Motivation and contemporary theory of motivation
Motivation and Contemporary theories of Motivation
Introduction
In the early days people worked only to satisfy their basic needs. As the time changed people also changed; they focused on various secondary and general needs. The working environment has also changed enormously over time. Conditions, attitudes and expectations that prevailed in the ages before the Industrial
Revolution were different from those that developed during this great period of social, technological and economic change.
In current market, where companies seek a competitive edge, employee motivation is key for talent retention and performance. No matter the economic environment, the goal is to create a workplace that is engaging to employees, where employees want to belong, grow and contribute their knowledge, experience and expertise. It then becomes the responsibility of the manager to ensure that their key employee is motivated and retained.
A managers duties in today’s corporate world are multi-faceted. Not only do managers need to be versed in finance, economics, and information systems, it is now essential for them to have a firm grasp on organizational behavior and psychology. A key aspect of organizational psychology is motivation. They must know how their people think and what makes them do so.
So the question for all the managers is what is motivation?
Motivation
There are many explanations by different authors about what motivation is, but in simple language
“motivation is the need which generates the drive to do something / achieve something.”
Need
Drive
Achievement
Motivation is an important function, in which a manager has to perform to get things done from the people.
It is an action that stimulates an individual to take a favourable course of action, which will result in an attainment of goals, or satisfaction of certain material or psychological needs of the individual. Motivation is a powerful tool in the hands of Managers. It can
Introduction
In the early days people worked only to satisfy their basic needs. As the time changed people also changed; they focused on various secondary and general needs. The working environment has also changed enormously over time. Conditions, attitudes and expectations that prevailed in the ages before the Industrial
Revolution were different from those that developed during this great period of social, technological and economic change.
In current market, where companies seek a competitive edge, employee motivation is key for talent retention and performance. No matter the economic environment, the goal is to create a workplace that is engaging to employees, where employees want to belong, grow and contribute their knowledge, experience and expertise. It then becomes the responsibility of the manager to ensure that their key employee is motivated and retained.
A managers duties in today’s corporate world are multi-faceted. Not only do managers need to be versed in finance, economics, and information systems, it is now essential for them to have a firm grasp on organizational behavior and psychology. A key aspect of organizational psychology is motivation. They must know how their people think and what makes them do so.
So the question for all the managers is what is motivation?
Motivation
There are many explanations by different authors about what motivation is, but in simple language
“motivation is the need which generates the drive to do something / achieve something.”
Need
Drive
Achievement
Motivation is an important function, in which a manager has to perform to get things done from the people.
It is an action that stimulates an individual to take a favourable course of action, which will result in an attainment of goals, or satisfaction of certain material or psychological needs of the individual. Motivation is a powerful tool in the hands of Managers. It can
References: - Journal of Occupational and Organizational Psychology (2010), 83, 981–1002 Source - (2010) The British Psychological Society Gagne´, M., & Deci, E Motivation in today’s workplace: The link to performance – SHRM white-paper (Second Quarter-2010) Bowey, Dr