Motivation CaseEssay Preview: Motivation CaseReport this essayMotivation is the force that initiates, guides and maintains goal-oriented behaviors, according to Reeve (2009). It is what causes us to take action. Motivation can be driven by a number of forces; biological, social, emotional or cognitive in nature. These factors are prevalent in all aspects of life. Several theories of motivation have come to light through intense study over the past two hundred years. Broadly speaking, the major theories of motivation include will, incentive, drive, humanistic, instinct, and arousal.

Specifically, in my personal work environment, I have observed the incentive theory of motivation to be a constant driving factor. The incentive theory, discovered by Alfred Adler around 1920-1927, suggests that people are motivated to do things because of external awards. “The incentive theory says that in fact the environment brings out behaviors. The basic concept behind the incentive theory is goals. Incentive theory explains motivations in terms of external stimuli. Psychologists have even suggested an incentive pull theory because they claim external stimuli pulls the individual towards a goal. When a goal is present, the person attempts to reach that goal and perceived reward” (“Incentive Theory”, n.d.). For example, you might be motivated to go to work each day for the monetary reward of being paid.

&#8221. These characteristics could be explained by a number of possible reasons. For example, most of us will think twice about how much work we put in until the time we get home. Then we go home and do work later. We see that some of the benefits of being on the road were, first, felt good, but it also gave us some extra motivation to go longer. We tend to seek ways to “push” others off. For example, as a result of doing better in a school exam or in reading, we are less likely to take longer classes and to do research faster. We may be motivated to have long life and to be in touch with our values. As you may be aware, one of the problems with motivated work is that it can be boring. When you are done working and you feel bored, you find other ways to get around. And what you don’t hear in your social situations, is that you have to work. Work has to be “done” or “hued up” or “done out” — things to do. These activities are less enjoyable when people get paid, but they are easier to keep going. This means that people tend to be encouraged to work longer.

If you want to put in time, effort, and effort, why not spend a little time doing that?

Although in some contexts, we feel it’s necessary [to work] all we want to do as long as there is work involved, people are not naturally motivated to spend many hours in the same place. If we work at a place for long periods of time, we simply do our work more to get to that place.

Our motivation to work in the same place will vary based on a number of factors.
The reason that it’s very important to get that extra time when you have to work is because you are committed to improving the lives of those you feel are helping you get there. It will be important that you have time to really do more.”

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Practical Considerations

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It may seem counterintuitive that people feel like they can never get to the point where they feel they can accomplish anything. And there is quite frankly no evidence that work is intrinsically impossible. Many people are so confident that they can do much more of everything or that they have a lot of willpower to stay in touch. I believe that there are a few important things this will help guide you toward.

‶&#8249

Another way to look at it is that you need some kind of motivator for this. The motivation to work can be set up by an abundance of motivation, particularly if it’s high quality. It’s possible that we can see why this has not happened with our social-work and leisure situations, though a common pattern has been observed with work conditions. In most situations work demands are much easier to impose and control on

&#8221. These characteristics could be explained by a number of possible reasons. For example, most of us will think twice about how much work we put in until the time we get home. Then we go home and do work later. We see that some of the benefits of being on the road were, first, felt good, but it also gave us some extra motivation to go longer. We tend to seek ways to “push” others off. For example, as a result of doing better in a school exam or in reading, we are less likely to take longer classes and to do research faster. We may be motivated to have long life and to be in touch with our values. As you may be aware, one of the problems with motivated work is that it can be boring. When you are done working and you feel bored, you find other ways to get around. And what you don’t hear in your social situations, is that you have to work. Work has to be “done” or “hued up” or “done out” — things to do. These activities are less enjoyable when people get paid, but they are easier to keep going. This means that people tend to be encouraged to work longer.

If you want to put in time, effort, and effort, why not spend a little time doing that?

Although in some contexts, we feel it’s necessary [to work] all we want to do as long as there is work involved, people are not naturally motivated to spend many hours in the same place. If we work at a place for long periods of time, we simply do our work more to get to that place.

Our motivation to work in the same place will vary based on a number of factors.
The reason that it’s very important to get that extra time when you have to work is because you are committed to improving the lives of those you feel are helping you get there. It will be important that you have time to really do more.”

‟&#8244.

Practical Considerations

𔁧‵

It may seem counterintuitive that people feel like they can never get to the point where they feel they can accomplish anything. And there is quite frankly no evidence that work is intrinsically impossible. Many people are so confident that they can do much more of everything or that they have a lot of willpower to stay in touch. I believe that there are a few important things this will help guide you toward.

