Motivation As The Key To Performance Improvement Commerce Essay

indigence As The Key To Performance Improvement vocation Essay at that place is an old saying-you mess take a dollar bill to the water solely u foundation non force it to drink itll drink single if it is thirsty-so with people. They leave do what they want to do or otherwise prompt to do. Whether it is to excel on the deformshop floor or in the os tower they moldiness be prompt or directn to it, each by themselves or through external stimulus.Motivation is essential for each business to survive and succeed.Performance is considered to be a function of skill and penury, thusJob execution of instrument = f (ability)( enquire)Ability in free rein dep endings on education, experience and training and its improvement in a f entirely and long process. On the other hand, motivation can be ameliorate quickly. in that respect argon m any options and an uninitiated manager may non even know where to start. As a guideline, there be mostly seven strategies for motivationPo sitive reinforcement/high expectationsEffective crystalise and punishmentTr eating people fairlySatisfying employees removesSetting guide related purposesRestructuring jobsBase rewards on job performanceEssenti entirelyy, there is a gap between an individuals actual adduce and ab tabu desired deposit and the manager tries to stifle this gap. Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a specific g everyplacenment agency towards goals specifically stated by the motivator. Naturally, these goals as also the motivation system must conform to the corporate policy of the organization. The motivational system must be tailored to the situation and to the organisation. unalienable motivation comes from rewards inherent to a assign or activity itself the function of a puzzle or the fuck of playing.2 This form of motivation has been examine by fond and educational psychologists since the beforehand(predicate) 1970s. Research ha s found that it is usually associated with high educational extend toment and humpment by students. Intrinsic motivation has been explained by Fritz Heiders attri howeverion scheme, Banduras guide on self-efficacy, 3 and Ryan and Decis cognitive evaluation scheme. Students atomic number 18 likely to be inbuiltally sparkd if theyattri b arlye their educational numbers to internal factors that they can control (e.g. the amount of attempt they put in),believe they can be effective agents in ambit desired goals (i.e. the results be not determined by luck), atomic number 18 interest in mastering a topic, rather than just rote-learning to chance upon full(a) grades.Extrinsic motivation comes from outside of the performer. M geniusy is the most obvious spokes some unrivaled, but coercion and threat of punishment atomic number 18 also common outside motivations.While competing, the crowd may cheer on the performer, which may displace him or her to do well. Trophies are al so extrinsic incentives. Competition is in general extrinsic be cook it encourages the performer to win and beat others, not to do it the intrinsic rewards of the activity.Social psychological research has indicated that extrinsic rewards can die inviolable to overjustification and a subsequent reduction in intrinsic motivation. In virtuoso study demonstrating this effect, children who expected to be (and were) rewarded with a ribbon and a favourable star for drafting pictures spent less time playing with the drawing materials in subsequent observations than children who were assigned to an unexpected reward condition and to children who stock no extrinsic reward4These articles on motivation possibleness and reading squeeze on various theories regarding human nature in general and motivation in particular. Included are the articles on the practical aspects of motivation in the workplace and the research that has been undertaken in this field, notably by Douglas McGregor ( p ossibleness y), Frederick Herzberg ( two factor motivation hygiene possible action), Abraham Maslow (theory z, pecking order of essentials), Elton Mayo (Hawthorne experiments), Chris Argyris Rensis Likert and David McClelland (achievement motivation).The incentive theory of motivationA reward, tangible or intangible, is defended after the occurrence of an action (i.e. fashion) with the intent to work the behavior to occur again. This is done by associating prescribed meaning to the behavior. Studies try that if the person receives the reward immediately, the effect would be great, and decreases as duration lengthens. continual action-reward combination can cause the action to become habit. Motivation comes from two sources oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively.Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, musical composition hoping for B, and in the process, reap injurious effects that can jeopardize your goals.5A reinforcer is distinguishable from reward, in that reinforcement is intended to create a measured increase in the rate of a desirable behavior following the addition of something to the environment. generate-reduction theoriesThere are a number of drive theories. The Drive Reduction supposition grows out of the concept that we put on certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not fit (in this slickness by eating). Upon straight send on a drive the drives strength is reduced. The theory is base on diverse ideas from the theories of Freud to the ideas of feedback control systems, such as a thermostat.Drive theory has some intuitive or folk validity. For instance when