People join and work in organization to satisfy their needs. They are fascinated to organizations that have the funds of rewarding their wants. These wealth are called “incentives (compensation, benefits)” (M. Maccoby, 9) of rewards; organizations use them to initiate people to contribute their efforts on the way to achieve organizational goals. The continued existence of an organization depends on its capability to attract and stimulate people to accomplish these individual and organizational goals.
Motivation is defined as a goal-directed behavior. It concerns the level of endeavor one exerts in pursuing a target. Managers are concerned with this concept because it is directly connected to employee satisfaction and job performance:
“The job of manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that’s easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines”. (http://www.accel-team.com/motivation/index.html) Worker motivation is a key concern of managers as well as psychologists because motivation is closely related to the success of an individual, an organization, and society. Motivating employees is becoming progressively more compound and complicated, as people become enhanced educated and economically more independent; the conventional means of motivation, such as official authority and monetary incentives, become less efficient. However, managers still have the responsibility of motivation their workers toward the attainment of organizational goals. To meet this responsibility, they should understand how and why people are motivated to work in organization and be equipped with a set of principles that can be applied to employee motivation. Why are some people better motivated than other? According to Paul J. Champagne and R. Bruce McAfee "Motivating Strategies for Performance and Productivity", there are two basic principles of motivation: "One basic principle of motivation is that everyone is different, and what motivates one person may not motivate another. A second is that people's preferences change over time and what motivates a given person today may not have the same effect in the future". (5) Employee motivation is difficult to understand because it involves a variety of individual and organizational factors. The individual factors include the following: needs that could be expressed as money, in term of existence:
"’Show me the money’ has become a commonly used term is society. There is not a person in the world that could not want more money. Money is a factor that never be ignored. Cash is a motivator that will always be popular". (article- effective ways to motivate employee) The next individual factor is a goals or mission, “Attitude and behavior”( )is an another personal factor:
“The second step is for manager to measure the pinpoint behavior. The measurement serves several important functions. They indicate the severity of the problems; they let the employees know exactly where they stand in relationship to company standards; and they provide a baseline against which future behavior can be judged”, And the last factor that I want to point out is ability: “Ability in turn depends on education, experience and training, and its improvement is a slow and long process”. The problem of managers is to reach the greatest results of productivity among workers by using a correct and individual selection of methods and theories of motivation. The motivational development in organizations can de described by a model that is composed of three parts: motivational inputs, motivational decision and motivational outcomes. The model identifies a set of motivational determinative, such as: employee needs, organizational stimulus, and palpable outcomes. 1. Employee needs. People have set of needs...