NOTE NO' 21 BY V'H'VROOM

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NOTE NO. 21BY V.H.VROOM
WORK AND MOTIVATION
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• GROUP MEMBERS
• FARWA HASSAN (025)
• SHAHANA ALAM (232)
• MOBUSHRA JABBAR (423)

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MOTIVATION

• There is an old saying You can take a horse to
  the water but you cannot force it to drink it
  will drink only if it's thirsty - so with
  people. They will do what they want to do or
  otherwise motivated to do. They must be motivated
  or driven to it, either by themselves or through
  external stimulus.

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Motivation is the key to performance improvement

• Motivation is a skill which can and must be
  learnt. This is essential for any business to
  survive and succeed
• Performance is considered to be a function of
  ability, opportunity and motivation, thus
• job performance f(ability)(motivat
  ion)(opportunity)

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• Ability depends on education, experience and
  training and its improvement is a slow and long
  process.
• Performance opportunities vary in different
  situations and over time. Managers can strongly
  influence performance opportunities.
• On the other hand motivation can be improved
  quickly

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• There are broadly seven strategies for
  motivation.
• Positive reinforcement / high expectations
• Effective discipline and punishment
• Treating people fairly
• Satisfying employees needs
• Setting work related goals
• Restructuring jobs
• Base rewards on job performance

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Employee motivation in the workplace

• The job of a manager in the workplace is to get
  things done through employees.
• To do this the manager should be able to motivate
  employees.
• But that's easier said than done! Motivation
  practice and theory are difficult subjects.

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• To understand motivation one must understand
  human nature itself. And there lies the problem
• Human nature can be very simple, yet very complex
  too. An understanding and appreciation of this is
  a prerequisite to effective employee motivation
  in the workplace and therefore effective
  management and leadership.

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Achievement Motivation

• The need for achievement is a distinct human
  motive that can be distinguished from other
  needs. More important, the achievement motive can
  be isolated and assessed in any group.
• Many people tend to be extreme in their attitude
  toward risks, either favoring wild speculative
  gambling or minimizing their exposure to losses.

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Do people with a high need for achievement behave
like this all the time?

• Achievement-motivated people are not gamblers.
  They prefer to work on a problem rather than
  leave the outcome to chance.

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Rewards and achievement-motivated people

• Another characteristic of achievement-motivated
  people is that they seem to be more concerned
  with personal achievement than with the rewards
  of success. They do not reject rewards, but the
  rewards are not as essential as the
  accomplishment itself.

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Why do achievement-motivated people behave as
they do?

• They behave like this because they habitually
  spend time thinking about doing things better.
• Examples
• College students with a high need for
  achievement will generally get better grades than
  equally bright students with weaker achievement
  needs.

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Achievement-motivated people as managers

• Achievement-motivated people can be the backbone
  of most organizations. People with a high need
  for achievement get ahead because as individuals
  they are producers they get things done.
• When their success depends not only on their own
  work but on the activities of others, they may be
  less effective. Since they are highly
  job-oriented and work to their capacity, they
  tend to expect others to do the same. As a
  result, they sometimes lack the human skills and
  patience necessary for being effective managers .

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• In this situation, their overemphasis on
  producing, frustrates these people and prevents
  them from maximizing their own potential.
• Thus, while achievement-motivated people are
  needed in organizations, they do not always make
  the best managers unless they develop their human
  skills. Being a good producer is not sufficient
  to make an effective manager.

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Conclusion

• Motivation is an internal energy and desire to
  act.
• Motivation is important to managers for three
  reasons
• It leads to action
• It is one of three factors in performance.
• It is variable so managers can influence
  motivation levels.
• Findings show that a sense of accomplishment and
  financial rewards have consistently motivated
  people overtime.

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• Motivational factors may help managers to meet
  the challenge of keeping employees to work hard
  and stay with the organization.
• Culture has strong effect on the factors that
  motivate, so research findings in one culture
  often have limited applicability to another
  culture. Motivational factors depends on cultural
  values and individual needs. Because values can
  differ from culture to culture, people from
  different cultures will have diverse reasons for
  being excited and energetic about doing their
  jobs.
• The three components of motivation are individual
  differences , the job, and the organization.

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• For Example, people with an internal locus of
  control may have more
• motivation and show more initiative than
  those with an external locus of
• control.
• Job factor is the key to motivation and
  performance. If the job offer
• workers interesting tasks, challenging work,
  a sense of achievement, and
• opportunity to use and develop skills, they
  are more likely to be motivated
• To motivate employees to do their job , the
  organization must provide the
• right climate and opportunities. The
  organizational component includes
• corporate culture, structure, strategies,
  mission, norms, policies and practices.