preparing solid nutriment, the drive model appears to be compatible with sensations of rising hunger as the food is prepare d, and, after the food has been consumed, a decrease in subjective hunger. There are several occupations, however, that leave the validity of drive reduction unmortgaged for debate. The first problem is that it does not explain how secondary reinforcers reduce drive. For workout, silver satisfies no biological or psychological needs, but a wage check appears to reduce drive through second-order conditioning. Secondly, a drive, such as hunger, is viewed as having a desire to eat, making the drive a homuncular cosmos a feature criticized as simply moving the fundamental problem behind this small man and his desires.In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before they finished cooking it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive (by adding on other traits such as restraint), or adding additional drives for tasty food, which trustfulness with drives for food in order to explain cooking render it hard to test.edit Cognitive dissonance theorySuggested by Leon Festinger, this occurs when an individual experiences some stratum of discomfort resulting from an incompatibility between two cognitions. For example, a consumer may research to reassure himself regarding a purchase, feeling, in retrospect, that another decision may control been preferable.Another example of cognitive dissonance is when a belief and a behavior are in conflict. A person may proclivity to be healthy, believes smoking is bad for ones health, and yet continues to smoke.Need theoriesedit Need hierarchy theory principal(prenominal) article Maslows hierarchy of needsAbraham Maslows theory is one of the most widely discussed theories of motivation.The theory can be summarized as follows clement beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not.S ince needs are more(prenominal) than, they are arranged in order of grandness, from the canonical to the complex.The person advances to the next level of needs wholly after the lower level need is at least minimally satisfied.The further the progress up the hierarchy, the more individuality, humanness and psychological health a person lead show.The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as followsPhysiology (hunger, thirst, sleep, etc.)Safety/Security/Shelter/HealthBelongingness/Love/ companionshipSelf-esteem/Recognition/AchievementSelf actualizationedit Herzbergs two-factor theoryMain article Frederick HerzbergFrederick Herzbergs two-factor theory, AKA intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, they dont lead to dissatisfaction but no satisfaction.6The factors that touch off people can change over their lifetime, but respect for me as a person is one of th e top motivating factors at any stage of life.He distinguished betweenMotivators (e.g. challenging work, recognition, responsibility) which give positive satisfaction, andHygiene factors (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation.The name Hygiene factors is used because, like hygiene, the front line will not make you healthier, but absence can cause health deterioration.The theory is sometimes called the Motivator-Hygiene Theory and/or The Dual organize Theory.Herzbergs theory has found application in such occupational palm as information systems and in studies of user satisfaction (see Computer user satisfaction).edit Alderfers ERG theoryMain article Clayton AlderferClayton Alderfer, expanding on Maslows hierarchy of needs, created the ERG theory (existence, relatedness and growth). physiologic and safety, the lower order needs, are placed in the existence category, while love and self esteem n eeds are placed in the relatedness category. The growth category contains our self-actualization and self-esteem needs.edit Self-determination theorySelf-determination theory, genuine by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in madcap human behavior. Like Maslows hierarchical theory and others that built on it, SDT posits a natural tendency toward growth and development. Unlike these other theories, however, SDT does not embroil any sort of autopilot for achievement, but instead requires active rise from the environment. The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness. full(a) theoriesThe latest approach in Achievement Motivation is an integrative attitude as lined out in the Onion-Ring-Model of Achievement Motivation by Heinz Schuler, George C. Thornton III, Andreas Frintrup and Rose Mueller-Hanson. It is based on the premise that performance motivation results from the w ay broad components of personality are directed towards performance. As a result, it includes a range of dimensions that are relevant to success at work but which are not conventionally regarded as being part of performance motivation. Especially it integrates formerly separated approaches as Need for Achievement with e.g. hearty motives like Dominance. The Achievement Motivation Inventory (AMI) (Schuler, Thornton, Frintrup Mueller-Hanson, 2003) is based on this theory and assesses three factors (17 separated scales) relevant to vocational and professional success.edit Cognitive theoriesedit Goal-setting theoryGoal-setting theory is based on the notion that individuals sometimes have a drive to grasp a clearly defined end state. Often, this end state is a reward in itself. A goals efficiency is bear on by three features proximity, difficulty and specificity. An ideal goal should present a situation where the time between the initiation of behavior and the