Motivation and Productivity
This paper examines the role of motivation in promoting improved output. There is a widely held assumption that men are naturally lazy and only compelled to work because of their circumstances. Organizations are utilizing every human activity capability available to promote motivation, according to some experts, because it is a must (Akhmetshin et al., 2018). According to a managerial or economic perspective on productivity, it is defined as the ratio of output to input. According to a study, having a meaningful job and being held accountable for the results of your work is a proven way to motivate people to perform at their best. The current merit-based reward system should be replaced with an organizational structure promoting challenges and accomplishments (Akhmetshin et al., 2018). As we learned in class, highly motivated employees are more likely to do high-quality and high-volume work. Motivated employees are more likely to be happy in their jobs and remain with the company for a more extended period.
Psychologists are fascinated by human motivation, and many of the principles they came up with within the last century still hold today (Cassar & Meier, 2018). As a result of putting these theories into practise, we’ve understood the connections between factors like job happiness, productivity, leadership style, and character traits. There is a widely held assumption that men are naturally lazy and only compelled to work because of their circumstances (Cassar & Meier, 2018). Human and material resources are plentiful, but this man’s view continues to produce problems for society’s growth. The issue of low productivity persists in many places despite several initiatives, especially in developing countries. This wastes a great deal of money, time, and energy. It could have increased production and, consequently, the civilizations’ wealth if it were appropriately employed. As a result of human activity, society’s resources are used to produce goods and services that satisfy individual needs (Cassar & Meier, 2018). The systems’ aims in these productive activities are satisfied when human resources are utilized to their full potential and maximum production is achieved. Various factors influence how well these human resources are exploited, including their skill set, expertise, and ability to capitalize.
Motivated people put actual effort and energy into their tasks, a simple definition of motivation. The first step in any discussion of motivation is to establish what exactly is being discussed. One may expect motivational theories for a broadly accepted concept (Pang & Lu, 2018). However, as the observant reader will discover, the topic of motivation is marked by many different theoretical frameworks and models that make it difficult, if not impossible, to detect parallels and contrasts.
Researchers and business leaders alike have a keen interest in motivation and productivity, as evidenced by theoretical and empirical data. Our definition of “motivation” refers to how people are motivated to act in the desired way to receive positive rewards or meet specific human needs. To be encouraged is to go above and beyond the call of duty, do something out of the norm, and exercise self-motivation by going above and above the call of duty rather than following orders. One of the most prominent and extensively used concepts in today’s business world is productivity. Product and service quality is the most efficient use of resources to fulfill established goals.
Theories of Motivation
Employees’ motivation and job happiness are vital to achieving corporate goals and objectives. A company’s success can be derailed if it runs without any motivation for its employees, such as disillusionment, high staff churn, and burnout. If a company wants to keep its employees, it needs to put a lot of effort into motivating them. All organizations, private or public, rely on inspiring employees to pursue their personal goals and the companies and the countries to a lesser extent. Employee job satisfaction can be linked to a variety of motivational ideas. Theories of content, process, and contemporary can be divided into three categories.
How Different Disorders Affect Motivation
Different disorders could also affect motivation. Bipolar disorder primarily exhibits itself through frequent mood swings. Because of this, models of bipolar illness tend to stress the essence of disturbing emotional processing in the disease’s etiology (Fibbins, Lederman & Rosenbaum, 2021). Specifically, bipolar disorder models focus on the improper processing of experiences relevant to emotions management and elicitation. Motivation receives less attention, yet it seems crucial in bipolar disorder as judging impetuses as appetitive or unpleasant boosts approach or avoidance drives and behavior. In depressed and manic states, people with bipolar disorder exhibit aberrant approaches and avoidances (Fibbins, Lederman & Rosenbaum, 2021). Manic patients are more motivated to achieve their goals, even though they may have severe consequences. As a result, they engage in more goal-directed activities and engage in more of the things they enjoy. While sadness makes people expect punishment rather than reward, it makes people uninterested in nearly everything.
A critical analysis shows that all theories of motivation are linked, and all contribute to happy employees. It is possible to classify theories of motivation based on their definitions or aims (Holbrook Jr & Chappell, 2019). Content and process innovations must be used to encourage workers effectively. Hygiene and motivation are two distinct types of extrinsic motivation, and they are distinguished by their ability to meet or partially satisfy higher-level needs. Working environment, compensation, and incentive pay are hygienic variables that might affect employee satisfaction. Managers who wish to cultivate a self-motivated staff should emphasize job content and incentive elements than cleanliness. This is done by increasing the difficulty of workers’ jobs and providing them with feedback and gratitude. Employee retention can be improved by offering incentives and fostering community among coworkers and within the workplace (Holbrook Jr & Chappell, 2019). Employees need to feel like they have a stake in the company, feel like they have a place in it, and have a sense of purpose in their work if they are motivated.
