Employee Motivation
TOPIC
TO WHAT EXTENT DOES THE LACK OF MOTIVATION CONTRIBUTE TO POOR PERFORMANCE LEVELS IN THE WORKPLACE?
Table of contents
INTRODUCTION 3
Background of the study 3
Research Question 3
Sub-Questions 4
Hypothesis 4
Purpose of Study 4
Deliminations 4
LITERATURE REVIEW 5
METHODOLOGY 6
Participants 6
Research Design 6
Apparatus/Instruments Used 6
Data Collection Procedure 7
Data Analysis 7
CONCLUSION 7
REFERENCES 8
INTRODUCTION
BACKGROUND OF THE STUDY
In many organizations, motivating employees was seen as a problem for managers. Motivation as defined by Graham and Bennett (1998), consists of all the drives, forces and influences – conscious or unconscious – that cause an employee to want to achieve certain aims. Employees who feel motivated to work are likely to be persistent and turn out high quality work that they willingly undertake. Additionally, the motivation theory also explains that people at work behave in the way they do in terms of their efforts and the directions they are taking. It also describes what organizations can do to encourage people to apply their efforts and abilities in ways that will further the achievement of the organization’s goals as well as satisfying their own needs.
On the contrary, unmotivated employees are likely to spend little or no effort in their jobs, thus, leading to low quality work, they even reach the extent of avoiding the workplace as much as possible. Some individuals when unmotivated also tend to go against the rules and regulations in an organization because of the dissatisfaction they feel. Each individual has different needs; they tend to establish different goals to satisfy those needs, however, management must recognize that every employee has different ways of becoming motivated.
PURPOSE STATEMENT
The purpose of this study is to identify
TO WHAT EXTENT DOES THE LACK OF MOTIVATION CONTRIBUTE TO POOR PERFORMANCE LEVELS IN THE WORKPLACE?
Table of contents
INTRODUCTION 3
Background of the study 3
Research Question 3
Sub-Questions 4
Hypothesis 4
Purpose of Study 4
Deliminations 4
LITERATURE REVIEW 5
METHODOLOGY 6
Participants 6
Research Design 6
Apparatus/Instruments Used 6
Data Collection Procedure 7
Data Analysis 7
CONCLUSION 7
REFERENCES 8
INTRODUCTION
BACKGROUND OF THE STUDY
In many organizations, motivating employees was seen as a problem for managers. Motivation as defined by Graham and Bennett (1998), consists of all the drives, forces and influences – conscious or unconscious – that cause an employee to want to achieve certain aims. Employees who feel motivated to work are likely to be persistent and turn out high quality work that they willingly undertake. Additionally, the motivation theory also explains that people at work behave in the way they do in terms of their efforts and the directions they are taking. It also describes what organizations can do to encourage people to apply their efforts and abilities in ways that will further the achievement of the organization’s goals as well as satisfying their own needs.
On the contrary, unmotivated employees are likely to spend little or no effort in their jobs, thus, leading to low quality work, they even reach the extent of avoiding the workplace as much as possible. Some individuals when unmotivated also tend to go against the rules and regulations in an organization because of the dissatisfaction they feel. Each individual has different needs; they tend to establish different goals to satisfy those needs, however, management must recognize that every employee has different ways of becoming motivated.
PURPOSE STATEMENT
The purpose of this study is to identify
References: 1. Armstrong, M.(2003). A Handbook of Human Resource Management Practice. 9th Edition. 2. Cole, G.A. (2004). Management Theory and practice. 6th Edition 3. Graham, H.T. & Bennett, R. (1998). Human Resources Management. 9th Edition. 4. http://www.internationaljournalssrg.org