Research Articles Base: Employee Productivity

The Effect On Performance Of Low Motivated Employees

THE EFFECT ON PERFORMANCE OF LOW MOTIVATED EMPLOYEES         The major issue that arises from low motivated employees is basically personal or organizational problem and this has been the result of unmet needs. Basic or personal problem of workers can easily be eliminated and resolved, in most cases this is not the Human Resource Management issues but organization problem that arises from basic needs and demand of workers including salaries and wages will definitely result in too many risks in their performance. If employees have shown characteristic of low motivation, the organization should be alarmed and they must do something in order to resolve such issues so that it will not lead into a more complicated situation or destructive and intolerable dispute arising from this condition. The effect of performance of low motivated employees may include any or all of the following:       Human Resource Management problem – this includes insubordination that low motivated employees will work and take time to visit their office and production places but they will not submit to their supervisors or manager, they will only submit in front of them but deep inside there is resistance. They may only work for their basic needs and they may not think about their purpose and quality of work is usually disregarded. They may also exercise absenteeism from work that they do not oblige themselves even if they knew their importance in such position. Low motivated employees are usually neglectful, careless and non- participative on their job and other activities.       Low motivated employees are contagious and bothersome – they may even affect the performance of some workers as for example they were caught sleeping on the job that management and supervisor may bring under control the whole department since they include wholly in productivity as a group and this has been the effect of a single member that the whole team can be held liable in such act. Or if for example one employee has been delaying and neglecting his accounting data input job may result in overtime of the whole department because they cannot balance such account. Later on they have found that the wrong input record has been the problem.         If the above have been experienced in such organization another problem may arise that include fighting and conflict between employees. Less motivated versus highly motivated individual cannot be withdrawn and slowly tension and battle of ideas or work dispute will be brought up that may even complicate or disrupt the workflow but usually this has been the  cause and defense of low motivated employees so that they will not be disgusted or blamed from their work. Employee and employer dispute if workers continues to behave the way they does, they may be technically be removed from their position and most of the time the low motivated employees are being the one who demand more from their employer without consideration of their performance.       Less productivity – this is probably the most significant determinant that employees are low motivated they are generally less productive. Just like a salesman who have low moral or degraded. They may not exercise the same capability and enthusiasm unlike the other workers who often try cold calling, good customer services, focused and follow up. Workers, Employees and Salespeople who may have feeling of worthlessness and inadequacy at work may exercise low productivity and unreached quota. Most of the time they can be easily reprimanded for lack of inefficiency at work often they lack the initiative to change their behavior and continue to perform their duty irresponsibly.         In this case the management must take charge to motivate their people shake them up and energize them to be productive. Don’t hesitate to re-train and develop workers to appreciate their job, guide them and teach them the proper skills to perform well, this is probably the most important factor needed for them to learn new skills needed. Give them the right salary they deserved and even give them something to look forward to like bonuses or promotion if needed. Look for their best assets and start appraising them to a position or areas where they can work best or where they are good at.       Allow them sometime to recover by giving them an opportunity to change and discover new things and ideas. They will grow slowly in their work phase as they move along, praise them if they show a little changes or improvement to keep them in charge and updated. Learn to properly initiate and implement the proper rules and regulation regarding their obligation at work and the consequences of their violation. This will basically leverage their performance to be highly motivated and be creative, sooner they will appreciate their work and be successful as a result they will trust the company and give them back the quality of work that they deserved. Remember that: “Nothing great can ever by achieved without enthusiasm, Ralph Waldo Emerson”                               Credit:ivythesis.typepad.com

The Effect On Performance Of Low Motivated Employees

THE EFFECT ON PERFORMANCE OF LOW MOTIVATED EMPLOYEES The major issue that arises from low motivated employees is basically person...

