Motivation refers to the cycle that bases its influence on the psychological powers, which define an individual’s behavior, performance, and persistence levels in a given firm or corporation. This cycle involves opinions inducing behavior, which in turn, drives effort and influences thoughts. Every cycle stage of motivation entails beliefs, efforts, attitudes, and intentions that act as the driving factors for enthusiasm.
The two most important motivation factors originate from extrinsic and intrinsic sources. The intrinsic one relates to one’s drive or desire to perform tasks himself or herself. It tends to exist within a person, without depending on external factors. Thus, the motivation source there is the actual performance of one’s errands. The extrinsic one relates to the external influences, which include punishments or rewards. The motivation equation is a configuration of the organizational objectives and the employees. It suggests that managers strive for motivation among workers, for the generation of inputs. The contributed inputs undergo efficient utilization through exceptional performance, which leads to the employees obtaining their desired accomplishments.
The expectancy theory explaining motivation centers on the individual’s perception regarding how the efforts lead to a particular performance level. It suggests that high motivation occurs when employees trust that high performance emerges due to full effort levels. The theory tends to emphasize on instrumentality, anticipation, and valence as the determinants of one’s motivation (Jones & George, 2013, p. 289). Managers can utilize this approach by expressing their utmost confidence in their employees. However, Equity theory centers on an individual’s perception regarding his input-outcome ratio. It tends to focus on the fairness of a given task. Under the prevalent equity conditions, when a referent gathers additional outcomes than the individual, he subsidizes more inputs to the firm. This effort means that his outcome-input proportion is similar to the other individual’s ratio. Such comparisons generate motivation amongst the concerned parties. Managers can utilize this theory by doing away with underpayment inequity, which inhibits work output and encourages reducing working hours.
The needs and goals tend to be contributing factors of motivation among individuals. Goals tend to make people focus on their attempts to succeed. Goals lead to high motivation in employees if they are complex and concrete. The goals emphasize in the production of more inputs, as well as enable one to establish focus. The goal-setting philosophy explains the goals of workers. It is of the idea that high motivation is dependent on the complexity and specification of the goals. The needs also determine the satisfaction ability of the employees. They help managers to identify outcomes that will aid the worker to attain satisfaction. Herzberg’s Motivator-Hygiene philosophy argues that the enthusiasm needs to rely on the nature and challenges of work (Jones & George, 2013, p. 295).
The operant condition philosophy contends that the individuals concur with learning to accomplish performances leading to the desired results and not the vice versa. It further claims that people will endure high-performance levels at the expense of achieving their desired outcomes. Social learning philosophy explains that motivation emerges from personal beliefs and thoughts other than the use of punishments and rewards. These theories can face implementation, in a given organization, through employing positive reinforcement, punishments, self-efficacy, self-reinforcement, and extinction strategies. These attempts would improve job performance and motivation among employees (Jones & George, 2013, p. 304)
The managers of a particular organization use pay as a motivational tool to establish the desired performance. They use to pay to enable the workers to improve their results with the aim of achieving the designated goals. They also use pay to convince their most productive workers to stay in the organization. They do this by introducing bonuses or salary increment within the organization.
References
Jones, G.R. & George, J.M. (2013). Essentials of Contemporary Management. (5th Ed.). New York, NY: McGraw-Hill.