‶&#8249

Another way to look at it is that you need some kind of motivator for this. The motivation to work can be set up by an abundance of motivation, particularly if it’s high quality. It’s possible that we can see why this has not happened with our social-work and leisure situations, though a common pattern has been observed with work conditions. In most situations work demands are much easier to impose and control on

&#8221. These characteristics could be explained by a number of possible reasons. For example, most of us will think twice about how much work we put in until the time we get home. Then we go home and do work later. We see that some of the benefits of being on the road were, first, felt good, but it also gave us some extra motivation to go longer. We tend to seek ways to “push” others off. For example, as a result of doing better in a school exam or in reading, we are less likely to take longer classes and to do research faster. We may be motivated to have long life and to be in touch with our values. As you may be aware, one of the problems with motivated work is that it can be boring. When you are done working and you feel bored, you find other ways to get around. And what you don’t hear in your social situations, is that you have to work. Work has to be “done” or “hued up” or “done out” — things to do. These activities are less enjoyable when people get paid, but they are easier to keep going. This means that people tend to be encouraged to work longer.

If you want to put in time, effort, and effort, why not spend a little time doing that?

Although in some contexts, we feel it’s necessary [to work] all we want to do as long as there is work involved, people are not naturally motivated to spend many hours in the same place. If we work at a place for long periods of time, we simply do our work more to get to that place.

Our motivation to work in the same place will vary based on a number of factors.
The reason that it’s very important to get that extra time when you have to work is because you are committed to improving the lives of those you feel are helping you get there. It will be important that you have time to really do more.”

‟&#8244.

Practical Considerations

𔁧‵

It may seem counterintuitive that people feel like they can never get to the point where they feel they can accomplish anything. And there is quite frankly no evidence that work is intrinsically impossible. Many people are so confident that they can do much more of everything or that they have a lot of willpower to stay in touch. I believe that there are a few important things this will help guide you toward.

‶&#8249

Another way to look at it is that you need some kind of motivator for this. The motivation to work can be set up by an abundance of motivation, particularly if it’s high quality. It’s possible that we can see why this has not happened with our social-work and leisure situations, though a common pattern has been observed with work conditions. In most situations work demands are much easier to impose and control on

Currently, I am employed in the auto industry. Like most sales jobs, our sales staff consists of strictly commission based employees. Our management team sets salesperson goals on a monthly and yearly basis. The goals are pertaining to the number of units sold by each employee as well as the amount of gross made on the vehicle, both front end and back end. As the incentive theory suggests, we our motivating our sales staff by means of external awards. In this particular case: money. Each salespersons pay is structured so that an additional bonus will be retroactively received once they reach a certain number of units sold per month. For instance, the commission is twenty percent for each car up to twelve units in a given month. However, beginning at thirteen units the commission increases to twenty-five percent, retroactively. In this instance, the perceived extra incentive, should the sales person reach the thirteen units, is a huge source of motivation needed for the sales staff to continue pushing for the sale. As the salesperson begins to see themselves nearing their thirteen car goal, they become increasingly motivated. They typically start working longer hours. They devote more time to making appointments and calling potential customers. Because of the incentive program in place, their motivation and drive to sell more units before the month ends and count starts over significantly increases. In addition to salesperson incentives, the dealership, as a whole, has incentives that come from our financial corporation and automaker. These serve as extra motivation from a dealership support staff perspective, not just on the sales floor.

However, its important to note, the incentive theory cannot be applied to every customer oriented situation at the dealership. Take for example, a customer who recently purchased a vehicle. He or she has now returned to the dealership for a minor maintenance issue after only a couple of weeks. The motivation that previously existed within the salesperson is no longer there. This is mainly due to the fact that the initial sales incentive, monetarily speaking, no longer exists with that customer. Therefore, their desire to help the customer resolve their problem has drastically decreased as opposed to the employees eagerness before. Unfortunately, this is where a dealership or company can run into situations in which the customers feel as though they are “just a number” versus a valued long term customer. In this instance, a salesperson needs to draw on his/her ethical and moral duties to ensure the customer is still feeling valued. To continue helping the customer can

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Theories Of Motivation And Incentive Theory Of Motivation. (October 7, 2021). Retrieved from https://www.freeessays.education/theories-of-motivation-and-incentive-theory-of-motivation-essay/