Motivation on Employee Productivity Research Proposal

Introduction The critical workforce management challenges of the immediate future driven by corporate re-engineering and restructuring efforts, loyalty concerns, and fierce competition for key talents are closely linked to the emerging issues of employee commitment and productivity. In any organization, the issue on productivity of employees is always related to the subject of motivation. In any given situation, the role of managers become more important because they play a significant and unique role compared to others in the organization.  This role can be considerably a kind of a catalyst, able to tap and awaken each employee unique talents and convert them to performance. However, only through varied organizational strategies can a manager managed to trigger his/her employees’ hidden talents highly important in the productivity and performance of the organization. These strategies can be external and internal to employees. One of these strategies employed by managers is motivation. Objectives             The study aims to analyze the importance of motivation on employees’ productivity in any business organizations in particular to Nig PLC Jos Metropolise. Furthermore, aims to investigate predominant motivational theories and strategies used in many business outfits in relation to employees’ productivity and in particular to identify motivational strategies used in the Nig PLC Jos Metropolise. Statement of the Problem             Since motivation is important in the productivity of employees, the importance of knowing what motivation is most effective and efficient that could generate higher productivity, commitment and satisfaction to employees is significant as a problem of this study. Review of Related Literature             Motivation is the “driving force within individuals that drive them physiologically and psychologically to pursue one or more goals to fulfill their needs or expectations (Lam & Tang: 2003). For Wilbert Scheer (1979), “To maintain [motivation] it is to create and perpetuate the climate which brings harmony and equilibrium into the entire work group for the benefit of all who are involved.” Since it is the work of a manager to employ effective motivation, he/she should always aware of the environment and the status condition of his/her employees. Furthermore, motivation means an inner wholesome desire to exert effort without the external stimulus of money. It is the ability of indoctrinating the personnel with a unity of purpose and maintaining a continuing, harmonious relationship among all people (Thwala & Monese, n. d).             Motivation plays a vital role in reaching and fulfilling the goals and objectives of an organization by trying to motivate, inspire, and raising their satisfaction and self-esteem in order to be highly productive that in turn will lead to the fulfillment of organization’s goals and objectives. Thus to Robin DeCenzo (1995:271), cited by Thwala and Monese, motivation is “the willingness to exert high level of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need.” While Campbell and Pritchard (1976), defines motivation as a dependent and independent set of relationships which explains the amplitude, direction, and persistence of a behavior holding constant the effects of skills, aptitude, and understanding of a task and the constraints operating in the work environment. Hence, the necessity of understanding the nature of motivation and its underlying principles and theories are all important in order that improper application of motivation can be deduced and avoided. Nevertheless, all motivational processes and strategies are beneficial yet, not all of them can be applied in certain organization for some constraints. Methodology             This study will use a share ownership theory for greater motivation to employees. This case analysis will operate on the idea that owning shares will provide employees with financial incentives that will make them more committed and motivated to the organization and their work. Moreover, the use of classic motivational theory of Maslow’s hierarchy of needs, and the Total Quality Management theory will also be employed.               Since, a case analysis will be used in understanding the role of motivation to employees’ productivity, the use of qualitative and quantitative approaches will be utilized.             The triangulated method instruments are to be employ for this case which is only limited to the employees, managers and other personnel of the Nig PLC Jos Metropolise.   References: Thwala, W. & Monese, L (n. d). Motivation as a Tool to Improve Productivity on the Construction Site. Department of Quantity Surveying and Construction Management, University of Johannesburg.   Kreisman, B. (2002). Executive Overview Insights into Employee Motivation, Commitment and Retention.   Michie, J., Oughton, C., & Bennion, Y. (2002). Employee ownership, motivation and productivity. Birckbeck, University of London.   Lam, S. & Tang, C. (2003). Motivation of Survey Employees in Construction Projects. Journal of Geospatial Engineering, Vol. 5(1). Hong Kong Institution of Engineering Surveyors   Kimball, L. & Nink, C. (n. d.) How to Improve Employee Motivation, Commitment, Productivity, Well-Being and Safety. Credit:ivythesis.typepad.com

Motivation on Employee Productivity Research Proposal

Introduction The critical workforce management challenges of the immediate future driven by corporate re-engineering and restructuring e...

IMPACT OF MOTIVATION ON EMPLOYEE’S PERFORMANCES. A CASE STUDY OF BANKING SECTOR

Impact of motivation on employee’s performances: A case study of banking sector   Background and Literature  There argues that current knowledge of motivation and performance has been inadequate as there identifies set of variables that may influence bank employees motivation and performance. The model incorporate constructs and research findings from disciplines, the research primary purpose is to provide model or research framework and several hypotheses to help guide empirical research in motivation keeping at Nigeria banking sector.   Motivation serves as essential paradigm in determining professional growth, in attaining performance development among Nigeria’s banking employees. There will be theoretical posits verifying motivation approaches applied in Nigerian banks such as bank managers in general. Motivation at work is in popular area of research influenced by modern research stature ( and , 2004) and provided sense of understanding of work motivation,  and   (1975) asserted, the more effort expected by the employees on their jobs, the more motivated they are to become, creating perpetuating cycle of performances due to motivation.   The research provides ideal interest to the researcher because in every work setting motivation comes in the picture as it can be recognized and unrecognized in certain ways. In addition, agreeing that motivation incurs strong basis for value integrity as there can be options adhering to real specifications of humanistic attitude that can be seen into self response within the grounds of the work environment that in a way support satisfaction that leads to the fulfillment of basic needs and goals. Ideally, there can be involvement on individual differences as viewed well by means of study investigation that does relate to work motivation and its underlying performance.   Research Questions <li class="MsoNormal" style="line-height: 150%"> What is motivation? What comprises of motivation impacts? Discuss </li> <li class="MsoNormal" style="line-height: 150%"> What is meant by performance? How is it related to employee performance? </li> <li class="MsoNormal" style="line-height: 150%"> What are several factors integrating to employee motivation and performance? Does motivation serves an enough factor to measure performance of employees? How </li> <li class="MsoNormal" style="line-height: 150%"> What are several literature grounded studies pertaining to the impact of motivation towards employee performance? Explain and assume several cases linking to the banking sector in Nigeria </li> <li class="MsoNormal" style="line-height: 150%"> How can Nigeria banking industry motivate their employees to perform effectively? What are several desirable steps or ways that the banking industry can utilize? </li> Hypothesis H1: There is a positive impact of motivation among employee performance within the Nigerian Banking Sector H2: There is a negative impact of motivation among employee performance within the Nigerian Banking Sector H3: There is a positive relationship of motivation and performance among bank employees  H4: There is a negative relationship of motivation and performance among bank employees    Methodology Work motivation and performance will be analysed from the perspective of motivation theory as central for the analysis is the relation of banking sector employees with the motivation to exert effort on behalf of performance recognition. There will be presence of theoretical analysis as well as empirical review of several studies of known effects and relationship linking to motivation and performance as it maybe positively related to impacts of motivation on employee performance, effective performance is perceived to be Nigeria’s banking sector plan and interest. The methodology seeks to generate empirical data to inspire measures for motivation survey research. The study will adopt qualitative approach, using focus group of a total of 15 participants as to be selected in the HR area of specific banking sector located in Nigeria. Several procedures are applied to carry out rigorous research analysis in forms of survey questionnaire upon presenting research evidences and findings. Alternative methodology can be possible in such case study approach. There is integration of focus group in the study, first group will detect what motivate bank employees, second group will find out how Nigeria’s banking sector in HR area are doing with regards to motivation and performance. Reliability and Validity of research evidence to construct desirable evidence has to be in a conformed process wherein research biases and lapses if any will not hamper research goals and objectives. Thus, the integration of literature should look further on certain measures to critically evaluate theories in framework and adhere to several concepts of research that is causal to the core function of the overall study development and its process. The imposing of relevant research studies will then incur and play a crucial role to achieve research spontaneity and vigor for assessment of research standards linking towards the completion of the dissertation plan. The literature study serves as major factor from data analysis is found within effective facets of research and right amount of knowledge.     Credit:ivythesis.typepad.com

