motivation

Examples of motivation in the following topics:

• The Importance of Motivation

  • Generally speaking, motivation is what energizes, maintains, and controls behavior.
  • There is no downside—i.e., the opportunity cost of motivating employees is essentially zero, assuming it does not require additional capital to coach managers to act as effective motivators.
  • There are four sources of motivation.
  • The three internal motives are needs, cognitions, and emotions.
  • The fourth source consists of external motives.

• Herzberg's Two-Factor Theory

  • According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse relationship.
  • This is to say that intrinsic motivators tend to inspire motivation when they are present, while extrinsic motivators tend to reduce motivation when they are absent.
  • Extrinsic motivators (e.g., salary, benefits) are expected and so will not increase motivation when they are in place, but they will cause dissatisfaction when they are missing.
  • Intrinsic motivators (e.g., challenging work), on the other hand, can be a source of additional motivation.
  • Analyze Frederick Herzberg's perspective on motivating employees through his Two-Factor Theory (also known as Motivation-Hygiene Theory)

• Managerial Perspectives on Motivation

  • Managers can employ motivational theory and reinforcement tools to motivate employees and increase efficiency.
  • Motivation is the psychological boost that helps people achieve high performance and reach goals.
  • Motivating employees is a primary managerial responsibility of management, as motivational management enables higher outputs and job satisfaction from employees.
  • While studies have produced a great deal of research on motivation, from the perspective of both management and psychology, a few psychological theories can be applied specifically to employee motivation.
  • Need-based theories of motivation focus on an employee's drive to satisfy needs by working.

• McClelland's Need Theory

  • David McClelland describes three central motivational paradigms: achievement, affiliation and power.
  • People who are strongly achievement-motivated are driven by the desire for mastery.
  • People who are strongly power-motivated are driven by the desire to influence, teach, or encourage others.
  • Rather, it asserts that all people are motivated by all of these needs in varying degrees and proportions.
  • Examine what McClelland's Need Theory proposes regarding motivating employees and fulfilling their needs

• Perspectives on Motivation

  • Motivation in the workplace is primarily concerned with improving employees' focus through the use of incentives.
  • From a managerial perspective, very few ideas are more important than the dynamics of motivation.
  • Theories of motivation are of course rooted in psychology.
  • At its most basic, motivation can be defined as the fulfillment of various human needs.
  • The most well-known example of a needs-oriented theory of motivation is Maslow's Hierarchy of Needs.

• The Importance of Performance Targets

  • Performance standards motivate employees and management to use their time efficiently by setting achievable objectives.
  • Three basic concepts are involved in communicating and achieving targets: key performance indicators, goal setting, and motivation.
  • Motivation elicits, controls, and sustains certain goal-directed behaviors.
  • There are a number of approaches to motivation: physiological, behavioral, cognitive, and social.
  • Motivated employees are also more quality oriented and more productive.

• Expectancy Theory

  • In organizational behavior, expectancy theory embraces Victor Vroom's definition of motivation.
  • In essence, the motivation behind chosen behavior is determined by the desirability of the expected outcome.
  • At the theory's core is the cognitive process of how an individual processes the different motivational elements.
  • V(O): Valence is the value individuals place on outcomes (O) based on their needs, goals, values, and sources of motivation.
  • Expectancy theory can help managers understand how individuals are motivated to choose among various behavioral alternatives.

• The Importance of Leverage

  • Management roles are defined by the capacity to motivate and leverage human capital in the organization to achieve efficiency in operations.
  • Management roles are defined by the capacity of the manager to motivate and leverage the human resources in the organization to achieve efficiency in operations.
  • Planning, organizing, and staffing are followed by the more interpersonal elements of management: directing, monitoring, and motivating the staff.
  • As a result, understanding motivational theories is at the heart of effectively managing employees.
  • Describe how general managerial functions gain leverage in the workplace and how this relates to motivation

• Key Behaviors of Transactional Leaders

  • They are extrinsic motivators who encourage success through the use of rewards and punishment.
  • Psychologist Abraham Maslow characterized people's motivating factors in terms of needs.
  • As such, transactional leaders' behavior appeals to only a portion of followers' motivating factors.
  • The rules for a sports team allow for little flexibility, and adherence to organizational norms is key; even so, effective coaches can motivate their team members to play and win, even at risk to themselves.
  • Identify the different behaviors attributed to transactional leaders and how they can motivate an organization

• Job Characteristics Theory

  • Pictured as a process flow, the characteristics and psychological states operate in continuous feedback loop that allows employees to continue to be motivated by thoroughly owning and understanding the work in which they are involved.
  • The five core job characteristics can be combined to form a motivating potential score for a job that can be used as an index of how likely a job is to affect an employee's attitudes and behaviors.
  • The Job Characteristics Theory uses this equation to estimate the overall motivation inherent in a job design based upon the five core characteristics.