A Study On The Dynamic Motivation Mechanism Of Company G

Rapid development on globalization leads to landslide shifting of economic andbusiness environment which ratchet up the level of competition. Enterprises found thattheir traditional competitive advantages are deteriorating. Facing fierce market competition,business managers have but to place far greater emphasis on internal managementprocesses. Establishment of effective motivation programs to maximize talent and potential,to inspire employees to make strong contribution, and to enhance core performanceobjectives become critical focal point for business managers.From early20^th century onwards, there have been extensive studies onreward-and-motivation among management experts in western countries and graduallyformed schools of theories. To name a few, these include the famous “hierarchy of needs”（“5basic needs”） theory by Dr A.H Maslow; the Two Factors Theory, the ExpectancyTheory, and the Equity Theory.“Company G”, a Sino-HK joint-venture on downstream city gas operations, makeshuman resources one of its core management focuses, has established a number ofmotivation schemes and programs. However, these motivators do not seem to havesignificant outcome as expected. Employees, in common, lack engagement and, overallbusiness performance is not fully efficient or effective. Field studies reflect that currentmotivators made use by “Company G” cannot effectively motivate and engage employees.This Paper is the result of a series of investigation and analysis based on the threeinter-relationships with the Expectancy Theory, i.e. individual effort versus performance;performance versus reward; and, reward versus needs. It contains recommendations putforward for the reinforcement of dynamic motivation mechanisms for “Company G”. ThisPaper maintains that motivation programs for “Company G” should fundamentally instrument five aspects: goals setting, performance appraisal, staff training, diversificationsand differentiation. Meanwhile,“Company G” is required to develop the rightorganizational environment and corporate culture to ensure the effective implementation ofthese motivation mechanisms.Trust that this Paper can contribute to the enhancement and reinforcement ofmotivation establishments for “Company G”. Furthermore, it can provide structuralreference among those enterprises that are willing to build up motivation formation in thelonger term through the Expectancy Theory.