IMPACT OF MOTIVATION ON EMPLOYEE’S PERFORMANCES. A CASE STUDY OF BANKING SECTOR

Impact of motivation on employee’s performances: A case study of banking sector Background and Literature There argues that curr...

Human Resources Practices in increasing employee productivity in the firm

Human Resources Practices in increasing employee productivity in the firm   To evaluate employee productivity as sanctioned by human resources practice, as HR practices have significant impact on employee outcomes particular on the productivity. Support for predictions that impact of HR practices on employee productivity, linking to the HR system focused on human capital enhancement was directly related to multiple dimensions of operational performance such as employee productivity, machine efficiency and customer alignment. Hypotheses will be derived from resource-based perspective on strategy. Positive and significant effects on employee productivity are found for organizations that utilize more sophisticated human resource planning, recruitment and selection strategies. The need to investigate the productivity effects of innovative employment practices using data from sample of 36 software employees, productivity regressions demonstrate set of innovative work practices, which include incentive pay, teams, flexible job assignments, employment security and training, achieve substantially higher levels of productivity which includes narrow job definitions, strict work rules and hourly pay with close supervision. Most of the literature on HR activities has presumed that employee productivity affects the success and effectiveness of HR activities.   Research objectives 1.     There is ample need to recognize employee productivity base from HR practices perspective 2.     Determining use of productivity in comparison to performance and recognize productivity level on work performance 3.     Finding out employee productivity impact from HR based functions, 4.     Relating to several theories and applications of HR practices in accordance to employee productivity   Significance of the research The impeding significance of the research can be found at the ideal composition of research of how it can go or not go beyond the scope of research as the research findings could be at most useful in terms of instilling awareness to HR personnel and other involved parties that it is important to have right amount of productivity adhering to performance, research is significant in providing ample basis towards theory and conceptual sense of HR ways, productivity level as well as application and accepting HR practices research and development as reference tool.    Literature review HRM can be viewed as strategic personnel management emphasizing on acquisition, organization and motivation of human resources (2000). The role of HR practices towards employee productivity has been discussed by number of researchers and practitioners through human resource projects and conferences taking responsibility for evaluating employee productivity which incorporated HR management domains. HR is to monitor as well as measure and employee productivity,  (2000) have outlined HR role into human resource knowledge management strategies, creating productivity measures accordingly. Employees are more pivotal in high-involvement organizations because these firms are employee centered by design; information and decision-making power is dispersed throughout the organization with employees at all levels taking on greater responsibility for the operation and success of the organization. To facilitate this approach, high involvement organizations use human resource practices which develop and support a workforce which is self programming and self-managing (1992). Analyzing the discussed data as if the extent of use of a high performance work system affected firm productivity; it is also possible that firms experiencing higher productivity are better positioned to invest in HR practices. Future studies should represent attempts to examine similar relationships in the service sector (2002) study suggests significant productivity gains occur with use of high performance work systems, especially under specific industry conditions, unable to assess the costs associated with the implementation of these systems.   Methodology Question survey technique will be used to solicit the data. The target respondents are software employees in HK, China. The questionnaire will comprise of containing statements measuring employee productivity level as formulated by (2000). Respondents are to asked to indicate their extent of agreement using five-point Likert scale (with 5 = completely agree, to 1 = completely disagree), total of 100 sets of usable questionnaires will be ideally collected and analyzed.  Research methods can be classified as either quantitative or qualitative. The motivation for qualitative method is opposed to that of quantitative method. Qualitative method is designed to help researchers understand people and the social and cultural contexts which they live, as the understanding of phenomenon from viewpoints of participants and its particular social and institutional context is largely lost when textual date is quantified.  Data will be collected and analyzed through using qualitative techniques such as pointing towards document analysis, interviews and questionnaire survey. The primary data is to be collected from the respondents in HR based situations, secondary data is to comprise of reference concerning research subject as the use of existing information will be realized within the overall research structure.     Credit:ivythesis.typepad.com

Human Resources Practices in increasing employee productivity in the firm

Human Resources Practices in increasing employee productivity in the firm To evaluate employee productivity as sanctioned by human re...

