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Motivation factors in the workplace
The effects of motivation on employees
Employee motivation and job performance
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Recommended: Motivation factors in the workplace
Workplace Motivation Driven by Incentives Every person has a motivating factor that makes them go to work. Some people go to work for the paycheck or the benefits, others go to work for the social aspect or experience, these are incentives. Incentives are the most common motivating factor for people to complete tasks. This is also called, work motivation. Work motivation is defined as “A force that drives people to behave in a way that energizes, directs, and sustains their work behavior” (Steers, R. M., Mowday, R. T., & Shapiro, D. L., 2004). In contrast to the benefits of incentives, incentives are commonly counterproductive because they undermine the intrinsic motivation of an individual, this is the overjustification effect. Motivation can be presented in two different ways, internally …show more content…
This form of reward is in the form of VIP access, giving the employees power, promotions, or offering trips or getaways. These types of rewards give the employers something to look forward to, it also gives them a new exciting opportunity. Privileges and rewarding events fall into the esteem need of Maslow’s Hierarchy of Needs. This form of reward also falls into the Herzberg’s Two-Factor Theory, relating to motivators. The reward acts as a motivator where it gives people reinforcement for a job well done and interesting work or responsibility. Rewards can have a positive influence on work motivation and performance. They contribute to fundamental human needs such as esteem or self-actualization, create a basis for communication amongst co-workers, and push employees to complete work related tasks. Rewards such as recognition, monetary payments, and privileges have many advantages and uses but also have some drawbacks. An example of a drawback of rewards is when the rewards reduces intrinsic motivation, this relates to the overjustification effect. Overjustification
In Freakonomics, journalist Stephen Dubner and economist Steven Levitt explore how incentives extend beyond the confines of economics. Incentives, they claim, appear in three forms -- moral, social, and economic -- which profoundly impact one’s actions. These incentives often exhibit a complementary or competitive nature between each other; however, they can also act individually upon one’s actions. In other words, an action could be morally incorrect but socially and economically correct. An example presented by Levitt and Dubner would be teachers in the Chicago Public School System cheating on standardized tests on behalf of their students. In order to earn a bonus and be seen as well-respected, teachers went against
Using non-monetary rewards is more beneficial to an organization because employees won’t use unethical behaviors in order to receive them and some rewards such as verbal recognition can be given out more frequently. “Employees are motivated when they feel appreciated and recognized for their contributions.” (Lai, 2017). By simply recognizing employees for the hard work that they do and giving more verbal appreciation it will keep employees motivated longer than monetary incentives. Using non-monetary rewards can also help increase job performance in employees.
Reward and recognition has to be promoted for small and large achievements. An effective reward’s program keeps employees engaged, dedicated, and committed to the organization.
Intrinsic rewards are not patterned financial rewards are associated with the requirement for employees to achieve greater success , recognition, a sense of responsibility , influence and development of other individuals. The requirements of the above is a strong motivator and contrast to the one . Each employee has different needs and desires . Rate a tremendous appreciation and gratitude is enough to inspire us all because of the appreciation of the value of giving someone touches his soul and give vigor to keep trying. Appreciate or appreciated regardless of age or where only a thousand meanings. Skinner ( 1969 ) reveals that the reward is a reinforcer . Reinforcing Here the meaning is interrelated aspects to the values that influence an individual's needs . However , Wether states that reward is what an individual received in return for a given job . It is the responsibility of an organization or institution to provide compensation and benefits to employees or students commensurate with a workforce that has been poured . The importance of rewards and benefits are indeed undeniable. If the employee or student is not satisfied with the compensation and benefits provided , then this will result in the existence of such problems as absenteeism , job rotation rate employing high , declining productivity and not serious in doing work .
Bratton and Gold (2003) describe a reward system as “The combination of extrinsic and intrinsic rewards delivered by the employer. It also consists of the incorporated policies, processes, performs and administrative processes for executing the system within the framework of the human resources (HR) strategy and the total organizational system”.
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
This complex changing business world requires organizations to recognize the best approaches in order to stay competitive and reach organizational success. Many companies are considering that downsizing and outsourcing are the best solutions when they are in dilemma, hence, destroying the culture of organization and motivation of the present workforce. Another way that organizations are realizing to be effective is developing an organization motivation plan and turning the employees into key asset to achieve organizational objectives.
Reward Management (RM) has been defined as the distribution of monetary and non-monetary rewards to employees in an effort to align the interests of the employees, the organisation, and its shareholders (O’Neil, 1998). In addition O’Neil (1998) also suggests that a RM system can serve the purpose of attracting prospective job applicants, retaining valuable employees, motivating employees, ensuring legal requirements relating to direct and indirect rewards are not violated, assisting the company in achieving human resource and business objectives, and ultimately assisting the organisation in obtaining a competitive advantage.
When it is discovered that a worker can fulfill the requirements of their job, but are experiencing shortcomings in doing so, many times it is believed that worker motivation may be the root of the problem (Laird 95). What, though, is work motivation? According to Laird (2006), “motivation is a fundamental component of performance “ and “is the reason that someone chooses to do some things and chooses not to do others”. In other words, work motivation is what energizes workers to the level of output required to fulfill a task, directs their energy towards the objectives that they need to accomplish, and sustains that level of effort over a period of time (Steers et al., 2004). In essence, worker motivation is what gets the job done. Employee motivation has always been a central problem in the workplace, and, as an individual in a supervisory position, it becomes ones duty to understand and institute systems that ensure the proper motivation of your subordinates. Proper motivation of employees can ensure high productivity and successful workflow, while low worker motivation can result in absenteeism, decreased productivity rates, and turnover. A large body of research has been produced regarding motivation, and much of this research is applicable to the workplace. Due to the nature of man, motivation varies from individual to individual, and, because of this, there is no one system that is the best for ensuring worker motivation in every organizational situation, and, as a product, many theories have been created to outline what drives people to satisfactorily complete their work tasks. Throughout the course of this document, the three main types of these motivational theories will be outlined and examples of each as well...
Most business organisations worldwide are putting little emphasis on reward systems, particularly with regard to employee motivation. This issue has triggered significant debates in the labour sector and among human resource experts worldwide. On the other hand, organisational behaviour specialists like Herzberg and Maslow through their theories argue that reward systems have the potential of significantly impacting employee performance, and in turn organisational performance.
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 best defined as the needs, wants, and beliefs that drive an individual. It is the basis of what people work for and keeps them doing things they otherwise would never do. People act in a whole new manner when they are motivated by something. Motivation gives them a whole new perception of the task at hand. Motivation is not always positive though, and it does not always just come from one place, for example, your boss. Motivation can be negative by not receiving something, and contrary to popular belief it is not always money that motivates people to do what they do. People have different needs, wants, and desires and the finding what is most important to those individuals is the key to motivation. People and companies have used countless techniques and approaches to motivate others and employees, but what works for one person does not necessarily work for the other.
Management spends a huge amount of time to design incentive systems and schemes to motivate their workers and to ensure they work in their best possible manner. Motivating workers by giving them decent pay helps in winning employees heart to make the work done efficiently, significantly and effectively. The most effective way to motivate people to work productively is through individual incentive compensation (Pfeffer, 1998). An attraction of getting more is a powerful incentive to people for high performance. While most people agree that money plays a major role in motivating people, in organizations there is a widespread belief that money may also have some undesirable effects on morale.
According to Greenberg (1999), motivation is defined “as a process of arousing, directing and maintaining behavior towards a goal.” Where “directing” refers to the selection of a particular behavior; and ‘maintenance” refers to the inclination to behave with consistency in that manner until the desired outcome is met.