The counterpart of intrinsic motivation is extrinsic motivation, as they can complement each other well (Güntert, S., 2015). While intrinsic motivation is enough to get work done effectively, introducing extrinsic motivation in the way of rewards can also help to work effectively as well, if it can be self-regulated and not controlled (Güntert, S., 2015). The feeling of personal accomplishment must not be removed with rewards or evasion of punishment through extrinsic
Those aspects as outlined in the past sentence are all accomplished and established when the workers benefit. Therefore, motivation is created by workers needs. Managers of companies need to know what needs have to be fulfilled in order to create motivation for workers. Consequently, managers have to establish which needs workers desire to be met in the workforce (self-actualization, esteem, social, safety and physiological), the example does workers desire to have a water machine at the company or do they desire to have security in their job and seek a respected work environment? When managers know which needs are desired by workers, they can try to achieve these goals for
The basic premises of the goal-setting theory is the relationship between how difficult and specific a goal is and people’s performance. We live in a goal-oriented society as people usually adhere to specific targets with a plan of action for guidance. Lack of accomplishment of goals leads to job dissatisfaction. Locke’s Goal-Setting Theory from 1968 has been a powerful way of motivating people and is often utilized in whole organizations to increase focus and productivity. The more specific and difficult goals are designed the more likely staff can achieve these goals as opposed to being too vague or easy goals. An organization should consider the five following principles of goal setting: clarity, goal difficulty, goal acceptance, goal specificity and feedback. Organizations that set clear and challenging goals and are open to honest feedback have a greater chance of achieving goals. According to Locke and Latham (2002), goal setting can be useful in predicting job satisfaction. Job satisfaction is an important attribute for employee productivity and commitment to the
Extrinsic motivation is easier to use because there is a mixture of rewards, pain and fear and pleasure to motivate others or ourselves. Moreover, extrinsic motivation can be effective by using its moving away or moving toward motivation. For the motivations to be effective it is useful to try the different types of motivation in different circumstances we are in. Changes come from within us so it is motivating to be with positive people to be inspired, motivated and encouraged. Scriberras (Lecture 2013-2014)
According to (Locke, E. A & Latham, G. P, 2002), the goal setting theory describes the importance of working towards a goal. Furthermore the theory states that when the goals to be achieved are set at a higher standard, employees are motivated to perform better and put in maximum effort.
When one sets a goal, they should be motivated to achieve that goal due to either an intrinsic (comes from one self) or extrinsic rewards (comes from someone else). The goal setting theory states that goal setting is linked to task performance. The theory suggests that having specific and challenging goals lead to higher and better task performance. When setting goals, they should be clear and concise, realistic and challenging, attainable but far-reaching. When the participation in setting goals are shared, it makes the employee have a personal stake and more involvement which would lead to a higher motivation to reach the goal. There are advantages and disadvantages to the goal setting theory. The advantages raise incentives for them to be effective, increase motivation and effort as well as provide positive and constructive feedback. The limitations in the theory can conflict with the goal, such as lack of skills, complex goals, goal conflict, which would de-motivate one to reach the goal. We set goals for ourselves every day, whether we reach that goal can depend heavily on our motivation to complete
Blanchard and Spencer suggest the 80-20 goal setting rule, wherein 80 percent of the most significant goals will come from 20 percent of the formulated goals. This entire process lasts one minute, implying that it should be a quick meeting; however, not necessarily limited to sixty seconds. The primary goal of one minute goal setting is to make certain that employees understand the responsibilities of each task, and create an understanding that confusion plays a significant role in leading to discouragement and inefficiency. Fundamentally, one minute goal setting entails agreeing on the formulated goals, assessing the facets of good behavior, writing down the goals, reading and reviewing each goal, assessing the performance daily, and seeing whether or not one’s behavior matches the formulated goal (Blanchard & Spencer, 2005). The tenet of one minute goal setting is an example of an objective, feasible approach and a straightforward self-assessment that can maximize the likelihood of goal achievement for managers; this is because noting the key results and updating the goal sheet on a regular basis substantially increases the chances of goal achievement. In addition, a quick review of the tasks, self assessment and timing increases managerial flexibility to deploy any changes. Therefore, allowing oneself flexibility while staying focuses on the primary objective increases the success and effectiveness of a
The set goals should also be those that are favourable to the workers, as well as the management team as a whole. This is to ensure that they can be met easily without much difficulties involved.
The theory of goal setting was developed by Edward Locke and Gary Latham (1990) and states that there is a direct relationship between the setting of specific high goals and task performance. A higher degree of employee performance is obtained when specific goals are set compared to the performance achieved when employees are simply told to do their best (Latham & Locke, 2007). These findings have helped shape leadership styles and improve employee performance and job satisfaction (Posthuma & Al-Riyami, 2012).
“Self-concept consists of knowledge, views and evaluation of the self, ranging from miscellaneous facts of personal history to the identity that gives a sense of purpose and coherence to life” (McCrae and Costa, 1996). With self-concept, we learn who we are by observing ourselves and using our cognitive processes to judge and evaluate our behaviour. However, with self-regulation, we are able to use this knowledge and judgment and apply it to future situations and so predicts behaviour and says a lot about our personality. If we are willing to cognitively analyse past situations and apply it effectively to future situations, this means we are changing our behaviour, thus changing our
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
Locke, Edwin A., and Gary P. Latham. "New Directions in Goal-Setting Theory." Current Directions in Psychological Science 15.5 (2006): 265-68. Print.
Motivation is therefore the force that transforms and uplifts people to be productive and perform in their jobs. Maximising an employee's motivation is necessary and vital to successfully accomplish the organisation's objectives and targets. However this is a considerable challenge to any organisation's 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).
Self-regulation is a theory of human behavior involving cognitive, affective, motivational, and behavioral components and it refers to self generated thoughts, feelings and actions that are planned and cyclically adapted to the attainment of personal goals (Boekaerts, Pintrich & Zeidner, 2005). Self-regulation is a continuing process that occurs both consciously and unconsciously that affect the ability to control responses (Strauman, Kolden, Stromquist, Davis, Kwapil, Heerey & Schneider, 2001). It is a skill that has overarching effects on an individual’s ability to tolerate unmet wants or needs, handle disappointments and failures, and work towards success. Hence, self-regulation refers to the
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).