Impact of the rewards system on the employees’ job satisfaction in insurance industry in Sri Lanka

Impact of the rewards system on the employees’ job satisfaction in insurance industry in Sri Lanka   1)     The amount and kinds of rewards received by Sri Lankan employees working in insurance organizations directly impacts job satisfaction. 2)     Since the rewards that people receive is strongly proportional to performance, performance-based rewards increase employees’ job satisfaction. 3)     If rewards are proportionate to performance, productivity increases along with job satisfaction of the employees. 4)     Rewards that are both appropriate and fair lead to increased job satisfaction. 5)     Job satisfaction is the degree of one’s job is valued through reward systems. 6)     Reward systems have psychological dimensions of work leading to job satisfaction. 7)     Reward system is a strong predictor of all facets of job satisfaction. 8)     Reward system supports job satisfaction when there is reciprocity between behaviors and rewards.   Credit:ivythesis.typepad.com

Impact of the rewards system on the employees’ job satisfaction in insurance industry in Sri Lanka

Impact of the rewards system on the employees’ job satisfaction in insurance industry in Sri Lanka 1) The amount and kinds of r...

Effect of Motivation on Employee Performance: Case Study of Hong Kong Organizations

How Would Motivation Affect the Performance of an Employee in an Organization In general, motivation is the driving force that keeps individuals to live, work and achieves their goals in life. Motivation is just simply the reason for an action, which gives purpose and direction to the individuals or employees’ behavior. It is a strong desire that comes from within on a person.  It is a mainstream of why people keep going on what they believe is right and beneficial to them and to the other people concerned.  Now, why motivation is very important in any organization; and how does it affect on the employees’ performance? For over the years now, the primary reasons that employees work and do not live the company is because they are enjoying their job, as well as they are satisfied with their salary, rewards and benefits; plus they feel happy with their management and co-workers; and most of all they feel  secured with the company.    Rewards and Motivation in Hong Kong Organization        Nowadays, the major reasons why employees stay longer in one organization are because they are satisfied with the jobs;    and the employees are most satisfied with the salary and rewards that are given to them for every excellent performance  and task  they have  done  in  the organization.  Furthermore, this kind of motivation is very effective in every company in Hong Kong.  In order to inspire the employees to work more diligently, Hong Kong management is implementing reward and motivation programs for the employees.  This is a performance based scheme that would enable the employees to do their best towards their jobs; at the same, this is to give them a valid reason not to leave their employers.  Moreover, to meet the strong demands in the industry, many workers and employees are experiencing   growing pressure in the productivity of the organization.   Generally, numerous managers are doing their best efforts to motivate their workers to stay and do their tasks enthusiastically in the midst of massive work assignments that are being given to them in order to meet the task deadlines in the business.  (http://www.articlesbase.com/organizational-articles/motivation-reward-system-and-the-role-of-compensation-1308078.html) Furthermore, based on the case studies conducted in various companies in the country; it revealed that there are two kinds of rewards that are being given to the employees.  They include the monetary and non-monetary rewards for employees’ performance improvement and excellence.  However, the most accepted and most appreciated motivator is in the form of money.  There are companies who promised rewards to their deserving employees, but sometimes failed to deliver the reward to them, or there are times that the employees are not satisfied with the rewards that they received.  As a result, most employees compare their performance ratio with the other employees who have the same jobs as they do.  (http://www.articlesbase.com/organizational-articles/motivation-reward-system-and-the-role-of-compensation-1308078.html) According to various corporate studies, there are also problems that arise among the employees.  They tend to over rate their own performances more than their supervisors and managers rate them.  This case is very common in some companies.    The supervisors and the managers could not afford to become up front with their observations and evaluations to their workers or employees.  In this manner, the supervisors and managers are somewhat hesitant to be candid to express their own negative assessment to their subordinates for they think that it might be damaging to the self-esteem of their employees.  As a result, this is considered as a great dilemma among the company supervisors and managers; and likewise gives many employees unrealistic views about their own performance.  Another problem in giving rewards and motivation in Hong Kong organizations is that there is no transparency of information from the management about the performance appraisals on their employees.  Even the information and details about the rewards and increase of compensation scheme is not available for the employees.  In other word, there are no iron out policies and guidelines that the employees can follow and comply with in order to get rewards and increase in their salaries.  It all depends on the management on how they see them perform in accordance with their personal observation and assessment.  (http://www.articlesbase.com/organizational-articles/motivation-reward-system-and-the-role-of-compensation-1308078.html) Consequently, rewards and motivation are intentionally doing favorable results but only to those who are receiving the rewards.  How about the other employees, who think that they should have also given rewards or increase to their salaries for what they think as they are doing their best at  the task that are assigned to them.  There are some employees who want promotion because they want to hold power.  There are others, who only want fringe benefits such as pension, insurance, health benefits or retirement benefits and security when they grow older in the company.  In this regard, there are two types of rewards in every organization. First is the extrinsic rewards that given by the company in the form of money, privileges, recognition and promotions. The other kind of reward is the intrinsic rewards, these rewards allow the employees to do other tasks that they really want to do and give them total satisfaction while doing it.  (http://www.articlesbase.com/organizational-articles/motivation-reward-system-and-the-role-of-compensation-1308078.html) For this reason, there must be a concrete and effective reward and motivation programs for the employees.  As well as a comprehensive trainings and seminars that will discuss to the employees about the appropriate criteria on how they can qualify to those promotions, rewards and bonuses.   In the long run, the employees will be aware of the reality that there must be certain standards for them to meet in able to gain promotions and bonuses form the management.    And, not what they think as only results of preferential treatment among  the other employees who have received the organizational reward program.  (http://www.articlesbase.com/organizational-articles/motivation-reward-system-and-the-role-of-compensation-1308078.html)                                               References: (http://www.articlesbase.com/organizational-articles/motivation-reward-system-and-the-role-of-compensation-1308078.html) (http://www.articlesbase.com/organizational-articles/motivation-reward-system-and-the-role-of-compensation-1308078.html) (http://www.articlesbase.com/organizational-articles/motivation-reward-system-and-the-role-of-compensation-1308078.html) (http://www.articlesbase.com/organizational-articles/motivation-reward-system-and-the-role-of-compensation-1308078.html) (http://www.articlesbase.com/organizational-articles/motivation-reward-system-and-the-role-of-compensation-1308078.html)     Motivation In general, Normally, students are most likely intrinsically motivated if they have favorable educational results after all the exerted efforts they put in their studies.  In the same manner, they believe that they are the effective agents for reaching their dreams and ambitions in life.  And, they are most likely interested to mastering a topic, rather than learning just to get a high grades.  On the other hand, extrinsic motivation comes from outside part of the individual. Such as rewards like money and good grades, coercion and punishment.  For instance, competition is typically extrinsic by nature, because it encourages individuals to perform better and win over the others.  A cheering crowd and trophies are considered extrinsic incentives as well. According to social psychological research, extrinsic rewards may lead to over justification and may pave the way into reduction in intrinsic motivation. Furthermore, self-determination theory shows that extrinsic motivation can be internalized by the individual if the task given to him or her fits to   what he or she believes in.  In the same way, self-control of motivation can be understood deeply as a subset of emotional intelligence; if a person has a highly acquired intelligence in accordance with the measurable factors. People, who have strong self-control, are more likely to pursue a particular goal rather than people who have little self-control. Correspondingly, drives and desires can be considered as a deficiency or a need that triggers human’s behaviors to act positively towards their goal with or without an incentive. Basic drives such as hunger, motivates a person to look for food. While, subtle drives may only target for other people’s praise or approval. In the contrary, intrinsic theory is presented after the action is accomplished. Studies show that if an individual receives a reward readily; it has great impact to him or her. And, repetitive action-reward combination can be habit sometimes. Since, motivation comes from the inner self, and from the other people respectively.    Moreover, according to Abraham H. Maslow, an American motivation psychologist; there are five hierarchies of needs that humans need to acquire in order to live. The human basic requirements must be first satisfied, in order to motivate them further to attain their goals or objectives. Normally, humans need for food, clothing shelter and security.  If all these requirements can be met satisfactorily, they will come to realize to work for more than what they have.  Humans’ desires and wants greatly influenced their behavior towards reaching their goals.  There are various motivators such as challenging work, recognition and rewards, responsibilities that all give positive satisfaction to the individuals. Additionally, Motivator-Hygiene Theory explains that hygiene factors like economic status, job security,   high salary and fringe benefits are somewhat do not motivate if present among the employees. However, if all these things will be taken away from them, they would realize the importance of these things to them in order to live decently and functionally.  Besides, Achievement Motivation is an integral part of performance motivation among people who are motivated and directed towards excellent performance in an organization.  Relatively, it focuses on the achievements and attainments in the workplace.  In addition to that, Goal-setting theory is based on the proximity, difficulty and exactness of the attaining goal.  An ideal goal must be seen in the present situation through hard work, and determination to achieve the set of objectives   within the organization. This explains why some children are more motivated to learn how to ride a bike than to master algebra. A goal should be moderate, not too hard or too easy to complete. In both cases, most people are not optimally motivated, as many want a challenge (which assumes some kind of insecurity of success). At the same time people want to feel that there is a substantial probability that they will succeed. Specificity concerns the description of the goal in their class. The goal should be objectively defined and intelligible for the individual. A classic example of a poorly specified goal is to get the highest possible grade. Most children have no idea how much effort they need to reach that goal. [edit]Models of behavior change Social-cognitive models of behavior change include the constructs of motivation and volition. Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is seen as a process that leads from intention to actual behavior. In other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts. Several self-regulatory constructs are needed to operate in orchestration to attain goals. An example of such a motivational and volitional construct is perceived self-efficacy. Self-efficacy is supposed to facilitate the forming of behavioral intentions, the development of action plans, and the initiation of action. It can support the translation of intentions into action. [edit]Unconscious motivation Some psychologists believe that a significant portion of human behavior is energized and directed by unconscious motives. According toMaslow, “Psychoanalysis has often demonstrated that the relationship between a conscious desire and the ultimate unconscious aim that underlies it need not be at all direct. [edit]Intrinsic motivation and the 16 basic desires theory Starting from studies involving more than 6,000 people, Professor Steven Reiss has proposed a theory that find 16 basic desires that guide nearly all human behavior. The 