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The case of motivation theory
Theory of human motivation
Effective reward management
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Literature Review
Whilst reading to consider the research of others in this field, it became clear there was a plethora of research into theories of motivation. Motivation is the force that creates and maintains goal orientated behaviours until the goal is achieved . One of the primary goals in this reading was to understand what motivates people to satisfy goals. Researchers have developed a number of differing theories as to what motivates human beings to strive for these goals. Historically, James (1890) was an advocate of the instinct theory of motivation in which we states that people are motivated to behave in certain ways because they are programmed to do so; they have innate biological tendencies to help them survive. An example of this in the animal world would be the instinctive migration of birds to warmer climates. This theory appears to be predominantly based on genetics and heredity factors. Melucci (2010, p232) ,states, “organisms engage in certain behaviours because they lead to success in terms of natural selection” and that it “casts motivation as intrinsically and biologically based.” Although instinct theories could be used to explain some behaviours, critics of the research believed that it had limitations - predominantly how this links to motivations outside of survival; motivations to achieve a goal within the workplace for example - and moved on to develop other theories.
The incentive theory of motivation suggests that external rewards will motivate people to do things. This fits well with the motivation to work – for example, the monetary reward being paid – more so, than the instinct theory. “According to this view, people are pulled towards incentives that offer positive incentives and pushed a...
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...es by behaviourists have predominantly been based on laboratory research using animals. Given the superiority of the human brain and the greater needs that human beings demonstrate, he states that external reward is really promoting ‘temporary obedience’. In a later interview with Brandt, (1995), he does suggest that parents, teachers and leaders who want to develop enquiring minds should do all that they can to ensure individuals do not work for such rewards. “One of the most thoroughly researched findings in social psychology is that the more you reward someone for doing something, the less interest that person will tend to have in whatever he or she was rewarded to do.” (p2) This awareness and understanding would be beneficial to employers seeking to motivate employees sufficiently to satisfy goals, which in turn contribute to the success of the organisation.
Author Daniel Pink argues in his book Drive- The surprising truth about what motivates us that motivation is mostly intrinsic. He defines the three categories of motivation – autonomy, mastery and purpose. For the author, “old fashioned” methods such as “carrots and sticks”, a.k.a. rewards and punishment, should not be regarded by companies, as money is the dominant factor.
Many different motivation theories have been created and dissected over the past century in an attempt to understand human behaviour and answer the question: “what creates the force needed to do things we want to do?”
Daniel H. Pink divides motivation into 3 categories; motivation 1.0, motivation 2.0, and motivation 3.0. Motivation 1.0 explains the theory that humans are biological creatures struggling to obtain basic needs for food, security, or sex. This theory is logical and I can somewhat agree with this. I agree with the idea that we are
While motivational and job satisfaction theories can help employers or leaders to gauge what motivates their employees, it is impossible for them to be used to explain all motivating factors. By analyzing these theories, it is possible to understand their basic concepts, and see how they can be an advantage in motivating their employees to the best possible outcome for the
Sometimes people remain driven to do something because of external reward, or the by the avoidance of an objectionable consequence, as when one obeys the permitted speed limit to avoid a costly speeding ticket. When the motivation directs a conclusion that is outside of the self, it is considered an extrinsic motivation. In extrinsic motivation, a person performs an action because it leads to an outcome that is separate from the person (Ryan & Deci, 2000). For instance, giving a student money for every A grade, proffering a bonus to a salesman for the most contracts signed, or tipping a stylist for a good haircut. The student, salesman, and hairdresser remain motivated to labor for the external rewards. On the other hand, intrinsic motivation is the form of motivation in which an individual implements an action because the deed itself is enjoyable, satisfying, interesting, or rewarding in some internal
A number of motivational theories explain how rewards affect the behavior of individuals and teams. Performance related pay can have a motivational effect. Employees are motivated to increase prod...
