Motivational Motivation

Question 3

Remuneration is the only real motivator in today’s workplace.

The way a manager motivates their workers can greatly affect the productivity of the workforce. That is why one of the most important things a manager must do, is to motivate their workers. A worker can already be motivated, or may not need the involvement with management to become motivated, however most workers need to be motivated, or may lose motivation and need to regain it. So that is why, for the most part, it is up to management to motivate its workers. The best way to do so is through intrinsic rewards, which include the enjoyment one obtains from work, as opposed to extrinsic rewards that focus on monetary gains. Motivates such as, recognition and achievement

Positive reinforcement in workers abilities and skills may increase worker performance. So the money paid for work or a service is not the main factor in motivating workforces.

Non-financial incentives for motivation to work seem to be the supreme choice. Motivation can come in almost any form, both intrinsic and extrinsic, and can come from almost anywhere including, payment, recognition for work, or the level of responsibility (Herzberg 1968). Thus, other motivational influences can be a more advanced way to engaging employees to complete tasks relative to simply providing extrinsic rewards. Paying higher salaries for performance can make employees respond in different ways, it may make the workforce turn against one another which could destroy the team culture at the company (Frey 2002). Furthermore depending on where the worker lies on Maslow’s hierarchy of needs, they need different motivators (Maslow 1954). Increasing pay can often make the employee chase after the sum of money, rather than making them want to do

Performance can be improved with gratitude and thankfulness (Managing your HR, 2015). Management telling its workers that they have done a good job, when they have can go a long way, after all a few kind but honest words can go a long way it gives the impression to workers that the management has a understanding of the work. Superiors should be careful not to hold back feedback then dump it on workers, which could overload workers with information leading to them to simply ignoring it, which could be counterproductive (Business Victoria, 2014). It also not just about giving positive feedback, it’s also about the negative feedback (Business Victoria, 2014). This would confirm to the worker that a task done to a poor standard is not to be repeated in the same manner. However there are wrong ways at which to give negative feedback, such as yelling or getting emotional (Business Victoria, 2014). As happier worker is a more productive ones (Wilson, 2014). An increased workload may also help to improve productivity according to a ‘job enrichment experiment’ (Herzberg 1968). This is due to the trust that the employer thrusts upon the worker. Making the worker feel like their skills are needed and thus a more rewarding task for the worker. However Maslow (1954) sees different things motivating people at different stages of his hierarchy, and even then it depends on the person