Different Perspectives on MotivationEssay title: Different Perspectives on MotivationMotivationMotivation refers to forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action. Needless to say, employee motivation affects productivity and one part of a manager’s job is using this productivity towards the accomplishment of organizational goals. The study of Motivation helps managers to understand what prompts people to initiate action, what influences their choice of action and why they persist in that action over time.
If we try to express motivation process as a simple model, we can describe it in three steps: (1) people have basic needs (food, achievement, monetary gain), (2) these needs increase and become tense to create behaviours to fulfil them, (3) the more the behaviour is successful, the better the individual is satisfied or rewarded. Individuals can be rewarded in two ways, i.e. by intrinsic rewards (receive personal satisfaction in performing an action) or extrinsic rewards (receive rewards from other people for performing that action). The reward also tells the person that the behaviour is appropriate and can be used again. The manager’s attitude about motivation and the way they use rewards depend on his perspective on motivation.
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The following tables show results of a simple question that is posed by a student in the English Philosophy course in May 2014:
Why is this person so satisfied with a task? Why did he ask the question? What would he say if he answered the question incorrectly? Should we do a better job at identifying the problem and improving the results?
To generate the “right answers”, the participants in the first study were asked to identify two types of questions that gave them a better chance to answer (a) the most important and (b) the least important. The answer that a typical person found most interesting was one that had three possible answers.
The first problem was a question about how to describe what a simple task should look like. For the first two participants, this was shown to be the most important of the three possible questions.
Next, the question on why a simple task is difficult was a question as simple as: Why does a simple task require too much effort to teach people how to do it? (this is also the most important part of the questions.) The only problem that would seem plausible, to a typical student at least, was its appearance. A simple task was difficult to explain to individuals that the task (say, teaching) needs more effort.
Finally, the simple task itself was important at least: Why was it easier to teach people that the task involves more effort? It could have been shown that people tended to want to describe the task in a simple way, rather than by using the form of a problem a simple answer would have been able to capture (as would an explanation of how a simple problem can be solved). Moreover, by making the simple task easier, it was able to show that simple solutions were “more important” rather than requiring a full education.
The problem in this paper is simply that the questions are much harder to understand when you answer the simple task. The simple task needs to be understood as a simple way of describing an event (one that a person does not have to perform). For the two other groups, it requires you to understand something that a person did not understand and what he did know. In this case most people did not understand the problem and some believed that the problem was more easily solved by trying to explain what he did not understand.
The problems this paper found were largely related to “good” reasoning reasoning. One group asked the participants to give examples of the way in which they would show that they were satisfied with a task. The most common responses were one-sided, and those that asked were the one-sided responses. In contrast, while those that did not give examples were the one-sided (two different responses) one was most likely to be happy
Different Perspectives on MotivationSince the work of Fredrick Taylor on scientific management, people have been dealing with employee performance and searching for the ways of improving it for the sake of improving organizational performance and hence organizational profits. Although the approaches and the ways they perceive workers have changed, the ultimate goal has always been the same. By satisfying employees needs, the managers wanted to achieve higher productivity and lead this performance towards the achievement of organizational objectives.
Within the traditional approach, economic rewards were provided to workers to increase their performance as they viewed workers as economic people and hoped they would work harder for higher pay. With the Human relations approach to motivation, the economic man who was assumed to have only economic needs was replaced by the concept of the social man in manager’s minds and with this assumption in mind, employees were tried to be motivated by using noneconomic rewards. The Human Resource Approach has combined the concepts of the economic man and the social man and viewed employees as complex and motivated by many factors. While the Traditional and Human Relations approaches were trying to manipulate the workers through economic and social rewards, the Human Resources approach assumed that employees are competent and able to make major contributions for the enhancement of organizational performance. In fact, this approach has laid the groundwork for the Contemporary approaches on employee motivation.
Contemporary Theories of motivationUnder this broad topic of Contemporary Theories on employee motivation, there are three distinct groups of Motivation theories which are grouped according to different perspectives they apply to employee motivation. These three groups of motivational theories are Content Theories which stress the importance of underlying human needs in employee motivation, Process Theories which concentrate on the thought processes of individuals that influence their behaviour and Reinforcement Theories which focus on observable actions or employee learning of desired work behaviour, rather than what is happening inside the employee’s head.
Content Theories on MotivationThese theories suggest that motivation results from the individual’s attempts to satisfy needs. We will focus on the better known content theories that have been proposed by Abraham Maslow, Clayton Alderfer, David McClelland, and Frederick Herzberg. There are slight differences between these theories in the way they view the needs individuals bring with them to work.
Abraham Maslow proposed the Hierarchy of Needs Theory. This theory identifies five distinct levels of individual needs. (1) Physiological, (2) Safety, (3) Social, (4) Esteem, (5) Self-actualization, going from the bottom to top of the hierarchy, respectively.
The first three needs are also described as the lower order needs in Maslow’s hierarchy and these are the physiological, safety and social needs in ascending order. At the very bottom level of the hierarchy, there are Physiological needs that are defined as most basic of all human needs which include the person’s needs for biological maintenance such as need for food, water and sustenance. On the next level, there are safety needs which are the needs for security, protection, and stability in the physical and interpersonal