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Search Bottom of FormGet Better Grades Today By Joining OPPapers.com and Accessing Over 325,000 Articles and Essays!get better grades Workplace Motivation And Productivity Home Page Social Science Philosophy Workplace Motivation And ProductivityWorkplace Motivation and ProductivityManagement today, tends to be obsessed with employee motivation toward increased motivation and productivity. Companies have adopted numerous motivation philosophies over the last few decades, and many find the same productivity issues exist post-implementation. Psychologists have discovered that productivity in the workplace can be affected positively or negatively with the utilization of various motivational theories available today, dependenton how they are introduced. This paper will analyze workplace motivation and productivity within Ontario Power Generation (OPG), and discusses the impact of two motivation theories, the self-actualization theory, and achievement motivation, on employees and managers within the workplace. Motivation and Productivity at OPGOntario Power Generation has its fair share of employee motivation and productivity concerns. The company has made many glorious attempts to improve productivity, including re-organizational Is this Essay helpful? Join OPPapers to read more and access more than 325,000 just like it!getbettergrades efforts, the implementation of extrinsic monetary rewards, and job redesign. The problems remain intact. They tried a recognition program and wellness programs in attempt to engage staff and coerce them towards increased production. Of course, when there is a culture of distrust and disrespect progress is not an easy task. Any effort that management made to implement change seemed to trigger employee resistance and reduce productivity.Employees are not resisting change, they truly want positive change, they yearn for change, growth, and a brighter outlook. What they are resisting is being forced to change. If employees do not understand the reasons for change, if they are not involved in the change and identify potential improvements to their own lives, and if they fail to realize that company success is dependenton its sustainability, they tend to resist the change efforts and failure occurs. There are many reasons for this failure, but the key problem is the current... Read Full Essay Already a Member? Login Now This essay and over 325,000 other essays are available now on OPPapers.com. Submitted by: rowerpony Date Submitted: 01/28/2007 05:41 PM Category: Philosophy Length: 5 pages (1,040 words) Views: 4459 Rank: 16721 Report this Essay Save Paper Related Essays Workplace Motivational... Workplace Motivation Workplace Motivation Paper Workplace Motivation Paper Workplace Motivation Paper Workplace Motivation Workplace Motivation Workplace Motivation Employee Ownership... Workplace Motivation Workplace Motivational Theory Workplace Motivation Workplace Motivation Workplace Motivation Workplace Motivation Paper Workplace Motivation Workplace Motivation Workplace Motivation Workplace Motivation Workplace Motivation Workplace Motivation Workplace Motivation Motivation In The Workplace Motivation In The Workplace Role Of Motivation At... Motivation In Workplace Motivation In The Workplace Employee Motivation: It's... Stress In The Workplace Motivation

