Employee Motivation Essay

Abstract.Employee want is the psychological feature that aro habits an employee to be perplex in a certain manner for accomplishing certain organizational finales. Individuals differ in want along three parameters viz. self-esteem, imply for achievement, and congenital motive. There has been a growing emphasis on employees needs rather than unsloped organizational needs, and recognition of the strategic value of employees being developed to their surmount potential. Organizations boast become increasingly awargon that the rough-and-ready development of their employees skills and association has benefits for the in all organization. Per constellationance appraisal screwing be a all told- significant(a) factor in the pointting of c ber goals and the perception of reflect expiation leading to affixd penury and productivity. The paper examines employee demand at the acetifyplace.What is pauperism? need is based on emotions. It is the search for positive aroused e xperiences and the shunning of negative emotional experiences. Motivation is involved in the consummation of all learned responses. It is a doings that bequeath not occur unless it is triggered. In general, psychologists question whether want is a primary or secondary squ argon up on behavior. For example, is the behavior stemmed from personality, emotion perception, and memory or if motivation stems from concepts that be unique. all(prenominal) year, billions of dollars ar spent on motivation courses by large companies. The course involves procreation in motivation, meetings to boost motivation, incentives to streng consequently motivation, meetings to probe problems in the processplace motivation, in additionls to measure motivation mission statements, etc. These tuition sessions besides include how to cope with problems in recruitment, productivity and retention, problems of allegiance to teams and bodily agendas. Motivation is extremely important to success and to reach personal and work goals that unmatched has set.EthicsEmployees moldiness learn to work together towards green goals. Employees must have an understanding of the organization as a whole and how they fit into the organization. They impart nearly equally need training to engender the hunch forwardledge needed for organizational understanding. Once an understanding of the organization and their authority in it has been established, the employee with act on the goals set forth. guidance must designate the employee the need for their being on that point and for their output and input. The top to bottom usance should be fair and there must be a make water code of corporate ethics. There must be communication mingled with all levels, top to bottom, bottom to top. No employee should be left out. Management should ensure that their employees observe sterilise and they can be trusted and ar equals among their peers. Performance should be viewed as a learning experien ce, not a horrific experience.AppraisalsThe annual performance review is one of the most fe bed and noble processes that leaves employees angry and depressed as opposed to instigated to perform get around. Companies have arrayed to look at the appraisal as a to a greater extent developmental approach to performance evaluation, instead of making the employee find oneself more uncertain about their job performance. By using this technique, it would emphasize on bountiful employees the skills they need to perform goodly. The goal of a plan such as this would be to achieve goals that have been set by the company and be appraised on how many of those goals they have reached. Goals should be clear and sufficient to touch off employees into action.Business performance will rectify by using an effective appraisal system. By defining clear objectives, the employees will be adapted to focus on the specified labour and company goals. Appraisals help the employees feel that their g ood work is recognized and that they atomic number 18 valued. It also offer ups an opportunity to talk of concerns and weaknesses that the employee may have and suggestions may be made to come up a solution to the problem.Motivation TechniquesIn order to proceed employees, they must know what is expected of them. Employees must have a clear understanding of challenges and graphic goals that they must meet. Employees that are encouraged to healthy competition ensure that the criteria for successes are clear and do not encourage resentment or number 1 morale. Tough approaches, deal firing staff that are not on the job(p)(a) to their wide-eyed potential, can motivate other employees to do work better and strive for those goals that have been set.There is no perfect way to motivate staff. whatever psychologists hold that financial bonuses or perks will be replete to motivate employees to give their best driving force. Competition amidst employees is also usually used a s a motivation strategy at successions. However, the keys to effective employees are motivation strategies that provide a range of incentives that appeal to the distinguishable personalities of the employees. While one individual may be driven by money, another may understand job bliss or fictive opportunities more powerful factors.Some company employee motivation techniques suggest that most employees respond to the same incentives. Money is most commonly used to improve motivation, staff retention and ambition. Everyone is different and has their own view about what is important to their life. For this reason, there are steps that can be used to motivate employees by doing things that they value and mean doing the right thing. They are as follows drive the right job for the right personEmpower EmployeesCo-operation vs. Competition concern employees in company developmentWhen staff feel secure and nurtured in their work environment they performbetter. These steps help employee s feel secure in their environmentPraise and recognition of the employees successes as untold as you constructively criticize them.Let employees be aware of their job security.Be a Leader to staff.Create a comfortable working environment.Treat employees fairly.Mangers are responsible for overseeing employees who are engaged in work or learning tasks. Managers must be aware that some employees go into more out of meshing in the task than others are. Others gain their satisfaction principally out the way in which their performance on the task leads to rewards manage pay or status. But typically there is a mixture of motives for which a range of different incentives is relevant. Most employees will find at least some satisfaction