Human Motivation Most of us get up in the morning, go to school, university or work, and behave in ways that are predictably our own. We respond to our environment and the people in it with little thought about why we work hard, enjoy certain classes or find some recreational activities so much fun. Yet all these types of behaviour are motivated by something. Motivation refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action. Employee motivation affects productivity, and part of a manager’s job is to channel motivation towards the accomplishment of organizational goals. [IMAGE] A simple model of human motivation is shown as above. People have basic needs – such as need for food, achievement or monetary gain – which translate into an internal tension that motivates specific behaviour with which to fulfill the need. To the extent that the behaviour is successful, the person is rewarded in the sense that the need is satisfied. The reward also inform the person that the behaviour was appropriate and can be used again in the future. Authorities distinguish between two types of reward: “Intrinsic rewards derive form the process of performing a particular function. Accomplishing a complex task, overcoming a serious problem or resolving a difficulty being feelings of satisfaction. They arise from pleasing oneself. Extrinsic rewards are provided by someone else. They include increases in pay and responsibility. They stem, therefore, from pleasing someone else. Although frequently provided by a manager, colleagues can also offer e... ... middle of paper ... ... people are motivate to meet a range of needs. Process Theories examine the way people go about selecting rewards with which to meet needs. The application of motivation ideas is illustrated in job design and other motivational programs. Managers can change the structure of work to meet employee’s high-level needs. In all of these, the person’s perception is central. How they are meaning to the results of their work is the key to explaining their motivation. Reinforcement Theory takes this a little further, adding in the notion of learning. --------------------------------------------------------------------- [1] John Naylor. “Leadership and Motivation” in Management. Financial Time Pitman Publishing. Pp539 [2]Samuel C. Certo. “Motivation” in Modern Management. Prentice Hall, Eight Edition. Pp359
Management Study Guide (2013) Reinforcement Theory of Motivation. Available at: http://managementstudyguide.com/reinforcement-theory-motivation.htm (Accessed on: 08th April 2014)
The theory of motivation is seen in both the negative and positive experiences. Reinforcement is an action that follows a specific behaviour, increasing the likelihood of that particular behaviour being repeated in the future (Potgieter, 2013). With regards to positive reinforcement, Thorndike’s Law of Effect proposes that one is more likely to repeat a specific behaviour when it results in something positive (eg: a reward) (Potgieter, 2013). Positive reinforcement consists of two aspects namely; intrinsic and extrinsic rewards (Potgieter, 2013). Intrinsic rewards are derived from an engaging in tasks willingly and attempt to improve their own skills whereas, extrinsic rewards are when a task is undertaken in order to attain a certain outcome (Weiten, pg 285).
According to Casey et al. (2012) motivation stimulates people to do things with the use of ‘incentives’. Intrinsically motivated behaviour is when a person performs well for his or her own sake. Whereas extrinsically motivated behaviour is when motivation arises from necessities for security, job and pay (Casey et al, 2012). According to Petroni, A, & Colacino, P (2008), there are thre...
Individuals are constantly searching for a way to create the perfect life they dream. Motivation gives them the drive and desire to obtain specifically what they are in need of. In the short stories The Painted Door, by Sinclair Ross, and A Pair of Silk Stockings by Kate Chopin, the idea that motivations alter the way humans process and interpret information is developed. Ross demonstrates this by using Ann to question her choices during the experiences she faces. Chopin, on the other hand, explores how individuals initiative's alter our behavior. Motivations that individuals experience affect one’s course of action because of their desire to fill what is missing inside them, regardless
What is motivation? According to text, motivation is defined as a set of factors that activate, direct, and maintain behavior, usually toward a certain goal. Motivation is the energy that makes us do things: this is a result of our individual needs being satisfied so that we have inspiration to complete the mission. These needs vary from person to person as everybody has their individual needs to motivate themselves. Depending on how motivated we are, it may further determine the effort we put into our work and therefore increase the standard of the productivity. There have been a wide variety of theories about motivation developed over the years. Several are drive-reduction theory, arousal theory, psychosocial (both incentive and cognitive) theory, and Maslow’s H...
Steers, Richard M., Lyman W. Porter, and Gregory A. Bigley. Motivation and Leadership at Work. New York: McGraw-Hill, 1996. Print.
Robbins and Judge define motivation by means of three elements. The first element is defined as being the process that account for an individual’s intensity which is concerned with how hard a person tries. The second element is direction that benefits the organization and the third element is persistence which is a measure of how long a person can maintain effort. Motivation is also driven by certain situations that vary between individuals and within individuals, at different times. (Robbins & Judge, 2007, p.186) These elements should not only be expected from employees but from managers as well.
The intent of this mini proposal, is to provide a quantitative survey study for a research project, which will test the theory of motivational leadership specifically need theories and compare the effect on monetary factors and non-monetary factors (independent
Steers, R. M., Porter, L. W., & Bigley, G. A. (1996). Motivation and leadership at work. (6th ed.) New York: McGraw-Hill.
Motivation is key in the workplace. It is developed from the collaboration of both conscious and unconscious principles such as the strength of desire or need, motivating force or reward estimation of the objective, and desires of the person and of his or her peers/co-workers. These elements are the reasons one has for carrying on a specific way. An illustration is an understudy that invests additional energy contemplating for a test since he or she needs a superior review in the class. The Inside and outside principles that animate want and vitality in individuals to be constantly intrigued and centered around their work, part or subject, or to try to achieve an objective.
Motivation is an aspect of managerial function of directing under execution. It is necessary as a means to induce people to work, as they are able and trained to do, willingly.
Benabou, R. & Tirole, J. (2003) Intrinsic and Extrinsic Motivation', The Review of Economic Studies, vol.70, pg.489-520.
One of the most important theories of HRM (Human Resource Management is that of ‘Motivation’. The purpose of this theory is to explain the role of an organisation in order to encourage its people to put in the best of their efforts and abilities in a way that will help further in achieving better outcomes for the business and organisation’s goals(Armstrong, 2001). There are various techniques that can be adopted to motivate people for instance, rewards, punishments, actions to satisfy needs, psychological processes etc. This world is developing at a rapid pace and due to this development and quick changes; new ways of working and managing organisations have emerged. These
Motivation plays a vast role in each and every one of our lives. It is the intrinsic or external drive that causes us to get up and move to accomplish our ultimate goals. There are many factors that help shape our motivation and drives. Researchers like Alfred Adler have analyzed the effect of a person’s birth order on their personality. Upon personally taking the birth order personality inventory, my score indicated that my psychological birth order was being the first-born, which is in fact true. According to Adler, the first- born is typically directive, goal-oriented, and high achieving due to very high expectations from parents. This can completely be applied to my life. Since I was enrolled in grade school, my parents have pushed me to strive and be successful in school. They have always had high expectation for me and I have always felt obligated to fulfill their expectations. One of my major motivations to get good grades and be good in school was making my parents proud and not letting them down. Another aspects that can shape personality according to Adler, is having an abundant amount of responsibility that comes with being the first-born. In my life, I can also relate to this aspect. My parents held strong their high expectations because they expected me to set good examples for my younger siblings. The idea of my sibling looking up to my every move became engraved in me. At times it did feel overwhelming and stressful to think if I feel into bad influences, so would my brothers. This served for me as a major motivator to stay above the influence and try my best in everything I do at all times. I can honestly say that having younger siblings shaped who I am today tremendously. If I never feel i...
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).