Utilizing extrinsic rewards will influence and individual’s intrinsic motivation (Murayama, Kitangmai, Tanaka, & Raw, 2016, p.138). Julia has exemplified the extrinsic rewards program in her daily management skills. Psychological experiments revealed that utilizing extrinsic rewards, especially performance incentives will open an individual’s intrinsic motivation (Murayama, Kitangmai, Tanaka, & Raw, 2016, p.139). As
In the book Punished by Rewards, Kohn (1993) asserts that, our basic strategy for motivation as humans in parenting, educating learners, and even in the work place can be summarized literally into six words “do this and you’ll get that”. In his book Kohn demonstrates that manipulating people with incentives might seem to work for some time, but in the long run it is doomed to fail and might even cause damage in future. He argues that motivation in the classroom will continue to decline, up until such a point that we realise that we cannot rely on a theory of motivation resulting from laboratory animals (behaviourism). After undertaking numerous research in this field, Kohn has in his book demonstrated that individuals actually do inferior work when money, grades, or other incentives are used as means of motivation. Dreikurs et al.
One reason that the reward/punishment model does not always explain human behavior well is that one person’s reward may be another person’s punishment. “Expectancy theory gives us a partial answer to this question in that it suggests that people are motivated to do things that they expect they can do and when they can expect to receive a reward that they value, but are not motivated if they do not value the reward.” (Clawson 8) So in other words, employees will be motivated to perform their best if they think it will receive reward like a bonus, salary increase, or promotion. (Robbins 224) Managers should not be managing people but rather the inputs and outputs to people, making sure that the desirable outputs were being rewarded and the undesirable outputs were being ignored or punished.
Theories of Motivation What is the motivation for this? According to the 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.
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).
In daily life, we need motivation to improve our performance in our job or in studies. Motivation is an internal force, dependent on the needs that drive a person to achieve. In the other words, motivation is a consequence of expectations of the future while satisfaction is a consequence of past events (Carr, 2005). We need to give reward to our self when we did correctly or we has achieve our target. Reward is something that we are given because we have behaved well, worked hard, or provided a service to the community. Theories of motivation can be used to explain the behavior and attitude of employees (Rowley, 1996; Weaver, 1998). The theories include content theories, based on assumptions that people have individual needs, which motivate their action. Meanwhile according to Robbins (2001), motivation is a needs-satisfying process, which means that when a person's needs are satisfied by certain factors, the person will exert superior effort toward attaining organizational goals. Schulze and Steyn (2003) affirmed that in order to understand people’s behavior at work, managers or supervisors must be aware of the concept of needs or motives which will help “move” their employees to act.Theories such as Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for their works in this field. The intrinsic reward or also be known as motivators factors is the part of Herzberg motivation theory. Motivators are involve factors built into the job or the studies itself such as achievement, recognition, responsibility and advancement. Hygiene factors are extrinsic to the job such as interpersonal relationship, salary, supervision and company policy (Herzberg, 1966. There have two factors that are called hygiene fac...
It is my intention in this essay to explore some issues around motivation and cite work based experiences to illustrate and substantiate any arguments or points of view.
Motivation is the process of getting someone to act on a particular situation. According to (Adelhardt, S, K. 2015, December 2) lack of motivation in the workplace is the most problematic subject for all managers, because it leads to decreasing productivity, performance and yet it increases the chances of employee resignation. Many employers suppose that managers these days are struggling to motivate their employees due to lack of significantly vital experience as well as knowledge in the employee engagement developing process. One of the successful strategies that managers can use to increase employee inspiration is by offering an attractive remuneration and benefits to their employees. Remuneration and benefits such as an extrinsic bonus
Motivation, as defined in class, is the energy and commitment a person is prepared to dedicate to a task. In most of organisations, motivation is one of the most troublesome problems. Motivation is about the intensity, direction and persistence of reaching a goal. During the class, we have learned a substantial theories of motivation and many theories of motivations are used in real business. Each theory seems to have different basic values. But, they all have been analysed for one reason, recognising what motivates and increases the performance of employees. Ident...