16 basic desires that motivate our actions and define our personalities as: §  Acceptance, the need for approval §  Curiosity, the need to learn §  Eating, the need for food §  Family, the need to raise children §  Honor, the need to be loyal to the traditional values of one’s clan/ethnic group §  Idealism, the need for social justice §  Independence, the need for individuality §  Order, the need for organized, stable, predictable environments §  Physical activity, the need for exercise §  Power, the need for influence of will §  Romance, the need for sex §  Saving, the need to collect §  Social contact, the need for friends (peer relationships) §  Status, the need for social standing/importance §  Tranquility, the need to be safe §  Vengeance, the need to strike back/to win In this model, people differ in these basic desires. These basic desires represent intrinsic desires that directly motivate a person’s behavior, and not aimed at indirectly satisfying other desires. People may also be motivated by non-basic desires, but in this case this does not relate to deep motivation, or only as a means to achieve other basic desires. 	[edit]Controlling 	motivation 		 		This 		section does not cite any references 		or sources. 		Please help improve this section by adding citations to reliable 		sources. 		Unsourced material may be challenged and removed.(February 		2010) The control of motivation is only understood to a limited extent. There are many different approaches of motivation training, but many of these are considered pseudoscientific by critics. To understand how to control motivation it is first necessary to understand why many people lack motivation. [edit]Employee motivation Workers in any organization need something to keep them working. Most times the salary of the employee is enough to keep him or her working for an organization. However, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employee’s quality of work or all work in general will deteriorate. When motivating an audience, you can use general motivational strategies or specific motivational appeals. General motivational strategies include soft sell versus hard sell and personality type. Soft sell strategies have logical appeals, emotional appeals, advice and praise. Hard sell strategies have barter, outnumbering, pressure and rank. Also, you can consider basing your strategy on your audience personality. Specific motivational appeals focus on provable facts, feelings, right and wrong, audience rewards and audience threats.[3] [edit]Drugs Some authors, especially in the transhumanist movement, have suggested the use of “smart drugs”, also known as nootropics, as “motivation-enhancers”. The effects of many of these drugs on the brain are emphatically not well understood, and their legal status often makes open experimentation difficult.[citation needed] 	[edit]Applications [edit]Education Motivation is of particular interest to educational psychologists because of the crucial role it plays in student learning. However, the specific kind of motivation that is studied in the specialized setting of education differs qualitatively from the more general forms of motivation studied by psychologists in other fields. Motivation in education can have several effects on how students learn and how they behave towards subject matter.[4] It can: 1.   Direct behavior toward particular goals 2.   Lead to increased effort and energy 3.   Increase initiation of, and persistence in, activities 4.   Enhance cognitive processing 5.   Determine what consequences are reinforcing 6.   Lead to improved performance. Because students are not always internally motivated, they sometimes need situated motivation, which is found in environmental conditions that the teacher creates. The majority of new student orientation leaders at colleges and universities recognize that distinctive needs of students should be considered in regard to orientation information provided at the beginning of the higher education experience. Research done by Whyte in 1986 raised the awareness of counselors and educators in this regard. In 2007, the National Orientation Directors Association reprinted Cassandra B. Whyte‘s research report allowing readers to ascertain improvements made in addressing specific needs of students over a quarter of a century later to help with academic success.[5] There are two kinds of motivation:[citation needed] §  Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is significant. It has been shown that intrinsic motivation for education drops from grades 3-9 though the exact cause cannot be ascertained.[6] Also, in younger students it has been shown that contextualizing material that would otherwise be presented in an abstract manner increases the intrinsic motivation of these students.[7] §  Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades). Cassandra B. Whyte researched and reported about the importance of locus of control and academic achievement. Students tending toward a more internal locus of control are more academically successful, thus encouraging curriculum and activity development with consideration of motivation theories.[8][9] Motivation has been found to be an important element in the concept of Andragogy (what motivates the adult learner), and in treating Autism Spectrum Disorders, as in Pivotal Response Therapy. [edit]Sudbury Model schools’ approach Main article: Sudbury Valley School Sudbury Model schools adduce that the cure to the problem of procrastination, of learning in general, and particularly of scientific illiteracy is to remove once and for all what they call the underlying disease: compulsion in schools. They contend that human nature in a free society recoils from every attempt to force it into a mold; that the more requirements we pile onto children at school, the surer we are to drive them away from the material we are trying to force down their throats; that after all the drive and motivation of infants to master the world around them is legendary. They assert that schools must keep that drive alive by doing what some of them do: nurturing it on the freedom it needs to thrive.[10] Sudbury Model schools do not perform and do not offer evaluations, assessments, transcripts, or recommendations, asserting that they do not rate people, and that school is not a judge; comparing students to each other, or to some standard that has been set is for them a violation of the student’s right to privacy and to self-determination. Students decide for themselves how to measure their progress as self-starting learners as a process of self-evaluation: real life-long learning and the proper educational evaluation for the 21st century, they adduce.[11] According to Sudbury Model schools, this policy does not cause harm to their students as they move on to life outside the school. However, they admit it makes the process more difficult, but that such hardship is part of the students learning to make their own way, set their own standards and meet their own goals. The no-grading and no-rating policy helps to create an atmosphere free of competition among students or battles for adult approval, and encourages a positive cooperative environment amongst the student body.