Management Motivation
Taking into account all the many “Work Motivation Theories” that you have learned, read and analyzed, state how some of the leading theories and studies have contributed to the objective of “Sustainable Personnel Output” for organizations to realize profitability and growth.
To discuss motivation in this paper, it is essential that we establish a straightforward definition for what we wish to analyze. I will use Stephen Robbins’ definition of motivation in his book “Organizational Behavior” (2001, p. 155) “[…] the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal”. Thus, Robin uses intensity as something concerned with “how hard a person tries” and direction implies energy “towards attaining the organizational goals.“ Finally, persistence refers to “how long a person can maintain his or her effort”.
Previous to the emergence of work motivation theories, employees were considered simply another input into the production of goods and services. However, upon the realization that employees are not motivated solely by money and the realization that firm survival is entirely dependant upon levels of employee motivation, managers began to think like psychologists. Because, motivated employees help organizations not only to survive AND thrive, but to be prosperous, they are absolutely required in our rapidly changing workplaces. To be entirely effective, managers need to be aware of what motivates employees within the context of the roles they perform. Of all the functions a manager or leader performs, ironically, motivating employees is arguably the most complex! This is due to the fact that what motivates individual employees changes constantly and may even differ from person to person. What motivates employees today, may not work tomorrow. Also, as employee needs become fulfilled, they are no longer useful as motivators. However, it IS so important to apply motivation theories to maintain employee
To discuss motivation in this paper, it is essential that we establish a straightforward definition for what we wish to analyze. I will use Stephen Robbins’ definition of motivation in his book “Organizational Behavior” (2001, p. 155) “[…] the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal”. Thus, Robin uses intensity as something concerned with “how hard a person tries” and direction implies energy “towards attaining the organizational goals.“ Finally, persistence refers to “how long a person can maintain his or her effort”.
Previous to the emergence of work motivation theories, employees were considered simply another input into the production of goods and services. However, upon the realization that employees are not motivated solely by money and the realization that firm survival is entirely dependant upon levels of employee motivation, managers began to think like psychologists. Because, motivated employees help organizations not only to survive AND thrive, but to be prosperous, they are absolutely required in our rapidly changing workplaces. To be entirely effective, managers need to be aware of what motivates employees within the context of the roles they perform. Of all the functions a manager or leader performs, ironically, motivating employees is arguably the most complex! This is due to the fact that what motivates individual employees changes constantly and may even differ from person to person. What motivates employees today, may not work tomorrow. Also, as employee needs become fulfilled, they are no longer useful as motivators. However, it IS so important to apply motivation theories to maintain employee