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Motivation And Productivity Related To Job Satisfaction Essay, Research Paper Abstract The relationship between job satisfaction, motivation, and efficiency or productivity is very important in the business industry as well as in personal life. Long term research has found that the single greatest predictor of longevity is work satisfaction. Work is one third to one half of a persons lifetime, and if frustrated the mental and physical effects are very costly. Job characteristics including skill variety, task identity, and task significance lead to psychological conditions in which in turn leads to increased motivation, performance and job satisfaction. It is important to investigate this area in order to determine how much of an effect does overall job satisfaction, motivation and productivity have on each other. It is also important to research the relationship between job satisfaction because it can assist businesses in designing and manufacturing an environment to maximize productivity and efficiency while keeping their employees satisfied. Finally, it is significant to study because it can help people better understand what job will best suit them to be motivated and satisfied while making a difference in the productivity level. Job satisfaction is the met expectations or desires of a job. I t is a collective term of specific attitudes about work or job and it varies as a function of other non-work attitudes (age, health, etc.). Genetic research suggests that 30% to 40% of job satisfaction is inherited. Job satisfaction and life satisfaction are interrelated and influence each other. A gallup poll indicates that approximately 10% to 13% of workers are dissatisfied, while about 85% of workers are satisfied. Other surveys asking questions in a different manner suggests that more workers are dissatisfied. Job satisfaction varies with the type of occupation, for example, higher management means more satisfaction. Personal characteristics of workers also has an impact on job satisfaction. Job satisfaction increases age. Whites have greater job satisfaction than non-whites. The level of education is slightly negatively related to job satisfaction. If personal skills and abilities are not required by a job, job satisfaction decreases. When a person is more adjusted personally, they will be more satisfied with work. Most of all having a job with decent and fair wage may be the most important variable to job satisfaction. High job satisfaction is associated with low turnover and low absenteeism and with high commitment. Although the evidence is not conclusive, high job satisfaction is associated with high performance and prosocial behaviors. Motivation at work stimulates the interest of a person in an activity. Motivation at works is very complex because there are multiple motives operating at the same time. Goals motivate and guide workers behaviors. Specific goals are better than general goals and little difficulty is better than easy goals. The degree of expectancy determines how much effort is put forth, people will work hard if they expect the effort will pay off. Increased job enrichment which includes more control at work and a high number of tasks to perform leads to high motivation. Stress on the job reduces motivation and productivity. The specific needs to achieve and accomplish motivate people. Recognition and responsibility also help in motivating people to perform at their maximum ability. Productivity or efficiency is acting effectively with minimum waste or effort. An integration of leadership, work conditions, and climate factors have an effect on increased productivity. Environment of work space can facilitate performance. Physical conditions, psychological conditions, and temporal conditions at work effect efficiency. Overall job satisfaction and motivation work together to increase performance on the job. The Fisher (2000) study examined six different hypothesized relationships between work satisfaction and mood and emotions. The six hypotheses include the following: 1) Mood and positive and negative emotions while working will be significantly related to overall job satisfaction. 2) Mood and emotion measures will be more strongly related to the Faces scale of overall job satisfaction than the Job In- General Scale and the Facet-free Job Satisfaction Scale. 3) Satisfaction with the work itself will be the facet which is most strongly correlated with mood and emotions while working. Satisfaction with pay and promotion will be the facets least strongly related to mood and emotions while working. 4) Positive and negative emotion measures will each contribute unique variance to the prediction of overall job satisfaction. 5) Affect measures will contribute to the prediction of overall job satisfaction above and beyond the contribution of facet measures of satisfaction. 6) Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced, (Fisher, 2000). In the Fisher (2000) there were 125 employed adults from 65 different organizations to participate in the study. Each participant completed questionnaires to determine affective experiences at work. Experience sampling methodology was used to find around 50 reports of immediate mood and emotions over a two week period. The results from the Fisher (2000) study indicated that all the hypotheses were supported to a certain extent. Real time affect is correlated to overall satisfaction, but it is not the exact same as satisfaction. Moment to moment affect is more intensely correlated to a faces of measure of satisfaction than to more verbal measures of satisfaction. In the Fisher (2000) study, the results suggested that positive and negative emotions both have a profound effect in predicting overall satisfaction. In conclusion, affect while working is a missing piece of overall job attitude. The purpose of the Weiss, Nicholas, and Daus (1999) study was to investigate the different influences of episodic levels of pleasant mood at work. They examined the relationship between ones job and job satisfaction, and prediction of patterns of affective states over time. Weiss et al. predicted that reported mood would be highly associated to general job satisfaction and that individual differences in general happiness would be related to mood levels as well as changes in mood over time. Finally, it was expected that they could discover cycles in mood changes over time. Twenty-four male and female managerial workers were asked to complete a diary during work hours. The diary was to include a report of the workers mood state at four different times during the workday. The diaries were completed for 16 workdays. Mood was measured using a 24-item checklist called the Current Mood Report (CMR). The CMR was used to assess the dimensions of pleasantness and activation. At another time, the participants were asked to complete a measure of overall satisfaction using the Valence-Instrumentality-Expectancy (VIE) measure of beliefs about the job. Affect intensity was measured using the Affect Intensity Measure (AIM), a 40-item questionnaire designed to measure individual differences in affective responsivity. Dispositional happiness was measured using two brief self-report measures of general happiness. The results indicated that average levels of pleasant mood over the 16 workdays and VIE beliefs about the job made important and individual contributions to the prediction of overall job satisfaction. These contributions were over and above the contributions of dispositional happiness. Also, the results showed that independent differences in affective intensity predicted changes in reports of pleasantness and average activation levels. Finally, the results indicated that global job satisfaction judgments are a function of both episodic affective experiences and beliefs about the job. Overall, the hypotheses that Weiss et al. (1999) predicted were proven correctly. The Weiss et al. (1999) study was important to examine because it can help the business industry better understand employees mood and overall job satisfaction. This study was also important to businesses because it shows that two key components (episodic affective experiences and beliefs about the job) are integrated by employees to make a satisfaction judgment. These components can explain why an employee has made