end state is be quiet. This explains why some children are more motivated to learn how to beat back a bike than mastering algebra. A goal should be moderate, not too hard or too easy to complete. In both cases, most people are not optimally motivated, as many want a challenge (which assumes some kind of insecurity of success). At the alike time people want to feel that there is a substantial probability that they will succeed. Specificity concerns the description of the goal in their class. The goal should be objectively defined and intelligible for the individual. A classic example of a poorly specified goal is to get the highest possible grade. more or less children have no idea how much effort they need to reach that goal.Models of behavior changeSocial-cognitive models of behavior change include the constructs of motivation and willing. Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is seen as a process that leads from intention to actual behavior. In other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts. several(prenominal) self-regulatory constructs are needed to operate in orchestration to attain goals. An example of such a motivational and volitional construct is perceived self-efficacy. Self-efficacy is sibylline to facilitate the forming of behavioral intentions, the development of action plans, and the initiation of action. It can fight back the translation of intentions into action.See alsoHealth Action Process attemptI-Change Modeledit Un advised motivationSome psychologists believe that a operative portion of human behavior is energized and directed by un certain motives. fit in to Maslow, Psychoanalysis has often demonstrated that the relationship between a conscious desire and the ultimate unconscious aim that underlies it need not be at all direct.9 In other words, stated motives do not always match those inferred by skilled obse rvers. For example, it is possible that a person can be accident-prone because he has an unconscious desire to have himself and not because he is careless or ignorant of the safety rules.citation needed Similarly, some overweight people are not hungry at all for food but for fighting and kissing. Eating is merely a en garde reaction to lack of attention.citation needed Some workers damage more equipment than others do because they hold up unconscious feelings of aggression toward authority figures.citation neededPsychotherapistswho? point out that some behavior is so automatic that the reasons for it are not available in the individuals conscious mind. Compulsive cigarette smoking is an example. Sometimes maintaining self-esteem is so valuable and the motive for an activity is so threatening that it is simply not recognised and, in fact, may be disguised or repressed. Rationalization, or explaining away, is one such disguise, or defense mechanism, as it is called. Another is pro jecting or attributing ones own faults to others. I feel I am to blame, becomes It is her fault she is selfish. Repression of the right way but socially unacceptable motives may result in outward behavior that is the opposite of the repressed tendencies. An example of this would be the employee who hates his boss but overworks himself on the job to show that he holds him in high regard.citation needed unconscious mind motives add to the hazards of interpreting human behavior and, to the extent that they are present, refine the life of the administrator. On the other hand, knowledge that unconscious motives exist can lead to a more careful assessment of behavioral problems. Although a few(prenominal) contemporary psychologists deny the existence of unconscious factors, manywho? do believe that these are activated only in times of anxiety and stress, and that in the ordinary course of events, human behavior from the subjects point of view is rationally purposeful.edit Intrinsic motivation and the 16 basic desires theoryStarting from studies involving more than 6,000 people, professor Steven Reiss has proposed a theory that find 16 basic desires that guide more or less all human behavior. 10 11The desires areAcceptance, the need for approvalCuriosity, the need to call upEating, the need for foodFamily, the need to raise childrenHonor, the need to be faithful to the traditional values of ones clan/ethnic groupIdealism, the need for social justiceIndependence, the need for individualityOrder, the need for organized, stable, predictable environmentsPhysical Activity, the need for exercisePower, the need for influence of willRomance, the need for sexSaving, the need to collectSocial Contact, the need for friends (peer relationships)Status, the need for social standing/importanceTranquility, the need to be safeVengeance, the need to strike backIn this model, people differ in these basic desires. These basic desires represent intrinsic desires that at one t ime motivate a persons behavior, and not aimed at indirectly satisfying other desires. People may also be motivated by non-basic desires, but in this case this does not relate to deep motivation, or only as a means to achieve other basic desires.edit Other theoriesReversal theoryMotivating operationTaylorFrederick Winslow Taylor (1856 1917) put forward the idea that workers are motivated mainly by pay. His Theory of scientific Management argued the followingWorkers do not naturally enjoy work and so need close supervision and controlTherefore managers should transformation down takings into a series of small tasksWorkers should then be given appropriate training and tools so they can work as efficiently as possible on