in simply doing the work. The proportionateness of these internal and extrinsic sources of satisfaction varies from one person to another and between different situations. Some citizenry indeed are highly propel by twain inborn interest and extrinsi c rewards.Extrinsic and intrinsic motivationMost employees understand intrinsic satisfaction or intrinsic motivation, when an bodily process is satisfying or delicious in and of itself. These activities are things employees like and want to do. For most people, intrinsically enjoyable activities are things like eating, resting, laughing, playacting games, winning, creating, seeing and hearing beautiful things and people, and so on. To do these things people do not need to be paid, applauded, cheered, thanked, respected, or anything. They do them for the good feelings that are automatically and naturally received from the activity. Intrinsic rewards also involve pleasurable internal feelings orthoughts, like feeling proud or having a sense of mastery adjacent studying hard and succeeding in a class.Many, maybe most, activities are not intrinsically satisfying passable to get most of people to do them consistently, so extrinsic motivation needs to be applied in the form of reward s, incentives, or as a way to head off some unpleasant condition.There are many activities that are intrinsically satisfying to some people merely not to other people. This diversity suggests that past experiences can have a powerful influence on determining what is intrinsically satisfying to an individual. In many activities, intrinsically satisfying manifestations combine with extrinsic pay offs. For example, employees and people in general, intrinsically enjoy conversing and, at the same time, they get attention, praise, run and useful information. In this case where intrinsic and extrinsic motivations are mixed, one might suppose that over a period of time the at die hardant extrinsic reinforcements gradually increase our intrinsic enjoyment of the activity and perchance vice versa.Extrinsic MotivationExtrinsic Motivation comes from without, such as money, titles, honors, trophies or a date. Extrinsic motivation has been found to destroy intrinsic motivation. Presently th ere is a movement to eliminate extrinsic motivation from schools, hospitals, and government. Extrinsic Motivation can be based on the phrase, Do this, and get this. Methods of Extrinsic Motivation are sometimes controversial. Some make out that employees view their work as a form of punishment and the payroll check is their reward. Extrinsic rewards tend to focus attention more narrowly and to cut off time perspectives, which may result in more efficient exertion of predefined or standardized products. Job satisfaction and long term commitment to a task may also be affected.Management number one thinks about rewarding employees with money as an effective reward. Unfortunately, money will not always motivate employees to perform better or tour with the company longer. Not everyone thinks money makes theworld go round.Intrinsic MotivationIntrinsic motivation is the satisfaction in which the rewards come from carrying out an activity rather from a result of the activity. Employee s that are intrinsically motivated tend to be more aware of a wide range of phenomena, speckle giving careful attention to complexities, inconsistencies, novel events and unexpected possibilities. They need time and bare(a)dom to make choices, to gather and process information, and have an appreciation of wellspring finished and integrated products, all of which may lead to a great depth of learning and more creative output.Intrinsic Motivation is the core of a work situation that employees enjoy. It comes from inside of the employee. Employees feel that they are in charge and that they have the opportunity to acquire new skills and abilities to match a different challenge. Employees also feel that they are a part of a successful team. When rewards, such as praise, are based on performance standards that imply one is doing well and performing competently, then the intrinsic interest increases. People like to be told they are doing well. Intrinsic Motivation is an emotional pref erence that gives pleasure and enjoyment. It stems from a strong emotional interest in an activity. It can be classified as a sense of freedom.Theories.Maslows Hierarchy of Needs.Abraham Maslow is considered as the father of Humanistic Psychology. Humanistic Psychology incorporates both Behavioral and Psychoanalytical Psychology. Maslow, although he studied both theatrical roles of Psychology, he jilted the idea that human behavior is controlled by only internal and outside factor. Maslow, instead, based his Motivation speculation on the basis that mans behavior is controlled by both internal and external factors. (pp. ) He also emphasized that humans have the ability to make choices andexercise free will.Maslow collected data for his theories by studying individuals with an outstanding presence. His studies led him to view that certain people have needs which are unchanging and genetic. Some needs are more basic than others are and others are more powerful than others are. As these needs are satisfied, new needs are created and other needs emerge.Maslows Hierarchy of Needs is as follows elemental NeedsPhysiological The need for sleep and rest, food, drink, shelter, sex, and oxygen.Safety The need to be safe from harm. The need for a predictable world with consistency. The need for fairness, routine, and a sense of stability and security.Growth NeedsLove and Belonging The need for love and affectionate relationships, belonging to a group, and caring.Esteem (two components)Self-respect The propensity for confidence, competence, adequacy, achievement, and mastery.Respect of others The desire for acceptance, recognition, reputation, appreciation, status, and prestige.Understanding and Knowledge The needs to satisfy curiosity, explore, discover, find solutions, look for relationships and meaning, and seek intellectual challenges.Aesthetics The need for beauty in surroundings.Self-actualization The need for growth, development and utilization of potential, be coming all that one can be self-fulfillment.McGregors X and Y TheoriesTwo theories of human behavior at work were developed by Douglas McGregor. surmise X and Theory Y. McGregor did not indicate that workers would be type X or type Y. He saw the two types as extremes, with various possible behaviors in between.Theory X workers would be described an individuals who dislike work and avoid work when possible. They also lack ambition and do not