Motivation

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helpful individual, and others viewed his work as being inconsistence and spotty at times. Rios is required to submit a formal performance evaluation on all of her workers, and Barlow’s performance appraisal was the most challenging yet she had to face. Lack of Motivation Barlow’s behavior at the TA can be simply defined as lack of motivation, and this can be further explained in depth by the use of expectancy theory. The expectancy model states, “People are motivated to work when they expect to achieve things they want from their jobs. A basic premise of the expectancy model is that employees are rational people. They think about what they have to do to be rewarded and how much the rewards mean to them before they perform their jobs.” (Hellriegel, Slocum, Woodman, 2001, p.146) In addition, Hellriegel, Slocum, and Woodman also explained, individuals decide their jobs that are based on their needs, motivations and past experiences. Decisions about how much to produce, how much to work and the quality of workmanship (job-performance decisions) are solely depend on the individual’s level of motivation. In another words, as it stated in the text, “the expectancy model holds that work motivation is determined by individual beliefs regarding effort-performance relationships and the desirability of various work outcomes associated with different performance levels…Unless an individual believes that effort lead to some desired performance level, he or she will not make much of an effort. ” (Hellriegel, Slocum, Woodman, 2001, p.147) In relation to Barlow, he could not find a reason to be motivated at the TA. First, through his past performance evaluation, he had been rated a score of three consecutively for the past four years. The scores were a punishment itself because he had no way to determine his performance. Regardless Barlow performed well or not, the same score will be given; this caused Barlow to become careless about his job because he saw no reward in his effort; no reason be to motivated. His attitude toward his job was manifest through his work, which was the cause of the incidents. Secondly, Barlow saw no reward from his position. He had secured his position with his expertise and his background knowledge of the TA. When the whistle-blower incident occurred, he was accused of being responsible for the incident; however, neither the TA nor anyone could ... ... middle of paper ... ...ld also motivate Barlow and increase his performance awareness. First, Rios would have to explain the indifference in performance rating in comparison to the pervious management. Secondly, Rios would have to evaluate according to performances, and fallow up with individuals quarterly. By demonstrating a new performance appraisal approach, one third of the employee would either quit, another would agree with changes, and another would linger until further outcome according to the Third of Law (Achieving Competitive Advantages, 2000). Conclusion Motivate plays a vital role in any organization. As in the case of Estella Rios, motivation was the cause of organization inefficiency. The role of management is to delegate its goals and motivate its employees. Unfortunately, human beings have different needs. One’s motivation might not be the case for another. As management, reward accordingly is an essential tool in an organizational success. Reference Hellriegel, Slocum & Woodman (2001). Organization Behavior (9th ed.). Ohio: South-Western College Publishing. Achieving Competitive Advantage: Managing for Organizational Effectiveness (2000): The Wharton Management Development Series

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