a specific evaluation on their job. The Weiss et al. study could have tested more participants in order to get more reliable results. Even though there is sizable literature on job satisfaction, more conceptual thinking and research in this area is needed. The Igalens and Roussel (1999) study tried to determine how the factors of total compensation might impact work motivation and job satisfaction. Two samples of employees were studied separately in order to recognize the unlike reactions between the two groups. The two groups of samples, French exempt employees and French nonexempt employees, were asked to complete a questionnaire. The word exempt means free from obligations imposed by others. The relationships between the factors of total compensation, work motivation and job satisfaction were investigated using a series of three scales and a structural equations model with Lisrell VII. Proposals were created to suggest the circumstances of compensation efficiency on work motivation and job satisfaction in the cultural structure of employment in France. The Igalens and Roussel (1999) study concluded that under specific stipulations, independent compensation of the exempt employees can be a determinant of work motivation. Also, flexible pay of nonexempt employees neither motivates nor increases job satisfaction. Finally, benefits of exempt employees neither motivate nor increase job satisfaction. The purpose of the Venkatesh and Speier (1999) study was to determine how a persons state of mind during technology training affected motivation, intentions, and the usage of the new technology. The researchers also examined if these feelings about technology training disappear or if they are held over time. The effect of mood on employee motivation and intentions when employing a specific computer technology was tested at two different periods of time: immediately after the training and 6 weeks after the training, using a repeated-measures field study. The Venkatesh and Speier (1999) study included 316 participants of which 104 were women and 212 were men. All the participants had previous experience using computers, but none of them had prior knowledge about or experience with the database training that occurred during this specific study. There were a total of five teams, in which each team was comprised of a lecturer and technical consultant who conducted each training session. Each employee of the midsize accounting firm (3 separate branches) was randomly assigned to one of three mood treatments: positive, negative, or control. The control was used to minimize any effects due to a specific training team. Twenty- five minute video clips were used to induce positive and negative moods, while a twenty-five minute waiting period was used to create a neutral mood in a manner consistent with prior research. There were a total of 227 usable responses in the mood intervention. Participants then engaged in the training program developed by the organizations technology management department. Extrinsic motivation, intrinsic motivation, and behavioral intention were all measured using validated scales containing a total of 9 items. The results suggested that there were only short term increases in intrinsic motivation and intention to use the technology among individuals in the positive mood intervention. Regardless, a long term decrease of intrinsic motivation and intention was observed among those in the negative mood condition. Regression analyses revealed the effect of intrinsic and extrinsic motivation on usage was fully mediated by behavioral intention, therefore providing support for the examination of behavioral intention as the key dependent variable. The Venkatesh and Speier (1999) study was important to investigate because the short and long term effects of employee mood (at the time of computer technology training) on the motivation and intention to use the specific technology is an overlooked topic. This study can help businesses understand employees moods and intentions. It was crucial that this study was researched over a period of time, so that it could examine employees substantially. Also, these findings have important theoretical and practical implications for employee training. Repetitive research should be done on this topic in order to grasp more knowledge and a better understanding on mood, training, and intentions. The Wall, Kemp, Jackson, and Clegg (1986) study tried to determine the long term consequences after implementing self-managing workgroups in a manufacturing environment. The purpose of the new form of organization, autonomous workgroups, was to have employees use self-control over the pace of work, distribution of tasks, organization of breaks, and collective participation in the recruitment and training of new members. Wall et al. (1986) intended to evaluate the effects of autonomous workgroups over a period of three years, beginning with the start up of production. The research was based on data collected from a total of 545 employees, of which 83 percent were women. The study was based on a quasi-experimental research design consisting of four conditions. These conditions included the main experimental group (all day shift employees), the second experimental group (all night shift employees), and two further nonequivalent control groups. The study had three measurement occasions which were after 6, 18, and 30 months of production. Information on employees, perceptions and attitudes were acquired by responses on questionnaires that were administered after each period of measurement. The results suggested that a significant and lasting effect on employees basic internal job satisfaction, a more brief effect on extrinsic job satisfaction, and no effect on work motivation, job performance, and mental health. At an organizational level, enhancements in efficiency were made possible through the removal of supervisory positions. Also, labor turnover increased. Overall, the Wall et al. (1986) study demonstrated that autonomous workgroups had specific rather than wide-ranging effects on employee attitudes and behaviors. The Wall et al. (1986) study was significant to investigate because it demonstrates the effects of work when the employees are in control. The study would help business supervisors increase their employees overall job satisfaction by allocating more control to their workers. More research should be done to indicate the positive and negative effects on autonomous workgroups. All of these studies relate to job satisfaction, motivation, and productivity. They demonstrate factors that might related to possible relationships between the variables. These studies can help provide useful information to businesses as well as employees in creating maximum productivity with high job satisfaction and motivation. Overall these studies were significant in examining the causes and effects of the three variables that were being investigated. In conclusion, the relationship between job satisfaction, motivation, and efficiency are influenced by each other. The effect that each variable can have on each other is significant. In order to help the entire business industry, it is crucial to understand the entire effects of job satisfaction, motivation , and efficiency. Further research should be done on this topic in order to understand the full relationship these factors have on each other. Bibliography Fisher, C.D. (2000). Mood and Emotions While Working: Missing Pieces of Job Satisfaction. Journal of Organizational Behavior, 21, 185-202. Weiss, H., & Nicholas, J., & Daus, C. (1999). An Examination of the Joint Effects of Affective Experiences and Job Beliefs on Job Satisfaction and Variations in Affective Experiences over Time. Organizational Behavior and Human Decision Processes, 78 (1), 1-24. Igalens, J., & Roussel, P. (1999). A Study of the Relationship Between Compensation Package, Work Motivation and Job Satisfaction. Journal of Organizational Behavior, 20, 1003-1025. Venkatesh, V., & Speier, C. (1999). Computer Technology Training in the Workplace: A Longitudinal Investigation of the Effect of Mood. Organizational Behavior and Human Decision Processes, 79 (1), 1-28. Wall, T., & Kemp, N., & Jackson, P., & Clegg, C. (1986). Outcomes of Autonomous Workgroups: A Long-Term Field Experiment. Academy of Management Journal, 29 (2), 280-304.

