Dynamic Motivation Theory

Motivation involves a centre aspect when going through the improvement of individual learning. If the organization is does not apply the capability to motivate its employees, the knowledge within the organization is not maximum used. Therefore, it becomes the aim of every successful learning organization to find the factors that may motivate its employees to continue learning and make use the knowledge wisely. In order to achieve that, Osteraker (1999) has created the Dynamic Triangle of Motivation.

The dynamic triangle of motivation contains the central aspects needed to understand motivation in a dynamic way which are through needs and values. They use the dynamic triangle as indicators of potential motivational needs which are through

Thereby, SDT enriches the unitary focus on motivation to work simply a matter of low or high work valence by taking into account the content of the underlying work values and work motives (Deci and Ryan, 2000).

Therefore, in building on insights from lifespan theory (e.g Hechausen et al, 2010), relationship between work valence work values and work motives and pay flexibility vary with respect to chronological age. Motivation to work does not uniformly decline with aging (Kanfer and Ackerman, 2004). The types of work value and work motives are relate to workers reservation of the wage ratios and it will affect the organization to pay the flexibility among the workers which have different ages. The early retirement arrangements for ‘old’ workers become available from that age onwards (Buyen et al,

For the welfare, there are four types of welfare demands such as physical demands, security demands, social demands and self-actualization demands. First, physical demands is more to individual benefits such as loans, emergency subsidies, paid leaves and individual annual vacations. It is can give a profit to the employee because they can get some extra money from these benefits. Second, security-demand benefit that more benefit for family members and there are day care service, child-education benefits and medical equipment and subsidies. Third, social-demand benefit is for foreign worker that there are more to entertainment equipment and activities and foreign travel subsidies. Lastly, the self-actualization-demand that includes opportunity and subsidies for employee who want to further their education or training and flexible working time. For my opinion, the manager should use the self-actualization-demand for their employee such as further education or give some training to increase the development of company. Form that, the employee will more motivate from benefit programme those workers can increase their performance towards the job. Besides, the advantages of employee benefit are affects employees’ job performance. The job performance become increase and they can do the job properly. Next, employee benefit can highly valued by both executive and workers. They will get year-end bonuses,