one set task.Workers are then paid according to the number of items they produce in a set period of time- piece-rate pay.As a result workers are back up to work hard and maximise their productivity.Taylors methods were widely adopted as businesses proverb the bene fits of increased productivity levels and lower unit costs. The most notably promote was Henry Ford who used them to design the first ever production line, making Ford cars. This was the start of the era of mass production.Taylors approach has close links with the concept of an autocratic management style (managers take all the decisions and simply give orders to those below them) and Macgregors Theory X approach to workers (workers are viewed as lazy and wish to avoid responsibility).However workers soon came to disapproval Taylors approach as they were only given boring, repetitive tasks to carry out and were being treated little make better than human machines. Firms could also establish to lay off workers as productivity levels increased. This led to an increase in strikes and other forms of industrial action by dis-satisfied workers.MayoElton Mayo (1880 1949) believed that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work (something that Taylor ignored). He introduced the Human Relation School of thought, which centre on managers taking more of an interest in the workers, treating them as people who have worthwhile opinions and realising that workers enjoy interacting together.Mayo conducted a series of experiments at the Hawthorne factory of the Western voltaic Company in ChicagoHe isolated two groups of women workers and studied the effect on their productivity levels of changing factors such as luminosity and workings conditions.He expected to see productivity levels decline as lighting or other conditions became progressively worseWhat he truly discovered surprised him whatever the change in lighting or working conditions, the productivity levels of the workers improved or remained the same.From this Mayo concluded that workers are best motivated byBetter communication between managers and workers ( Hawthorne workers were consulted over the experiments and also had the op portunity to give feedback)Greater manager involvement in employees working lives ( Hawthorne workers responded to the increased level of attention they were receiving)Working in groups or teams. ( Hawthorne workers did not previously regularly work in teams)In practice therefore businesses should re-organise production to encourage greater use of team working and introduce personnel departments to encourage greater manager involvement in looking after employees interests. His theory most closely fits in with a paternalistic style of management.MaslowAbraham Maslow (1908 1970) along with Frederick Herzberg (1923-) introduced the Neo-Human Relations School in the 1950s, which focused on the psychological needs of employees. Maslow put forward a theory that there are five levels of human needs which employees need to have fulfilled at work.All of the needs are structured into a hierarchy (see below) and only once a lower level of need has been fully met, would a worker be motivated b y the opportunity of having the next need up in the hierarchy satisfied. For example a person who is dying of hunger will be motivated to achieve a basic wage in order to buy food before worrying about having a secure job cut back or the respect of others.A business should therefore offer disparate incentives to workers in order to help them fulfill each need in turn and progress up the hierarchy (see below). Managers should also recognise that workers are not all motivated in the same way and do not all move up the hierarchy at the same pace. They may therefore have to offer a slightly different set of incentives from worker to worker.HerzbergFrederick Herzberg (1923-) had close links with Maslow and believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder (Motivators). However there were also factors that would de-motivate an employee if not present but would not in themselves actually motivate employees to work harder (Hygienefactors)Motivators are more concerned with the actual job itself. For instance how raise the work is and how much opportunity it gives for extra responsibility, recognition and promotion. Hygiene factors are factors which pester the job rather than the job itself. For example a worker will only turn up to work if a business has provided a reasonable level of pay and safe working conditions but these factors will not make him work harder at his job once he is there. Importantly Herzberg viewed pay as a hygiene factor which is in direct contrast to Taylor who viewed pay, and piece-rate in particularHerzberg believed that businesses should motivate employees by adopting a democratic approach to management and by improving the nature and means of the actual job through certain methods. Some of the methods managers could use to achieve this areJob enlargement workers being given a greater variety of tasks to perform (n ot necessarily more challenging) which should make the work more interesting.Job enrichment involves workers being given a wider range of more complex, interesting and challenging tasks surrounding a complete unit of work. This should give a greater sense of achievement.Em officement means delegating more power to employees to make their own decisions over areas of their working life.(http//en.wikipedia.org/wiki/Motivation)(http//www.accel-team.com/motivation/index.html)(http//tutor2u.net/business/gcse/people_motivation_theories.htm)