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"Motivation And Productivity Related To Job Satisfaction"

Job Satisfaction Essay Research Paper Are you Job Satisfaction Essay Research Paper Journal of Keys to Management Team Based Incentives Vs Individual Incentives Essay Morale In The Workplace Essay Research Paper Motivation Is Progression Essay Research Paper Motivation Labour productivity Productivity In The US Essay Research Paper Job Stress Essay Research Paper Over the Conflict Or Order Essay Research Paper Crystal Motivation Essay Research Paper Motivation explains why English Property Rights Vs French Peasant Farming Human resousce management Employee Motivation Essay Research Paper Employee MotivationIn

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Motivation Is Progression Essay Research Paper Motivation . 1

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Motivation Is Progression Essay, Research Paper Motivation Equals Progress Self interest is a driving force; it is motivation. Motivation leads to progression and without progression early man would never have gotten past learning about fire. There is no single purpose of self-interest, it is for the individual to decide, but it is my motivation to live and I am convinced that it raises the standards of life. All things naturally progress because they adapt. According to Darwin, the strong survive; that is, the members of a species best suited to their environment. Progress is a number of different things but it generally means a forward movement. In one of its forms it is characterized by events like the industrial revolution and scientific revolution. These events are considered progressive because they have helped man control the environment around him with greater ease and precision. Self-interest serves to better my life. It encompasses both hobbies and passions. Hobbies are relaxing and promote self-enjoyment. Therefore, I work hard and endure the days of unpleasant chores because I am motivated to participate in my hobbies like racing sailboats and driving cars. Bettering my life through self-enjoyment allows me to contribute in a more affective way to society. A person who has spent a weekend participating in their hobbies and passions will be much more relaxed than someone who has been working without any self-satisfaction. A relaxed person is a more productive person and productive people tend to give of themselves in society. Motivation towards self-enjoyment leads to an overall improvement in society. Without motivation would Einstein have had any reason to invent the theory of relativity? Self interest is the driving force behind invention and creativity. Most hobbies need capital to be participated in. The production of capital coincides with contributions of ideas and new products to society. The advantage of inventions and theories like the theory of relativity is that they provide the building blocks for machines and appliances. Such advancements contribute to society and allow our nation to adapt to the furtherance of the current times. All modern conveniences are products of progression; geniuses were motivated by their self interest, which is most likely exploring the unknown, to developing such items as the telephone, TV and car. Self-interest is not greed, but can however lead to such. Greed and corruption are the downfalls of self-interest and the market system. People whose motivation is to make money and nothing more have deranged priorities, in my opinion. These downfalls lead to homeless people and a world that is not perfect. The downfalls of the market system occur because people are obsessed and fascinated by power. Some people believe that money is power; to some extent this is true, but not entirely. There are people that take extreme measures to gain control of money and this leads to actions such as robbery and murder. Gambling addiction is a disease that has its foundation in the obsession of self-interest and money. The competition and sportsmanship in sports has been corrupted by greed and has lead to less than enthusiastic play by the athletes. The rainforests of the world have been chopped down because the greed of individuals to make money off it s resources. The rainforests of the world have also been saved by environmentalists who have a self-interest in helping society and preserving the environment. A person can have self-interest in community service and still be motivated to help others; helping others improves society as a whole. Self-interest doesn t have to be selfish or greedy. Choosing a job that gives you satisfaction and self-gratification is self-interest but it also promotes a greater place to live. There are internists that work only for their own self-promotion but there are also volunteers who work because it feels right in their heart. When I worked at Cold Spring Harbor lab I worked selfishly; I wanted something spectacular on my transcript. However when I worked in the Oncology wing of Huntington Hospital I did it because it felt good. I was giving back to society; by assisting the elders who had once looked out for me. My efficiency was consequently heightened at the Hospital as compared to the lab. It was because of my motivation which in turn lead to a better product or work ethic. Self-interest is why America was against communism and why captivated people fight for freedom. Freedom is the ability to participate in self-interest and that is why it is so preciously defended throughout the world. The problem with freedom is that without responsibility it can be dangerous and unjust. Freedom allows people to become individuals. Without freedom, individuals are nothing but numbers in a population. The purpose of self-interest is to allow individuals to shine and bring out what s best in them. Letting individuals be individuals is very important to the success of society and that is the purpose of self-interest. In communism the workers are deprived of pursuing their self-interests. Their jobs are given to them and they receive limited funds to pay for their endeavors. Competition among companies and co-workers ceases to exist because there is no possibility for promotion. Workers don t have motivation and without motivation they don t work as hard. This keeps society from reaching further progression. The standard of living in communist societies is lower and the technology they have to ease daily lives is not nearly as available as it is to us because their societies aren t as competitive. The incentive of individual self-interest produces competition. This competition results in the catering of goods that society wants, at the cost people are prepared to pay for. This happens because people are driven to do whatever society is willing to pay for. Some conservative people are against the progression of society. They defend the fact that things are good and need not be changed. Many religious people are against self-interest and change; the fact is that following religion is self-interest. Conservative people are people who aren t willing to take risks. They stick with what is proven and they progress very slowly, if at all. Religious people do not usually advocate self-interest but they don t realize that freedom is what allows them to take a part in their religion. Economics was started and is motivated by self-interest. Ancient society could function without economics, however, modern culture cannot. When social life was intertwined with work and religion it was possible to not participate extensively in self-interest but people were still motivated to work because it was a means of survival. Before more efficient forms of trade and transportation were developed, people in ancient society had to produce everything essential to their life within their own small living community. These people were motivated to work hard because if they didn t they wouldn t receive the essential requirements to live like shelter and food. In today s world where social and business life are separate it isn t possible to not have self-interest. Instead of working just to survive, people work for capital to help fund self interests, like vacations and hobbies. There isn t the same motivation in work because it isn t for a means of survival; people feel that they can take risks because they can always fall back on financial aid or well fair. The purpose of self-interest is progression of one s self and society. The process towards self-interest is driven by motivation. It is the motivation of self-satisfaction that drives people to be passionate about items and activities. A person is an individual because what they choose to be interested in molds their personality. There would be nothing unique about people if it wasn t for self-interest; our society would be a very dull place. Self-interest drives motivation, which equates to the progression of our world.

