It is how they feel about the future and how they react to the past. The organization creates an environment that employees can communicate with each other effectively to share, correct and encourage each other to overcome the difficulties and situations in life that each other come across, that can make an impact on the employee level. Incentive Motivation is the last motivational factor; it is where a person or a team reaps a reward from an activity. It is “You do this and you get that”, attitude. It is the types of awards and prizes that drive people to work a little harder.
Introduction Motivation represents the forces within a person that affect his or her direction, intensity, and persistence of human behaviour in organization (Campbell & Pritchard, 1976, Craig C.Pinder, 1998).Motivation is a psychological process in organization that helps it to increase the productivity, good turnover, achieving target on time, and also provide the job satisfaction to an individual (Luthans &Madauburn, 1998). Work motivation is described as the psychological processes that direct, strength, maintain action toward a job, task, role, or project (Campbell & Pritchard, 1976; Kanfer, 1990).Motivation refers to “influence characteristics of human behaviour in organization” (Guay et al., 2010). Motivation is a persistent problem
It increases the awareness and obligation of employees. They would concrete on the works and responsible for the job. Also, they clarify the values and goals of the organization. It ensures that they would not have violation on company’s goals. Strong organizational culture also benefits to decision making.
.3.2 Models of motivation: Employees Motivation Model From the above employee motivation model, we can notice that the identification of the need deficiency is the first step in the model. The satisfaction of the basic needs enhances the strength of employee’s work. Hence the employees will be motivated to work towards the goals. The changes in the performance behaviours can be noticed. Depending on the evaluation of the performance, the next is to decide for the rewards and punishment.
Talent development is comprised of organizational human resource processes that are designed with the intent to aid in the motivation, development/growth, attraction, and retention, of productive and engaged employees. In order for a human resource or talent development program to be successful, the employee/individual must be motivated to not only participate in the activities but to learn and apply what has been learned to improve performance. Professionals in the HR/Talent Development department need to understand how to apply motivational tools, processes and theories in order to continuously meet and adapt to the changing needs of their employees, due to the fact that every individual is unique/different. 1. The need-based theories that
This objective nature of Motivation is also recommended by Krietner and Kinicki (2001 p.162) put forward that Motivation represents “those psychological procedures that cause the stimulation, persistence of voluntary actions that are goal directed”. Mullins (2006) directs that the study of motivation is basically associated, with why people act in a certain way. The underlying question is “why do people do what they do?” in simple words Motivation can be defined as the direction and persistence of action. Motivation is the key ingredient in employee performance and productivity. People would not get job done without adequate motivation to attain those work objectives, even when they have clear objects, skills and helpful work environment.
The need for power refers to the “desire” to lead, teach or inspire others using authority. These desires can drive employee behavior and can become basis on how and what certain forms of motivation can be used in the work place. (“Content Theories of Motivation,” n.d., pp.
Setting challenging goals, this enhances employees performance by increasing productivity due to the enthusiasm of the employee attempting to achieve the goal. However by setting goals which are extremely challenging will not be realised. Commitment, the employee needs to be committed to achieve the goal which has being put forward by the relevant line manager. Commitment also adheres to the individual “buying” into the specified goal. Gaining feedback in the sense of feedback refers to the employer or line manager listening to any concerns regarding the goal being set.
Therefore, from a manager 's perspective, recognizing which need is dominant in any particular individual affects the way in which that person can be motivated. Summary: People with achievement motives are motivated by standards of excellence, delineated roles and responsibilities and concrete, timely feedback. Those with affiliation motives are motivated when they can accomplish things with people they know and trust. And the power motive is activated when people are allowed to have an impact,
It enables workers to focus their minds on completing their tasks efficiently and effectively. It also represents the inner drive for people to achieve both personal and organizational goals (Lindner). Hidden or unknown workers’ competences and capabilities can emerge through motivation. Meanwhile, workers feel involved