Motivation at Work Place
Table of Contents:
1. Introduction
2. Theory of Motivation
2.1 Instrumental Theory of Motivation
2.2 Content Theory of Motivation
2.3 Process Theory of Motivation
3. Motivators and Demotivators in the Workplace
3.1 Motivators
3.2 Demotivators
4. Practical Recommendations
5. Conclusion
6. References
1. Introduction
Motivation, in a plain language, is what makes people do things, to provide with a motive to impel one to action. This paper discusses how to motivate employees at workplace to perform well. There are many reasons and methods to successfully motivate employees. Firstly and obviously, motivated employees are much more productive than employees who are not. Therefore Managers need to know about the factors that create motivation in order to be able to induce employees to work harder, more efficiently and with greater enthusiasm by knowing their employees’ needs.
The objective of this paper is to explore three theories of motivation, Instrumental (focusing on Scientific Management), Content (covering theories by Maslow, Herzberg and McClelland) and Process (Covering equity, expectancy and goal setting theories). It will also identify the advantages and their shortcomings. Secondly this paper will look at NMB bank case to identify motivators and demotivators in a workplace. Finally provide practical recommendation that will effectively address the demotivators in the workplace.
2. Theory of Motivation
Motivation studies have aimed to discover what triggers and sustain human behaviour at work. Motivation can be described as goal directed behaviour i.e. the will to work and achieve certain goals e.g. earn more money or achieve promotion. It can also be referred as external or internal factors/forces that influence an individual positively (Gibson et el, 2000).
Motivation Theories try to describe why people at work behave the way they do. The theories describe what organizations can do to encourage employees apply their
1. Introduction
2. Theory of Motivation
2.1 Instrumental Theory of Motivation
2.2 Content Theory of Motivation
2.3 Process Theory of Motivation
3. Motivators and Demotivators in the Workplace
3.1 Motivators
3.2 Demotivators
4. Practical Recommendations
5. Conclusion
6. References
1. Introduction
Motivation, in a plain language, is what makes people do things, to provide with a motive to impel one to action. This paper discusses how to motivate employees at workplace to perform well. There are many reasons and methods to successfully motivate employees. Firstly and obviously, motivated employees are much more productive than employees who are not. Therefore Managers need to know about the factors that create motivation in order to be able to induce employees to work harder, more efficiently and with greater enthusiasm by knowing their employees’ needs.
The objective of this paper is to explore three theories of motivation, Instrumental (focusing on Scientific Management), Content (covering theories by Maslow, Herzberg and McClelland) and Process (Covering equity, expectancy and goal setting theories). It will also identify the advantages and their shortcomings. Secondly this paper will look at NMB bank case to identify motivators and demotivators in a workplace. Finally provide practical recommendation that will effectively address the demotivators in the workplace.
2. Theory of Motivation
Motivation studies have aimed to discover what triggers and sustain human behaviour at work. Motivation can be described as goal directed behaviour i.e. the will to work and achieve certain goals e.g. earn more money or achieve promotion. It can also be referred as external or internal factors/forces that influence an individual positively (Gibson et el, 2000).
Motivation Theories try to describe why people at work behave the way they do. The theories describe what organizations can do to encourage employees apply their
References: i. Armstrong, M. (2008) A Handbook of Human Resources Management Practice, 10th Ed., Kogan Page Ltd, Philadelphia. ii. Gibson J. L., Invancevich J. M., &Donnelly J. H. (2000) Organizations: Behaviour, Structure & Processes, The McGraw-Hill Companies, Columbus. iii. Graham H.T. & Bennett R. (1998) Frameworks: Human Resources Management, Pearson Education Ltd