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The effect of motivation on employee performance
The effect of motivation on employee performance
Motivation theory for employees in practice
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MGMT 3720
Gonzalez, Jose
Assignment # 3
Work Motivation
In the case study titled Magic Eye Inc., the issue of concern is that the vice-president of the company believes that the individual programmers are receiving great salaries, work conditions, and benefits. But for some unknown reason seem to lack the motivation to perform at their full potential to improve the companies overall performance. Seeking the help of Muriel Tremblay head of personnel to find out what is the problem. Muriel continues by interviewing a programmer that she knows by the name of Jeannine Savaria to possibly understand what the issue is. To understand what is going on in this situation and its underlining issues is to first comprehend the motivation of the employee’s
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This can be seen when Jeannine mentions “ her supervisor spends the best part of is time organizing her work and verifying it later. At the very beginning, that tight supervision turned out to be very useful as a means to grasp the norms of the company.”( Dansereau 1997) Jeannine also expresses that she wanted the freedom to express her knowledge by utilizing her potential by the mention in the text as “Jeannine do not believe that she ever needed help to figure out what she had to do and how to do it. She yearned to make a difference and leave her mark.” (Dansereau 1997) It is also mentioned that “ Jeannine knows that she is a good programmer, but she does not believe that the company knows it despite the fact that she was hired on the basis of her competencies in programming. (Dansereau 1997) Based on the in-text information provided I would come to the conclusion that Jeannine feels less motivated in accomplishing her tasks at her full potential because she believes that the company doesn’t see her potential. She feels confused in the matter because she believes that they hired her because of her knowledge but don’t trust her in getting the job done. This would fall under the Maslow’s hierarchy of needs in the sense her need for external status and recognition is not being met by the company, which causes her to feel less motivated in the job tasks given to
...les she had set for herself but she feels that she did a good job at her project. She was alarmed by the way that some of her co-workers lived and felt that she learned a lot from her experiences.
Jeanette's early character is somewhat timid and a fan of conformity. She writes, "Since I wanted the other kids to like me, I didn't raise my hand all the time" (Wells 58). She goes on to move to New York away from her parents after junior year, just through her own effort and resources. Jeanette changes from a child who is affected by others' opinion of her, into an adult mature enough to make life-changing decisions for herself without being concerned with the status quo. She is motivated by success and by better chances in the world outside of Welch, where she feels constrained by the closed-mindedness of other people who live there. Jeanette is a symbol of the resilience and perseverance of humanity.
...alize that people sometimes need to depend on each other. Something else she realized is that in life, book smarts mean very little compared with experience and knowledge of the real world
Motivational theories can be applied in a multitude of situations, but in this case the problems that must be resolved include poor morale, low performance levels, and frequent absences. After speaking with the employees it was found that none of them cared about their performance in the workplace. To properly address these issues, Herzberg’s Two-Factor Theory, McClelland’s Theory, and McGregor’s Theory X and Theory Y can be applied. Herzberg’s Two-Factor Theory can be used to improve working conditions and decrease employee dissatisfaction. Doing so would potentially motivate employees to perform better in the workplace and be more inclined to be involved in the job. Applying McClelland’s Theory would allow for the employees three basic categories
I agree with Larry Rubin, in my opinion Connie has fallen asleep outside in the sun. I believe Connie is dreaming of Arnold Friend and Ellie Oscar. “She shook her head as if to get awake. (196)” She had gone into a quick daze or daydreaming and then fell asleep. “When she opened her eyes she hardly knew where she was. (196)” Connie had seen Arnold the day before at the restaurant while sneaking over to where the older people were hanging out. That memory invited him to come into her dream as an older gentleman. It has happened to me before when I see people or things they pop up into my dreams somehow. I agree with Larry Rubin the fact that the music being broadcast on Arnolds radio as being the same as that emanating from her own in the house
In today’s world the organization are made of teams to accomplish the organizational goals for that the certain task has been given to them but to complete those task the employees must be motivated to achieve the desired results from them, in contrast the management should make some methods from which the employees can be motivated and the end result is that the organization Goals or targets achieved. This essay will revolve around the motivation & three motivational theories and how the managers of the organization implement these theories by looking at the needs and expectations of the employees. Reference will be made throughout the essay to a case study of BEST BUY sales man (Michael V. Copeland, 2004).
