| description abstract | Civil engineering managers can produce work in a more efficient and productive manner by recognizing motivational factors which influence their subordinates' behavior. Increased performance is linked primarily to intrinsic motivators such as recognition, responsibility, and praisings. The principal motivator, however, is achievement. Factors which may decrease an engineer's effectiveness include company administration, which is top on the list, improper supervision, and working conditions. Salaries appear to be one factor which is difficult to classify. It can be a motivator to some because it is tangible and is, therefore, a means to status and power. An examination and analysis of popular motivational theories is useful to the engineering manager in developing guidelines for steering these motivational factors into the manager's favor. The theories examined and analyzed include those of Maslow, McGregor, Herzberg, and the Expectancy Theory as outlined by Vroom and Laufer. | |