Employee needs and the variables that give an acceptable level of fulfillment are at the heart of job satisfaction content theories based on Maslow’s hierarchy of needs. Abraham Maslow, a psychologist, devised a 5-stage model (Scheffer & Heckhausen, 2018). Individuals’ needs are classified and prioritized using this philosophy. Many theories about satisfaction in a job are founded on Maslow’s hierarchy of needs. Like the rest of us, teachers have wants and needs to be addressed (Scheffer & Heckhausen, 2018). Additionally, they need to be recognized and praised by their coworkers, parents, peers, and safety from physical injury and social connection.
Different Disorders Affecting Motivation
From an investigation of engineers and accountants, Herzberg came up with his idea of what makes individuals happy or miserable about their employment (Scheffer & Heckhausen, 2018). According to Herzberg, five components of work — achievement, advancement, recognition, responsibility, and the job itself — are key “satisfiers.” Institutional politics, management style, supervision, compensation, interpersonal interactions at work, and working circumstances, according to Herzberg, can demoralize employees on the other end of the motivation spectrum (Scheffer & Heckhausen, 2018). Many companies have used Herzberg’s notion of “personal growth, enrichment, and recognition” to motivate their personnel. An employee’s career should be rewarded with advancement and recognition for specific accomplishments, such as delivering remarkable outcomes in their field of study; on a more fundamental level, employees should be given an obligation for determining how to deal with responsibilities connected to their positions.
These models allocate employees to one of two categories based on two assumptions. Because of this, it is often necessary to use coercion, control, direction, and even punishment to get people to do their jobs, according to Theory X’s presuppositions. To avoid responsibility, they prefer to be led around, have no desire, and look for security.” According to Theory Y, there is no difference between mental and physical inputs expended at work and rest or play (Scheffer & Heckhausen, 2018). External forces or external threats may not be the only factors influencing it when exerting effort. Goals can be achieved with caution and discipline, but a person’s hunger to commit to them is decided by the number of incentives connected with that performance. Under typical situations, individuals might adjust to seeking obligation rather than accepting it. In a school setting, dealing with challenging students and a harsh and thoughtless administration are two of the most common causes of teacher dissatisfaction, according to these assumptions.
Stacey Adams, a psychologist, developed the equity theory of motivation in the early 1960s. According to the notion, people’s inspiration is influenced by what they perceive to be fair in contrast to others (Scheffer & Heckhausen, 2018). Individual motivation may be affected by a person’s view of appropriate treatment in social exchanges.
Reinforcement theory states that employee activities that lead to positive outcomes are likely to be repeated, whereas those that lead to adverse effects are unlikely. In other words, a reinforcer gives a person a reason or motivation to do something. Reinforcements might be concrete, like money or food, or intangible, like praise or approbation (Scheffer & Heckhausen, 2018). The premise is that companies should encourage positive employee behaviors while discouraging negative ones. This can be achieved in various ways, including through the training and development of employees.
Conclusion
To summarize, management must be familiar with the key concepts and human resource management motivation methods to keep their firms productive. The only way to understand their employees’ many economic, physiological, social, and psychological concerns and how to achieve their desired performance is to do it in this way. According to other speakers in my group, human resource management systems are critical to enhancing employee motivation, job satisfaction, and productivity. These systems must include fair compensation, advancement, recognition, a pleasant work environment, and other elements of justice and fairness.
References
Akhmetshin, E. M., Morozov, I., Pavlyuk, A. V., Yumashev, A., Yumasheva, N., & Gubarkov, S. (2018). Motivation of personnel in an innovative business climate.
Cassar, L., & Meier, S. (2018). Nonmonetary incentives and the implications of work as a source of meaning. Journal of Economic Perspectives, 32(3), 215-38.
Fibbins, H., Lederman, O., & Rosenbaum, S. (2021). Physical activity and severe mental illness. Essentials of exercise and sport psychology: An open access textbook, 385-408.
Holbrook Jr, R. L., & Chappell, D. (2019). Sweet rewards: an exercise to demonstrate process theories of motivation. Management Teaching Review, 4(1), 49-62.
Pang, K., & Lu, C. S. (2018). Organizational motivation, employee job satisfaction and organizational performance: An empirical study of container shipping companies in Taiwan. Maritime Business Review.
Scheffer, D., & Heckhausen, H. (2018). Trait theories of motivation. In Motivation and action (pp. 67-112). Springer, Cham.
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