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"Motivation Is Progression Essay Research Paper Motivation"

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Article byKristina (58,630 pts ) Edited & published by Linda Richter (33,683 pts ) on Aug 19, 2010Soar in high performance ratings through a proper reward system. It is one perfect motivational tool for productivity. Bear in mind, motivation increases productivity!Ads by GoogleEmployee Motivation Prog RewardPort.inMotivate Employees By Reward Progs Customized End-To-End Solutions. Business Execution www.SuccessFactors.com/executionBusiness Execution Software Links Your Strategy To Success. Learn how Work Measurement Systems www.tectime.comTime study and Sampling systems Setting Standards for 25 years Motivation Increases ProductivityPeople are one of the most important assets in business. They have unlimited potential to contribute in the achievement of objectives. Their aggregate productivity propels the operations of the company. It dictates the overall performance, which creates an attractive corporate culture.The value of human resource productivity is a managerial concern. Employee motivation is the classic response on this matter. This has been utilized for ages by many different entities, small- and large-scale businesses alike. It fosters mutual growth in an employer-employee relationship. Indeed, motivation increases productivity.The Interrelationship between Motivation and ProductivityMotivation and productivity are twin concepts in organizational development. First, motivation works as the means toward attaining productivity as an end. Another point: Motivation is the best cause to reach productivity as a favorable effect. Lastly, motivation is the stimulus to trigger productivity as a response. All these are concrete connections between the two factors.People need motivation just as pieces of equipment need fuel and operators. This is highly demanded to ensure that they are always at their optimum working condition. In turn, this will absolutely lead to optimum productivity.Extrinsic and Intrinsic MotivationThere are basically two ways to motivate a person. One is through material satisfaction, by providing tangible rewards. Another is through nonmaterial satisfaction by providing intangible rewards. A balanced mix of motivational tools is significant to serve its purpose. That is to satisfy the idea that motivation increases productivity.Extrinsic motivation is commonly practiced by most organizations to boost performance. It involves the provision of an attractive compensation and benefits package. This includes salary, health and personal insurance, and bonuses. There are also performance credits given in the form of a quarterly bonus, performance bonuses, gift checks, paid vacation, etc.Intrinsic motivation is simple and practical. It is an advisable practice to bring out the best in every employee. It can be done through providing effective systems for promotion, training and development, and recognition. The act of praising employees for a job well done is one way to do so. These are priceless tools to motivate them because employees are more motivated if what they are doing interests them. This is much more beneficial if the task delegated to the employee coincides with his interests.Quantitative and Qualitative ProductivityStandards are set to align performance. They comprise objectives against which actual output is compared. There are two prominent performance measures. These are quantitative and qualitative evaluation methods. Both measures are inimical to the assessment procedures. As motivation increases productivity, the latter should be gauged accordingly.Quantitative measure is done with the aid of statistical and numerical tools. These entail some calculations to arrive at a rate or percentage. The results are then interpreted as either acceptable or not acceptable. Favorable performance is either at par or above par. Unfavourable performance is obviously below par. This is likely reliable, being objective in nature.Qualitative measure is done through testimonials. There are many sources to consider such as customers, co-workers, and the immediate head. Their statements are relevant to the expected functions of the employees found at the job description and specification. This is subjective in nature; careful scrutiny is advised.No doubt, motivation increases productivity. It is but critical to upkeep consistency in the provision of extrinsic and intrinsic rewards for consistent performance.ReferencesSunken, Sandra. Motivating your employees can increase productivity. Ventura County Star, 04/20/2008, at http://www.vcstar.com/news/2008/apr/20/motivating-your-employees-can-increase/Posti, Chris. Motivating your employees for higher productivity. O&P Edge, November 2005, at http://www.oandp.com/articles/2005-11_01.aspImage Credit: FreeDigitalPhotos.net (Digital illustration of 3D Render Business Graph with dollar) by JscreationzsNext Article > Tell a friendShareFlag this articleWe Also Recommend... The Art of Effective Goal Setting How Weather Affects Work Productivity Most Popular Personal Productivity Software Home Worker's Guide to Personal Productivity How to Build a Successful Home-Based Business Bottom of Form

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Theories of Motivation

Theories of Motivation (Part - 3 of Motivation - Ken Shah & Prof. Param J. Shah)[TYPES OF MOTIVATION (Part - 2)Theories of Motivation (Part - 3)BEING A MOTIVATING MANAGER (Part - 4) ]

