References: George, J., Jones, G (2009) Essentials of Contemporary Management, 3rd Edition. New York: McGraw Hill
References: George, J., Jones, G (2009) Essentials of Contemporary Management, 3rd Edition. New York: McGraw Hill
Intrinsic and extrinsic motivations are the factors that are needed to motivate employees to put fourth their best effort so they can be great at what they do in the work place. Managers strive to achieve a job well done by their employees, they must help by making sure they provide the best qualities and work factors to motivate them to do the best they can. In order to be noticed by superiors so they might advance or be promoted within the organization with these motivations in place it’s easier for the employees to do their best. Both styles of motivation are designed to meet the needs of employees so they feel safe and productive in the work place. Intrinsic motivation meets needs that motivate one to grow personally, achieve goals, become responsible and be recognized for their work, extrinsic factors fit physiological, safety, and security needs. Extrinsic factors or hygiene factors can either supply the employee with a high level of satisfaction. The hygiene factors don’t motivate the employees to perform at a high level such as intrinsic motivators, but they do allow the worker to be happy with their job therefore staying dedicated to it.…
• Extrinsic Needs: satisfied externally from the environment (pay, promotion, recognition) vs. Intrinsic Needs: satisfied internally from self (develop, grow, do something challenging)…
What makes employees willing to “go the extra mile” to provide excellent service, market a company’s products effectively, or achieve the goals set for them? Answering questions like this is of utmost importance to understand and manage the work behavior of our peers, subordinates, and even supervisors. As with many questions involving human beings, the answers are anything but simple. Instead, there are several theories explaining the concept of motivation. Figure 14.3.…
The expectancy theory is a theory that suggests that the motivation of an individual to perform in a certain manner is dependent on how much the individual anticipates that the performance will be followed by a reward and on how much the said reward means to the individual. In other words, the individual’s motivation is measured by how much an individual wants a reward (Valence), the assessment of the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality). Where valance is the strength of the individual’s preference for a particular reward, Expectancy ca be described as the individual’s confidence in his ability and skill to produce the necessary level of performance and Instrumentality is the individual’s estimate of the chance that by producing the necessary level of performance, it’ll result in various work rewards. The expectancy theory concentrates on the following three relationships:…
Intrinsic motivation factors are needed to motivate employees to want to be great at what they do in order to be noticed by superiors so they might advance or be promoted within the organization.…
5. Waddell, D., Jones, G.R. and George, J.M. (2007), Contemporary management, 2nd edition, McGraw-Hill, North Ryde, N.S.W., Australia.…
Two Strategies have received widespread acclaim for their abihty to create a work situation that is capable of integrating individual and organizational objectives. The first strategy is based on the assumption that workers are motivated by intrinsic rewards, also known as job content variables or motivators, and is the approach taken by the proponents of job…
The second component is Instrumentality. If the employee believes that they will get a reward for meeting a certain level of performance they will have more motivation to meet those goals. It is also known as the performance-reward relationship. There are many different kinds of rewards that can be used such as promotion, recognition, and a pay increase. Trust is a very important factor in this component. If the employee does not trust their employers they will not believe any promises that the employers make. Control is another factor. When the employees feel like they have control over what kind of reward and why they should receive the reward they will be more motivated to meet the goals.…
Motivation is the process of arousing and sustaining goal-directed behavior. Motivation theories attempt to explain and predict observable behavior. Motivation theories may be classified as internal, process, or external theories. This is one of the most complex topics in organizational behavior because…
An employee’s motivation is according to Latham and Locke (2007, p. 291) affected by specific challenges and demands such as high goals. However, people automatically use the knowledge and skills they have…
Extrinsic motivational factors are external incentives, rewards, and/or punishments that come from outside the individual and the job itself. Some extrinsic motivators…
* Intrinsic – self generated factors (responsibility, freedom to act, scope to use and develop skills and abilities, interesting and challenging work, opportunities for advancement) – they have a deeper and longer-term effect…
Abraham Maslow argued that humans are motivated by five essential needs. He formed a pyramid demonstrating these needs which he called the 'hierarchy of needs'.…
However, there are new theories that are being adopted in today’s contemporary and modern workforce. Work motivation has been of interest for quit some time, and it was not until 1964 that Victor Vroom made the first attempt to formulate a theory called the Valance Expectancy Model. This widely accepted explanation of motivation is commonly known as expectancy theory. Expectancy theory states that an individual tends to act in a certain way on the basis of the expectation that the act will be followed by a given outcome and the attractiveness of that outcome to the individual. The theory argues that the strength of a tendency to act in a specific way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual to make this simple, expectancy theory says that an employee can be motivated to perform better when there is a belief that the better performance will lead to good performance appraisal and that this shall result…
This paper presents the findings with regards to the motivation levels of Officers in the Defence Sector under several parameters. The Indian Army serves as the ultimate instrument for maintaining the unity and the integrity of the nation in the face of external threats and internal unrest and disturbances. Teamwork breeds comradeship which, in turn, leads to pride in belonging to a team and fosters esprit de corps. Motivation thrives on a continuing sense of purpose and it is the job of the commander to instil this purpose. Skill in the techniques of leadership is the foremost quality in the art of command and contributes very largely to success at all levels of war. The basic structure and motivational ethos of the armed forces in general and the Indian Army in particular, has remained rooted in the colonial context. The entire basis of military motivation has been focused around the Izzat/ honour and martial…