like accountability and prefer to be followers instead of leaders. These individuals also have a desire for feeling secure.Theory Y workers are individuals that could be characterized as individuals who did not dislike work and are considered responsible. These workers consider work as play or a rest time.For Theory Y workers, management would need to challenge the individual and create a working environment where they can show and develop their creativity. With Theory X, receiving rewards motivates the individuals.Kellers ARCS Theory of Motiva tionJohn M. Keller designed four conditions for an employee to be motivated. direction, relevance, confidence, and satisfaction (ARCS) are these conditions that when an employee uses them, they will become more motivated to do their tasks and reach goals set by themselves or others. Keller suggests that ARCS must happen in sequence. By following the ARCS order, it will keep the employee interested in the topic. If it were to lose its sequential order, then interest will be lost and motivation would not meshplace.This motivation theory argues that events that fulfill personal needs or goals will enhance performance and effort put forth by the employee. Each of Kellers conditions build upon the next condition. The management should keep these conditions in head teacher when designing goals and assigning tasks.The Conditions set by Keller are as followsAttention The first and single most important aspect of the ARCS model. It is gaining and keeping the employees attention. Kellers s trategies for attention include sensory stimuli, question provocation, and variability.Relevance Attention and motivation will not be maintained unless the employee believes the training is relevant. The training course should answer the critical question, Whats in it for me? Benefits should be clearly stated. For a sales training architectural plan, the benefit might be to help representatives increase their sales and personal commissions. For a safety-training program, the benefit might be to press the number of workers getting hurt. For a software-training program, the benefit to users could be to make them more productive or reduce their frustration with an application.Confidence The confidence aspect is required so that the employee feels that they should put a good faith effort into the organization. If they think they are incapable of achieving the objectives or that it will take too much time or effort, their motivation will decrease. In technology-based training programs , employees should be given estimates of the time required to complete the task or a measure of their progress through the program.Satisfaction The last is Satisfaction. The employee must obtain some type of satisfaction or reward for achieving the goal or finishing a task. This can be in the form of praise from a supervisor, a raise, or a promotion.If managers are to use this Theory of Motivation, they must address adequateexamples and/or choices for their employees to be on hand(predicate) to complete the task or reach a goal. Some employees may be active learners and enjoy experimentation. Some employees may be pondering learners and are more in tune with observing and lectures. These styles must be taken into consideration in order for the employee to feel motivated and be able to help the organization.There are currently thousands of articles on employee motivation research that has evolved from the early work of Maslow, Keller and McGregor. The application of these theories into new communication situations, like the Internet, will be an important contribution for generations to come.Benefits of Motivation EmployeesIt is important that employees are motivated to work hard and increase productivity. Yet some workers are not reaching their full potential. Managers need to be proactive and start or improve existing motivation programs. Employees are aware of what their employers are or arent doing to recognize their efforts.The time it takes to set up a program is minimal, program administration is easy and efficient with automated program tracking and reporting. The end result is a program tailored specifically to the needs of the company. To develop a successful motivation program that benefits a company the following suggestions may be helpfulSpecific goals that provide a strong sense of motivation and are expected to be obtained.Equity for all participants. Employees perceiving inequity may lower productivity.High sensed value so the participant beco mes emotionally involved in obtaining the goal.Employee involvement during the development of the program and timely feedback to employees continuing throughout the program.Employee motivation is the responsibility of the company and its managers. The company must create a workplace that is full of culture and high achievers in order for the business to improve.Recognition, appreciation and rewards are crucial to employee motivation. A pat on the back or a mention of thanks can literally move mountains. Productivity rises for employees that are rewarded for the work they do. A companys reputation and productivity increases with employees that feel appreciated.Recognition keeps communication open. It is important to keep communication alive with staff. By opening the lines of communication and staying in touch with the employees it will keep you in touch with their needs and desires. Create an atmosphere of cooperation, and give character where credit is due. In return, the company will have employees that will go the unnecessary hundred miles, and the returns will be tenfold. When an employee is passionate about their involvement and contributions, there will be no limit to the success that can be achieved.BibliographyPandy, Wayne. (2001) Safety Incentives & Recognition. Creating an Achievement Based Safety Culture. Retrieved September 18, 2004 from http//siri.uvm.edu/ppt/csseincentive/sld030.htmCaptain Webb, Bob. (2001) ontogenesis productive skills through self-discovery.Retrieved September 18, 2004 from http//www.motivation-tools.com/Accel Team. (2004) Motivation. Retrieved from http//www.accel- team.com/motivation/index.htmlAccel Team. (2004) Theorists and their Theories. Retrieved from http//www.accel- team.com/motivation/theory_01.htmlCarnegie, Dale. (1981). How to Win Friends & catch People Be a Leader How to Change People Without bountiful Offense or Arousing Resentment (pp. 205-243). New York, NY Pocket Books.Faculty of entropy Studies. (1995) Mo tivation Theories. University of Toronto Retrieved from http//choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/motive1.htm