Motivation In Management Research Paper

737 Words3 Pages

”Motivation in a management system is the basic foundation and the ultimate measure for success. Most importantly, the stimulation, direction, and the control of a person’s will to work are exposed in the progress of nations, industries, and firms.”

”Shifting to the corporate scene, Japanese executives often express concern about the increasing demands of employees for work-related and inner satisfactions. The work attitudes toward work between the ‘young’ and ‘old’ differs as the generation gap widens. There is much concern these days among older Japanese that young people are changing the nation’s traditionally strong work ethic. Even though these young workers are still hard working, there is fear that their loyalty to the company may be …show more content…

Since Japan has lifetime employment, every person can look forward to a secure career with normal progression and salary increases. Therefore, each employee may devote his or her full energy to achievement of group and corporate goals. When the goals have been reached, it results in an end product of motivation.”

”Less frequently mentioned motivators still having a distinctly Japanese flavor include: drinking with fellow employees; personal, friendly leadership; an ‘at home’ and friendly atmosphere; overnight excursions; job rotation; and company sports programs. The quality of supervision, and the friendship and respect of one’s peers, appear large among the factors contributing to the high motivation level of Japanese workers.”

”Japanese business organizations use the principle of equality to motivate employees to compete and simultaneously to cooperate with one another. A good point that should be made is that individuals in Japan do compete. The interpersonal competition is aimed at gaining the more desirable position assignments and special considerations in long-term career development rather than at getting an immediate promotion or salary …show more content…

At the subjective end would be an annual review by the supervisor in brief and descriptive terms. There would be no follow-up with rates, and management would make decisions concerning salary and position changes unilaterally. Nevertheless, like every company, this approach has many problems. The validity of factors considered predictive of future performance, lack of reliability among raters and over time by the same rater, personal bias and favoritism, and other factors along the lines of that is

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