1) Contribution of Robert Owen :Though Owen is considered to be paternalistic in his view, his contribution is of a considerable significance in the theories of Motivation. During the early years of the nineteenth century, Owens textile mill at New Lanark in Scotland was the scene of some novel ways of treating people. His view was that people were similar to machines. A machine that is looked after properly, cared for and maintained well, performs efficiently, reliably and lastingly, similarly people are likely to be more efficient if they are taken care of. Robert Owen practiced what he preached and introduced such things as employee housing and company shop. His ideas on this and other matters were considered to be too revolutionary for that time.2) Jeremy Benthams The Carrot and the Stick Approach :Possibly the essence of the traditional view of people at work can be best appreciated by a brief look at the work of this English philosopher, whose ideas were also developed in the early years of the Industrial Revolution, around 1800. Benthams view was that all people are self-interested and are motivated by the desire to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant. This view - the carrot and stick approach - was built into the philosophies of the age and is still to be found, especially in the older, more traditional sectors of industry.The various leading theories of motivation and motivators seldom make reference to the carrot and the stick. This metaphor relates, of course, to the use of rewards and penalties in order to induce desired behavior. It comes from the old story that to make a donkey move, one must put a carrot in front of him or dab him with a stick from behind. Despite all the research on the theories of motivation, reward and punishment are still considered strong motivators. For centuries, however, they were too often thought of as the only forces that could motivate people.At the same time, in all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of pay or bonuses. Even though money is not the only motivating force, it has been and will continue to be an important one. The trouble with the money carrot approach is that too often everyone gets a carrot, regardless of performance through such practices as salary increase and promotion by seniority, automatic merit increases, and executive bonuses not based on individual manager performance. It is as simple as this : If a person put a donkey in a pen full of carrots and then stood outside with a carrot, would the donkey be encouraged to come out of the pen ?The stick, in the form of fearfear of loss of job, loss of income, reduction of bonus, demotion, or some other penaltyhas been and continues to be a strong motivator. Yet it is admittedly not the best kind. It often gives rise to defensive or retaliatory behavior, such as union organization, poor-quality work, executive indifference, failure of a manager to take any risks in decision making or even dishonesty. But fear of penalty cannot be overlooked. Whether managers are first-level supervisors or chief executives, the power of their position to give or with hold rewards or impose penalties of various kinds gives them an ability to control, to a very great extent, the economic and social well-being of their subordinates.3) Abraham Maslows Need Hierarchy Theory : One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator.As per his theory this needs are :(i) Physiological needs :These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work.(ii) Security or Safety needs :These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm.(iii) Social needs :Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship.(iv) Esteem needs :According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention.(v) Need for self-actualization : Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming, it includes growth, achieving ones potential and self-fulfillment. It is to maximize ones potential and to accomplish something.

As each of these needs are substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level.Maslows need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding. However, research does not validate these theory. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it.TOP4) Theory X and Theory Y of Douglas McGregor :McGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a managers view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions.Under the assumptions of theory X : Employees inherently do not like work and whenever possible, will attempt to avoid it. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work fill formal directions are issued. Most workers place a greater importance on security over all other factors and display little ambition. In contrast under the assumptions of theory Y : Physical and mental effort at work is as natural as rest or play. People do exercise self-control and self-direction and if they are committed to those goals. Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. That the way the things are organized, the average human beings brainpower is only partly used. On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization.However, this theory has been criticized widely for generalization of work and human behavior.5) Contribution of Rensis Likert :Likert developed a refined classification, breaking down organizations into four management systems.1st System Primitive authoritarian2nd System Benevolent authoritarian3rd System Consultative 4th System ParticipativeAs per the opinion of Likert, the 4th system is the best, not only for profit organizations, but also for non-profit firms.6) Frederick Herzbergs motivation-hygiene theory :Frederick has tried to modify Maslows need Hierarchy theory. His theory is also known as two-factor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question : What do people want from their jobs ? He asked people to describe in detail, such situations when they felt exceptionally good or exceptionally bad. From the responses that he received, he concluded that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the organization is natural and the presence of the same does not lead to motivation. However, their nonpresence leads to demotivation. In similar manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact.

Examples of Hygiene factors are :Security, status, relationship with subordinates, personal life, salary, work conditions, relationship with supervisor and company policy and administration.Examples of Motivational factors are :Growth prospectus job advancement, responsibility, challenges, recognition and achievements.TOP7) Contributions of Elton Mayo :The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted behavioral experiments at the Hawthorne Works of the American Western Electric Company in Chicago. He made some illumination experiments, introduced breaks in between the work performance and also introduced refreshments during the pauses. On the basis of this he drew the conclusions that motivation was a very complex subject. It was not only about pay, work condition and morale but also included psychological and social factors. Although this research has been criticized from many angles, the central conclusions drawn were : People are motivated by more than pay and conditions. The need for recognition and a sense of belonging are very important. Attitudes towards work are strongly influenced by the group. 8) Vrooms Valence x Expectancy theory :The most widely accepted explanations of motivation has been propounded by Victor Vroom. His theory is commonly known as expectancy theory. 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 their is a belief that the better performance will lead to good performance appraisal and that this shall result into realization of personal goal in form of some reward. Therefore an employee is :Motivation = Valence x Expectancy. The theory focuses on three things : Efforts and performance relationship Performance and reward relationship Rewards and personal goal relationship This leads us to a conclusion that :

9) The Porter and Lawler Model :Lyman W. Porter and Edward E. Lawler developed a more complete version of motivation depending upon expectancy theory.

