed, leverage various parameters
onto which employees can be kept motivated on long term impactful period (Unkelos-Shpigel
and Hadar, 2018)
REFRENCES
Books and journals
Bernabé-Valero, G., Blasco-Magraner, J.S. and Moret-Tatay, C., 2019. Testing motivational
theories in music education: the role of effort and gratitude. Frontiers in
behavioral neuroscience. 13. p.172.
Le Grand, J. and Roberts, J., 2018. The Public service mutual: Theories of motivational
advantage. Public Administration Review. 78(1). pp.82-91.
McEvoy, B., 2019. An investigation into the relevance of traditional motivational theories in
the 21st Century in a multi-national insurance company based in
Ireland (Doctoral dissertation, Dublin, National College of Ireland).

Rudolph, C. W., 2016. Lifespan developmental perspectives on working: A literature review
of motivational theories. Work, Aging and Retirement, 2(2), pp.130-158.
Unkelos-Shpigel, N. and Hadar, I., 2018, May. Leveraging motivational theories for
designing gamification for RE. In Proceedings of the 11th International
Workshop on Cooperative and Human Aspects of Software Engineering (pp.
69-72).