She wasn’t happy with the people and situations she’d often have around her. Everyone seemed to be egomaniacs which were always competing to have the most knowledge. She claimed “that knowledge - when it’s knowledge for knowledge’s sake, anyway - is the worst of all” (Salinger 145). The fact that she sees the competition around her makes her feel the need to be wary of her actions as to not contribute to this competition she hates so much. She sees herself as an outsider to the situation since she isn’t collecting intellectual treasure, but little does she know she’s still in a way still contributing.
When expressed by one employee at SAS Institute “I started three weeks ago in the Publications Department … I never imagined that I would have a job where I look forward to coming to work in the morning and forget to check the clock in the afternoon to see when it is time to leave. I work with a charismatic manager and my team is full of creative and hardworking individuals who have done their utmost to make me feel welcome. As a Liberal Arts Manager (from UNC even), I didn’t envision a software company as the “ultimate job” but then I guess I didn’t know enough about SAS. You have a wonderful company and I am thrilled to be here. Thank you.” It is clear that both key components of culture and motivation is collaborated in ones work style at SAS. Identified from Chapter five in our textbook we conclude that motivation at the workplace is a beneficial behavior to one’s work focus. Viewed in the case study we can see SAS Institute is primarily based of internal needs more so external incentives as a source of motivation. For example internal needs suggest that managers who are more supportive and less controlling tends to get more of an intrinsic motivation out of their employees at work. This representation is similar to SAS’s work style, simply because while founder Jim Goodnight wants less of his workers being motivated with external incentives such as money. He mostly
Employee motivation is optimal when the external factors are tailored to the individuals’ needs. According to Maslow’s (1954) hierarchy of needs, people’s needs are divided into physiological, safety, relationship, esteem and self-ac...
This theory implicates a logical illustration that if the nature of a job sufficed and met the five core characteristics, the employee would feel a sense of fulfillment that would result in excellent work performance (Armstrong, 2017). The job design prefigures the significant relationship of the five core dimensions as to how a worker perceives the three vital psychological states – meaningfulness of work, responsibility and knowledge of outcomes – that would eventually contribute to a sense of general job satisfaction, personal growth, increased motivation and effectiveness of work (DeVaro, Li, Brookshire, 2007). There is a dynamic suggestion in JCM that acclaims the correlation of positive feelings with an excellent performance, and negative feelings with poor performance (Mukul, Rayhan, Hoque, & Islam,
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
According to Maslow, the needs of an individual are the primary motivators that drives that person. The needs of an individual were categorized into 5 levels. In descending order, they are self...
When it is discovered that a worker can fulfill the requirements of their job, but are experiencing shortcomings in doing so, many times it is believed that worker motivation may be the root of the problem (Laird 95). What, though, is work motivation? According to Laird (2006), “motivation is a fundamental component of performance “ and “is the reason that someone chooses to do some things and chooses not to do others”. In other words, work motivation is what energizes workers to the level of output required to fulfill a task, directs their energy towards the objectives that they need to accomplish, and sustains that level of effort over a period of time (Steers et al., 2004). In essence, worker motivation is what gets the job done. Employee motivation has always been a central problem in the workplace, and, as an individual in a supervisory position, it becomes ones duty to understand and institute systems that ensure the proper motivation of your subordinates. Proper motivation of employees can ensure high productivity and successful workflow, while low worker motivation can result in absenteeism, decreased productivity rates, and turnover. A large body of research has been produced regarding motivation, and much of this research is applicable to the workplace. Due to the nature of man, motivation varies from individual to individual, and, because of this, there is no one system that is the best for ensuring worker motivation in every organizational situation, and, as a product, many theories have been created to outline what drives people to satisfactorily complete their work tasks. Throughout the course of this document, the three main types of these motivational theories will be outlined and examples of each as well...
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).
As a manager, a major factor in your success is your ability to motivate the employees that work for you. If you cannot motivate your employees, you will most likely be an ineffective manager. Motivations are complex, resulting in a variety of theories focused on the topic. Content theories of motivation focus on the individual needs of people being the driving motivational force (Kreitner & Kinicki, 2013). These theories fail to account for individuals’ interactions with their environments and how they influence motivational factors, process theories of motivation attempt to encompass these influences (Kreitner & Kinicki, 2013). A myriad of factors influence what motivates individual employees, but often financial compensation is a huge motivating factor and the perceived fairness of that compensation.