Actual performance in a job is primarily determined by the effort spent. But it is also affected by the persons ability to do the job and also by individuals perception of what the required task is. So performance is the responsible factor that leads to intrinsic as well as extrinsic rewards. These rewards, along with the equity of individual leads to satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward.10) Clayton Alderfers ERG Theory :Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named ERG i.e. Existence Relatedness Growth. According to him there are 3 groups of core needs as mentioned above. The existence group is concerned mainly with providing basic material existence. The second group is the individuals need to maintain interpersonal relationship with other members in the group. The final group is the intrinsic desire to grow and develop personally. The major conclusions of this theory are :1. In an individual, more than one need may be operative at the same time. 2. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies. 3. It also contains the frustration-regression dimension. 11) McClellands Theory of Needs :David McClelland has developed a theory on three types of motivating needs :1. Need for Power 2. Need for Affiliation 3. Need for Achievement Basically people for high need for power are inclined towards influence and control. They like to be at the center and are good orators. They are demanding in nature, forceful in manners and ambitious in life. They can be motivated to perform if they are given key positions or power positions.In the second category are the people who are social in nature. They try to affiliate themselves with individuals and groups. They are driven by love and faith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation.People in the third area are driven by the challenge of success and the fear of failure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see atleast some chances of success.McClelland observed that with the advancement in hierarchy the need for power and achievement increased rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by this drives.12 ) Equity Theory : As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly :

If people feel that they are not equally rewarded they either reduce the quantity or quality of work or migrate to some other organization. However, if people perceive that they are rewarded higher, they may be motivated to work harder.13) Reinforcement Theory :B.F. Skinner, who propounded the reinforcement theory, holds that by designing the environment properly, individuals can be motivated. Instead of considering internal factors like impressions, feelings, attitudes and other cognitive behavior, individuals are directed by what happens in the environment external to them. Skinner states that work environment should be made suitable to the individuals and that punishments actually leads to frustration and de-motivation. Hence, the only way to motivate is to keep on making positive changes in the external environment of the organization.14) Goal Setting Theory of Edwin Locke :Instead of giving vague tasks to people, specific and pronounced objectives, help in achieving them faster. As the clearity is high, a goal orientation also avoids any misunderstandings in the work of the employees. The goal setting theory states that when the goals to be achieved are set at a higher standard than in that case employees are motivated to perform better and put in maximum effort. It revolves around the concept of Self-efficacy i.e. individuals belief that he or she is capable of performing a hard task.15) Cognitive Evaluation Theory : As per these theory a shift from external rewards to internal rewards results into motivation. It believes that even after the stoppage of external stimulus, internal stimulus survives. It relates to the pay structure in the organization. Instead of treating external factors like pay, incentives, promotion etc and internal factors like interests, drives, responsibility etc, separately, they should be treated as contemporary to each other. The cognition is to be such that even when external motivators are not there the internal motivation continues. However, practically extrinsic rewards are given much more weightage.TASK TO BE PERFORMED :DEBATE :LIST 10 STRONG POINTS OF YOUR PERSONALITY LIST 10 NEGATIVE POINTS OF YOUR PERSONALITY ARE THIS 20 POINTS DEBATABLE ?TRY CHANGE THE NEGATIVE TO POSITIVE

Ask yourself :1. What sort of manager would you like to be managed by ? 2. Are you that sort of person ? This are two basic questions conducive to a healthy management style.

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The research caters to motivation and productivity among nurses in Oman, as research focus on two keywords motivation and productivity as it indicate such relationship of the latter, covering in motivation and productivity among nurses. The need to understand the impact of nursing care on nurses work motivation and productivity, survey based questionnaires will be sent to some healthcare institutions in Oman in order to take in nursing based programs.

1. What is motivation? How this applies to nurses? For instance, nurses motivation to care. What is productivity? How this applies to nurses? For instance, nurses productive labeling to care

2. How effective is motivation and productivity among nurses? What literature tells of the latter? Discuss

3. How is motivation and productivity related? What are some of its known relationships in the context of nursing care?

4. How is motivation and productivity among nurses being measured? Are there any impeding issues pointing to professional care within nursing pathways? In what ways?

5. What are several motivation strategies as well as productive strategies that nurses apply? Elaborate briefly

H1: There is positive relationship between motivation and productivity among nurses motivation and productivity

H2: There is negative relationship between motivation and productivity among nurses motivation and productivity

Sample Literature

The implementation of nursing motivation and productivity labeling as noted by interaction with health oriented forces and will require innovative sets from health care systems (Burke and Litwin, 1992). Several strategies might involve creating flexible motivation and productive capabilities within nursing management framework. The basic idea behind strategic domains is to provide clear focus and to help establish the gaps in nursing care performance and concern opportunity for care management (Felkins et al.,1993). For instance, Herzbergs (1968), theory assume employee benefit program as necessary and with sufficient working condition among nurses and will affect on motivation and productivity. Thus, motivation can be analysed from absence rate, leave rate, quit rate, work speed and so on and so forth. Productivity can be analysed from quality and quantity of products. The quality indices include faults and returns; the quantity indices include completion time and the production factor depending on individual properties of nurses, who is the medium essential for nursing care, stimulate the health care team to enhance motivation and productivity to care. The degree of reward influences the quality and quantity of work thus, turning in productivity and important to explore how to give stimulus in order to promote motivation and productivity among nurses.

Motivation

Motivation research has history of considering employee motives and needs (McClelland and Franz, 1992) as majority of work on motives and need falls into the examination of the job attributes that motivate individuals, research that examines need for achievement. Motivation has been described as "one of pivotal concerns of modern organizational research" (Baron, 1991, p. 1). Pinder (1998) describes work motivation as set of internal and external forces that initiate work related behavior, determination of form, direction, intensity as well as duration. Nurse motivation can be at middle range concept that deals with patient care events and phenomena related to health care team comprising of effective work context.