[12] [edit]Business At lower levels of Maslow’s hierarchy of needs, such as physiological needs, money is a motivator, however it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg‘s two-factor model of motivation). At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as bothAbraham Maslow‘s theory of motivation and Douglas McGregor‘s theory X and theory Y (pertaining to the theory of leadership) demonstrate. Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator. Praise and recognition are placed in the Theory Y category and are considered stronger motivators than money. §  Motivated employees always look for better ways to do a job. §  Motivated employees are more quality oriented. §  Motivated workers are more productive. The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staff are more attracted to the opportunity side of the motivation curve than the threat side. Motivation is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production.[13] Nonetheless, Steinmetz also discusses three common character types of subordinates: ascendant, indifferent, and ambivalent who all react and interact uniquely, and must be treated, managed, and motivated accordingly. An effective leader must understand how to manage all characters, and more importantly the manager must utilize avenues that allow room for employees to work, grow, and find answers independently.[14] The assumptions of Maslow and Herzberg were challenged by a classic study[15] at Vauxhall Motors’ UK manufacturing plant. This introduced the concept of orientation to work and distinguished three main orientations: instrumental (where work is a means to an end), bureaucratic (where work is a source of status, security and immediate reward) and solidaristic (which prioritizes group loyalty). Other theories which expanded and extended those of Maslow and Herzberg included Kurt Lewin‘s Force Field Theory, Edwin Locke’s Goal Theory and Victor Vroom‘s Expectancy theory. These tend to stress cultural differences and the fact that individuals tend to be motivated by different factors at different times.[16] According to the system of scientific management developed by Frederick Winslow Taylor, a worker’s motivation is solely determined by pay, and therefore management need not consider psychological or social aspects of work. In essence, scientific management bases human motivation wholly on extrinsic rewards and discards the idea of intrinsic rewards. In contrast, David McClelland believed that workers could not be motivated by the mere need for money—in fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as achievement motivation, though money could be used as an indicator of success for various motives, e.g., keeping score. In keeping with this view, his consulting firm, McBer & Company, had as its first motto “To make everyone productive, happy, and free.” For McClelland, satisfaction lay in aligning a person’s life with their fundamental motivations. Elton Mayo found that the social contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks lead to reduced motivation. Mayo believed that workers could be motivated by acknowledging their social needs and making them feel important. As a result, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups. Mayo named the model the Hawthorne effect. His model has been judged as placing undue reliance on social contacts at work situations for motivating employees.[17] In Essentials of Organizational Behavior, Robbins and Judge examine recognition programs as motivators, and identify five principles that contribute to the success of an employee incentive program:[18] §  Recognition of employees’ individual differences, and clear identification of behavior deemed worthy of recognition §  Allowing employees to participate §  Linking rewards to performance §  Rewarding of nominators §  Visibility of the recognition process [edit]Games Motivational models are central to game design, because without motivation a player will not be interested in progressing further within agame.[19] Several models for gameplay motivations have been proposed, including Richard Bartle’s. Jon Radoff has proposed a four-quadrant model of gameplay motivation that includes cooperation, competition, immersion and achievement.[20] The motivational structure of games is central to the gamification trend, which seeks to apply game-based motivation to business applications.[21] http://en.wikipedia.org/wiki/Motivation   If you want to make things happen the ability to motivate yourself and others is a crucial skill. At work, home, and everywhere in between, people use motivation to get results. Motivation requires a delicate balance of communication, structure, and incentives. These 21 tactics will help you maximize motivation in yourself and others.   Motivation 1. Consequences – Never use threats. They’ll turn people against you. But making people aware of the negative consequences of not getting results (for everyone involved) can have a big impact. This one is also big for self motivation. If you don’t get your act together, will you ever get what you want? 2. Pleasure – This is the old carrot on a stick technique. Providing pleasurable rewards creates eager and productive people. 3. Performance incentives – Appeal to people’s selfish nature. Give them the opportunity to earn more for themselves by earning more for you. 4. Detailed instructions – If you want a specific result, give specific instructions. People work better when they know exactly what’s expected. 5. Short and long term goals – Use both short and long term goals to guide the action process and create an overall philosophy. 6. Kindness – Get people on your side and they’ll want to help you. Piss them off and they’ll do everything they can to screw you over. 7. Deadlines – Many people are most productive right before a big deadline. They also have a hard time focusing until that deadline is looming overhead. Use this to your advantage by setting up a series of mini-deadlines building up to an end result. 8. Team Spirit – Create an environment of camaraderie. People work more effectively when they feel like part of team — they don’t want to let others down. 10. Recognize achievement – Make a point to recognize achievements one-on-one and also in group settings. People like to see that their work isn’t being ignored. 11. Personal stake – Think about the personal stake of others. What do they need? By understanding this you’ll be able to keep people happy and productive. 12. Concentrate on outcomes – No one likes to work with someone standing over their shoulder. Focus on outcomes — make it clear what you want and cut people loose to get it done on their own. 13. Trust and Respect – Give people the trust and respect they deserve and they’ll respond to requests much more favorably. 