Motivation
Chapter – III
Background of the Study & Review of literature
3.1 Background of the study
Many researchers and authors have defined the concept of motivation. It has been defined as: * The psychological process that gives behavior purpose and direction (Kreitner, 1995) * A predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995) * An internal drive to satisfy an unsatisfied need (Higgins, 1994) * The will to achieve (Bedeian, 1993).
Motivation is defined as the inner force that drives individuals to accomplish personal and organisational goals. The job of a manager in the workplace is to get things done through others. A committed and motivated workforce is critical to maximising an organisation's full potential. Highly motivated employees frequently seek to work beyond the bounds of their specific work roles and functions in order to not only improve themselves, but also to achieve the objectives of the organization. Motivated employees can be considered vital to organizational survival in our rapidly changing workplaces and work world - they help organizations survive because they are more productive.
Individuals responsible for managing staff have a variety of key responsibilities. Included in these is the ability to inspire and motivate their staff, encourage these people to strive for excellence, to promote productivity, and to ensure the continuation of work outputs even during difficult times. Motivating others can be a very challenging task.
To be effective in this task, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager is responsible for, motivating employees can be the most complex. David Frederick (2001), a senior lecturer at London Guildhall University's Department of Management and Professional Development notes "Motivation is a topic that generates a lot of debate. Irrespective of
Background of the Study & Review of literature
3.1 Background of the study
Many researchers and authors have defined the concept of motivation. It has been defined as: * The psychological process that gives behavior purpose and direction (Kreitner, 1995) * A predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995) * An internal drive to satisfy an unsatisfied need (Higgins, 1994) * The will to achieve (Bedeian, 1993).
Motivation is defined as the inner force that drives individuals to accomplish personal and organisational goals. The job of a manager in the workplace is to get things done through others. A committed and motivated workforce is critical to maximising an organisation's full potential. Highly motivated employees frequently seek to work beyond the bounds of their specific work roles and functions in order to not only improve themselves, but also to achieve the objectives of the organization. Motivated employees can be considered vital to organizational survival in our rapidly changing workplaces and work world - they help organizations survive because they are more productive.
Individuals responsible for managing staff have a variety of key responsibilities. Included in these is the ability to inspire and motivate their staff, encourage these people to strive for excellence, to promote productivity, and to ensure the continuation of work outputs even during difficult times. Motivating others can be a very challenging task.
To be effective in this task, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager is responsible for, motivating employees can be the most complex. David Frederick (2001), a senior lecturer at London Guildhall University's Department of Management and Professional Development notes "Motivation is a topic that generates a lot of debate. Irrespective of