Productivity

Productivity growth determines living standards and the wealth of nations as because the amount nation can consume is ultimately closely tied to what it produces. By the same token, the success of nursing care depends on nurses' ability to deliver more real value care for patients without using extensive labor inputs. Productivity is simple concept pressing in an amount of output produced per unit of nursing care input. In particular, professional care delivery produced by nursing care team on the value created for patients as the value depends increasingly on care quality, convenience, also other competencies.

Methodology Overview

A total of 50 nurses working in at least 5 healthcare institutions in Oman will serve as research participants of the study. This will be in statement like questions pertaining to a five point scale system calculation and interpretation integrating in percentage frequencies of statement responses such as for example, additional payment scheme routes, nursing profession education and training, individual/ family vacations, paid leaves, housing and commuting benefits and flexible working time. Nurses have major role in providing quality care to patients as nurses no longer feel that nurses' work is valued and they are concerned about their productivity. Nurses' views about productivity and motivation factors affecting it have been identified as the most important aspects affecting productivity. Thus, study will assess productivity from nurse's viewpoints, grounded theory approach will be used in research and qualitative nature of motivation, productivity is very important for example, it can be that nursing management could be a factor that promote or impede nurses' productivity influencing in motivation to care. The effective management can improve nurses' productivity and motivation of care that nurses provide thus, drawing comparisons to other studies and suggesting implications for improving nurse supervision, performance and outcomes. Nursing profession could consider several recommendations to improve motivation and productivity like, providing adequate flexile work hours, improving health care system planning and scheduling of nursing workplace, improving nurse communications within other nurses and healthcare groups. The examining of relationships of motivation and productivity in nursing work group of health departments in Oman, to focus on level of communication flow, decision-making practices, motivational conditions, quality of group interactions. The relationships of motivation to productivity across series of nursing services will be evaluated along with implications of findings for strategies to improve the functioning of nursing work groups.

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Home About Romilla Solutions Relationship Wizardry Relationship Wizardry Relationship Wizardry for Business Master your mindset - Take charge of your thoughts and get the results you want Beyond Distress - Use stress to your advantage Motivation for Productivity Going for Goal - Set and achieve compelling goals Verbal Personality Profiling - Discover someones personality just by talking Find Your Personal Power Professional Speaking Master Your Mindset Beyond Distress You Speak Bad French Very Well Workshops News Books Articles Testimonials Sitemap Contact RomillaMaster your mindset - Take charge of your thoughts and get the results you wantBeyond Distress - Use stress to your advantageMotivation for ProductivityGoing for Goal - Set and achieve compelling goalsVerbal Personality Profiling - Discover someones personality just by talkingFind Your Personal PowerTestimonials Martin RoweHaving worked with Romilla I can absolutely say that she is the absolute expert in helping you find your focus. Applying her work has helped me grow a successful professional practice and enhanced my personal life as I now count my blessings every day...Christine Clacey MD Talent4BusinessRomilla is one of those incredibly genuine and special people who instantly feels like a friend when you meet her. She kindly agreed to be a speaker for an Ecademy meeting that I was running, and shared her extensive knowledge of stress...More Contact Romilla

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0845 644 47 59 +44 118 954 77 44

Send Romilla an emailMotivation for ProductivityHomeSolutionsRelationship Wizardry for BusinessMotivation for ProductivityDiscovering the Hidden Meaning Behind what Motivates youorHow to get Passionate about what you do

(Who should attend?)This is the programme for you if you:-

Keep attracting things and people you dont want Have trouble relating to colleagues and clients Cant find the right people to hire Are apathetic and passionless about what you do Are unaware of peoples hidden drivers Have lost your motivation Dont know how to motivate other people Cant maintain professional relationships

(What you will learn?)For you to find out how to improve your bottom line by come on this transformational one day workshop and learn to:-

Uncover motivational hot buttons Use the hot buttons to motivate yourself and the people around you Get people passionate about working with you Design compelling goals Align thoughts, feelings and actions to make your goals easy to achieve Motivate people to buy from you, making the need to sell redundant Have clarity of vision by knowing what you truly want To use language for influence

(How is it structured?)This is definitely not a day for someone looking for a jolly away from work. You will have to be prepared to be stretched and work hard. There is a lot of material which will be covered, both in short lectures and in group exercises. You also need to accept that you will change as a result of what you learn and even if youre not totally comfortable with that now, understand that this will increase your choices in the way you run your life. Jim was in a highly paid software development role and had a very busy social life and brilliant prospects. Things came to a head when Jim began to have headaches, couldnt face work, felt tired and listless and was diagnosed with ME.

Jim decided to find himself.

It took him a couple of years but he discovered that he was in the wrong job being a techie. Fortunately, Jim was lucky in having a manager who was able to coach and guide Jim into a job that was in line with what Jim wanted to do more people focused work.

It was a win/win for Jim, who loves his job as a software trainer and for the company who retained a valued member of staff. Jim doesnt have the money or responsibilities he used to have but as these were not motivating factors in his life he is unaffected by their absence.

Strangely enough, he is full of energy, highly motivated and feels very healthy.By the end of the programme you will know how to:- Attract and keep people who and the things which will enrich your life Relate to colleagues and clients Find the right people to work in your organisation Find your passion Understand peoples hidden drivers Motivate yourself Motivate other people Have thriving professional relationshipsCopyright 2010 Ready Solutions Ltd., all rights reserved.

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