Motivation as a Manager
Content Page
Introduction 1
Interviewee #1 2
Interviewee #2 3
Interviewee #3 4
Analysis 6
Discussion 10
Recommendations 12
Conclusion 13
References 15
Introduction
In this ever-changing working environment, motivation is essentially important to achieve the objectives of organisations, which are mainly effectiveness and efficiency.
So, what exactly is motivation? Motivation refers to the psychological forces that determine a person’s behaviour, and can be divided into two aspects - intrinsic and extrinsic. Intrinsic motivation refers to motivation that is derived from one’s own sake, while extrinsic motivation is derived from behaviour that is affected by external forces, such as material rewards or to avoid punishment (Fang & Kant, 2011). Motivation has been defined by many as: the psychological process that gives behaviour purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian & Lindner, 1995). The simplest, perhaps, would be that motivation gets employees to work hard for the benefit of the organisation. (Sager, 1979)
There has been extensive research on the topic of motivation, which has spawned several theories by numerous authors. According to Maslow’s Hierarchy of Needs, employees have five levels of needs which are: physiological, safety, social, ego, and self-
Introduction 1
Interviewee #1 2
Interviewee #2 3
Interviewee #3 4
Analysis 6
Discussion 10
Recommendations 12
Conclusion 13
References 15
Introduction
In this ever-changing working environment, motivation is essentially important to achieve the objectives of organisations, which are mainly effectiveness and efficiency.
So, what exactly is motivation? Motivation refers to the psychological forces that determine a person’s behaviour, and can be divided into two aspects - intrinsic and extrinsic. Intrinsic motivation refers to motivation that is derived from one’s own sake, while extrinsic motivation is derived from behaviour that is affected by external forces, such as material rewards or to avoid punishment (Fang & Kant, 2011). Motivation has been defined by many as: the psychological process that gives behaviour purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian & Lindner, 1995). The simplest, perhaps, would be that motivation gets employees to work hard for the benefit of the organisation. (Sager, 1979)
There has been extensive research on the topic of motivation, which has spawned several theories by numerous authors. According to Maslow’s Hierarchy of Needs, employees have five levels of needs which are: physiological, safety, social, ego, and self-
References: Browaeys, M., & Price, R. (2008). Understanding Cross-Cultural Management. Pearson Sager, D Buford, J. A., Jr., Bedeian, A. G., & Lindner, J. R. (1995). Management in Extension (3rd ed.). Columbus, Ohio: Ohio State University Extension. Fang, Y., & Kant, K Frey, B. S., & Osterloh, M. (2001). Successful Management by Motivation - Balancing Intrinsic and Extrinsic Incentives. Swiss Association for Organization and Management Herzberg, F Latham, G. P., & Locke, E. A. (2006). Enhancing the Benefits and Overcoming the Pitfalls of Goal Setting. Organizational Dynamics, Volume 35, No. 4, pp. 332–340. Latham, G. P., & Mitchell, T. R. (1978). Importance of Participative Goal Setting and Anticipated Rewards on Goal Difficulty and Job Performance. Journal of Applied Psychology; Apr78, Vol. 63 Issue 2, p163-171 Lindner, J Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, July 1943. 370-396. Nohria, N., Groysberg, B., & Lee, E Zumas, G. (2012). Motivate Employees Through Better Communication. Retrieved from http://www.businessmanagementdaily.com/31404/motivate-employees-through-better-communication