Motivation and Job Satisfaction Theories The idea of motivation applies to internal elements that coerce action and external elements that can function as stimuli to perform. There are several characteristics that can be affected by motivation such as intensity and persistence. Moreover, motivation goes beyond affecting the procurement of individuals’ skills, and plays a part in the magnitude which they use their skills and abilities. The belief is an organization that has excessive quantity of turnover and absenteeism is the consequence of poor job satisfaction. Excessive turnover and absenteeism normally will result in the organization paying additional cost to recruit and train new employees which can and normally will impact the company bottom-line.
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It is well established reality that organisations in the world today can no longer survive without focusing on their employees. If they have to be at the competitive edge they have to invest in human resource, and placing their employees on top priority. This notion has lead to the strategies that, most organisations are pursuing through employee management. To achieve the optimum performance from employees organisations must motivate their employees, and have to engage them in activities that will benefit and help employees in achieving their predetermined goals and objectives. In order to achieve this, it is imperative for managers to set in motion work conditions that will help employees to achieve satisfaction of their job, low turnover and absenteeism rate and promoting the environment that promotes the organizational commitments and organizational citizenship behavior.
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Group dynamics emerged from Lewin’s belief that individual behavior was strongly influenced by group interaction. Action research, which incorporated field theory and group dynamics, embodied Lewin’s iterative learning approach for analyzing the situation to identify the possible alternatives for actionable ch... ... middle of paper ... ...ganizational change: A philosophies of change approach. Journal of Change Management, 10(2), 135-154. doi:10.1080/14697011003795602 Meyer, J., Becker, T., & Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89(6), 991-1007. doi:10.1037/0021-9010.89.6.991 Palmer, I., Dunford, R., & Akin, G. (2009).