14. Create challenges – People are happy when they’re progressing towards a goal. Give them the opportunity to face new and difficult problems and they’ll be more enthusiastic. 15. Let people be creative – Don’t expect everyone to do things your way. Allowing people to be creative creates a more optimistic environment and can lead to awesome new ideas. 16. Constructive criticism – Often people don’t realize what they’re doing wrong. Let them know. Most people want to improve and will make an effort once they know how to do it. 17. Demand improvement – Don’t let people stagnate. Each time someone advances raise the bar a little higher (especially for yourself). 18. Make it fun – Work is most enjoyable when it doesn’t feel like work at all. Let people have fun and the positive environment will lead to better results. 19. Create opportunities – Give people the opportunity to advance. Let them know that hard work will pay off. 20. Communication – Keep the communication channels open. By being aware of potential problems you can fix them before a serious dispute arises. 21. Make it stimulating – Mix it up. Don’t ask people to do the same boring tasks all the time. A stimulating environment creates enthusiasm and the opportunity for “big picture” thinking. Master these key points and you’ll increase motivation with a bit of hard work. http://www.pickthebrain.com/blog/21-proven-motivation-tactics/   Motivation In general, motivation is the driving force that helps humans to achieve their goals and dreams in life. Similarly, it is also a basic need to help minimizing physical pain and maximize pleasure among humans. It may include   regular needs such as eating, resting, desire, goal state of being and ideals.   It is said that there are two types of motivation, one is intrinsic; and the second one is extrinsic. When you say intrinsic motivation, it refers to the driven interest or enjoyment in the task itself. Meaning, it is already exists within the individual. And, it can be acquired through high educational achievement and enjoyment by the students or professionals.    Normally, students are most likely intrinsically motivated if they have favorable educational results after all the exerted efforts they put in their studies.  In the same manner, they believe that they are the effective agents for reaching their dreams and ambitions in life.  And, they are most likely interested to mastering a topic, rather than learning just to get a high grades.  On the other hand, extrinsic motivation comes from outside part of the individual. Such as rewards like money and good grades, coercion and punishment.  For instance, competition is typically extrinsic by nature, because it encourages individuals to perform better and win over the others.  A cheering crowd and trophies are considered extrinsic incentives as well. (http://en.wikipedia.org/wiki/Motivation) According to social psychological research, extrinsic rewards may lead to over justification and may pave the way into reduction in intrinsic motivation. Furthermore, self-determination theory shows that extrinsic motivation can be internalized by the individual if the task given to him or her fits to   what he or she believes in.  In the same way, self-control of motivation can be understood deeply as a subset of emotional intelligence; if a person has a highly acquired intelligence in accordance with the measurable factors. People, who have strong self-control, are more likely to pursue a particular goal rather than people who have little self-control. Correspondingly, drives and desires can be considered as a deficiency or a need that triggers human’s behaviors to act positively towards their goal with or without an incentive. Basic drives such as hunger, motivates a person to look for food. While, subtle drives may only target for other people’s praise or approval. In the contrary, intrinsic theory is presented after the action is accomplished. Studies show that if an individual receives a reward readily; it has great impact to him or her. And, repetitive action-reward combination can be habit sometimes. Since, motivation comes from the inner self, and from the other people respectively.  (http://en.wikipedia.org/wiki/Motivation) Moreover, according to Abraham H. Maslow, an American motivation psychologist; there are five hierarchies of needs that humans need to acquire in order to live. The human basic requirements must be first satisfied, in order to motivate them further to attain their goals or objectives. Normally, humans need for food, clothing shelter and security.  If all these requirements can be met satisfactorily, they will come to realize to work for more than what they have.  Humans’ desires and wants greatly influenced their behavior towards reaching their goals.  There are various motivators such as challenging work, recognition and rewards, responsibilities that all give positive satisfaction to the individuals. Additionally, Motivator-Hygiene Theory explains that hygiene factors like economic status, job security,   high salary and fringe benefits are somewhat do not motivate if present among the employees. However, if all these things will be taken away from them, they would realize the importance of these things to them in order to live decently and functionally.  Besides, Achievement Motivation is an integral part of performance motivation among people who are motivated and directed towards excellent performance in an organization.  Relatively, it focuses on the achievements and attainments in the workplace.  (http://www.pickthebrain.com/blog/21-proven-motivation-tactics/) In addition to that, Goal-setting theory is based on the proximity, difficulty and exactness of the attaining goal.  An ideal goal must be seen in the present situation through hard work, and determination to achieve the set of objectives   within the organization. Workers in an organization must be given motivation to keep them inspired to do their tasks.  And, the most effective way to do this is to raise the salaries of the employees, if applicable. But, at this time and age, raise of salary alone, is not adequate for the employees to stay in one company. In order to motivate them to give their loyalty, as well as their best effort to the company; they must be motivated through recognition, rewards and fringe benefits; along with the continuous education program for them to improve personally and professionally. (http://www.pickthebrain.com/blog/21-proven-motivation-tactics/) References: (http://en.wikipedia.org/wiki/Motivation) (http://en.wikipedia.org/wiki/Motivation) (http://www.pickthebrain.com/blog/21-proven-motivation-tactics/) (http://www.pickthebrain.com/blog/21-proven-motivation-tactics/)   Credit:ivythesis.typepad.com

Effect of Motivation on Employee Performance: Case Study of Hong Kong Organizations

How Would Motivation Affect the Performance of an Employee in an Organization In general, motivation is the driving force that ke...