Human Behavior: The Importance Of Motivation

Chapter 1: Introduction

Getting people to do their best work, even in trying circumstances, is one of managers’ most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history’s most influential thinkers about human behavior—among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow—have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do.

Motivation is well-defined as the desire and action towards goal-directed behavior. It is a direction and persistence of action. In simple words, it is a force or influence that causes someone to do something especially concerned with the commitment to any organization,

Motivation, increases level of performance, productivity & creativity in the organization. It increases the satisfaction of employees and willingness to work harder, increases efficiency & effectiveness. Motivated employer shows loyalty towards the organization & absenteeism is lower and lower labor turnover.

2.2 WHAT DRIVES OR MOTIVATE AN EMPLOYEE? (ACTUAL CRITERION)
When you wake up in the morning, what is the passion that fuels you to start your day? Are you living this in your work? If others asked you what drives you to achieve, would the answer be obvious? The triggers that motivate people to achieve are unique for everyone.

Many would say its money; more people are starting to claim that they are driven to make a difference. Regardless of what motivates you and drives you to reach peak performance - it must be managed and balanced. However, there are various actual criterion factors that tend to motivate an employee to work hard and achieve their desired

Supervision: Managers and other leaders more frequently than others feel a need to teach, coach, and develop others. In addition, these individuals would seek to influence the organization’s goals, objectives and the strategies designed to achieve the mission of the organization.
13. Fairness and Equity: Employees want to be treated and rewarded in a fair and equitable manner regardless of age, gender, ethnicity, disability, sexual orientation, geographic location, or other similarly defined categories. With increased effort and higher performances employees also expect to be rewarded more significantly than counterparts who provide output at or below the norm.
14. Effort: Even though employees may exert higher levels of effort into a position based on a perceived significant reward, this could be a short-term success if the task itself does not challenge or provides satisfaction to the employee.
15. Employees’ Development: Employees prefer to function in environments that provide a challenge, offer new learning opportunities, significantly contributes to the organization’s success, offers opportunities for advancement and personal development based on success and demonstrated interest in an