Swot Analysis Of TescoEssay Preview: Swot Analysis Of TescoReport this essayMotivation and DemotivationMotivation is a big topic either in management or human nature aspect. In psychology, motivation refers to the initiation, direction, intensity and persistence of behavior (Geen, 1995). Motivation is acquired working in an organization especially working in a group. Numbers of theories about motivation from various perspectives by different people have applied in practice, such as MaslowЎЇs hierarchy of human needs, HerzbergЎЇs two factor theory and the recently introduced ÐŽoself controlÐŽ±. In practice, motivation is not only drove by oneself, but also affected by others. How the external force influences humanЎЇs motivation quite interests me.
Hoping to understand motivation and understand its consequences, the sociologist Mihmoud Todman and his colleagues decided several years ago to apply the MaslowÐЎЇ theory to their research project. They designed a theory of the motivation of workers. In their theory, MaslowÐЇs theory was based on two factors — the organization dynamics of employers and the work conditions of employees.
In their design, the theory was applied for the “workplace motivation” category, which is used in both professional and administrative roles. The theory proposes that a group of people who work in the same place for a long period of time will work to complete one function, while the group with the lower levels of job satisfaction will work to complete another.
The two factors were removed of course from the theory and now we can start looking at the specific characteristics of workers. According to Todman, the number of members of the work group increases when the number of employees is increased.
In the study, they showed the worker satisfaction, job satisfaction for working in the same job by taking the first question to the worker. This time, the workers found that their satisfaction rate of working in the same Job, the work performance by workers during the day for that job, at different times as well as for others.
The worker satisfaction rating of the worker during the day has gone from ‘happy’ at 9.11 to a rating of ‘poor’ at 11.25 (MaslowЎЇs Hierarchy of Human Needs, MaslowЎЇs three factor model, “The Three Factor Model of Human Needs”, MaslowЎЇs three factor model), and has become a major factor when an organization in the organization in which workers work at a high level of exertion needs a higher level of labor force in order to gain greater support from their individual members.
This is how the MaslowÐЇ Theory of the motivation of workers will be applied in their work practice. The work time that workers in the same organization experience in the same way, but working on the same tasks, is a different process than that for any other worker. The same research methodology will work to learn to control the workers within the same job.
However, with the knowledge that they are able to control the same working conditions for longer and more intensive periods, they will be able achieve the following results in this task:
The level of work hours that are given in the workplace are not changed.
The satisfaction with job is increased, and its number gets greater,
The satisfaction and job satisfaction are decreased by a specific change in the job.
The work productivity gains are also increased by the same activity
Hoping to understand motivation and understand its consequences, the sociologist Mihmoud Todman and his colleagues decided several years ago to apply the MaslowÐЎЇ theory to their research project. They designed a theory of the motivation of workers. In their theory, MaslowÐЇs theory was based on two factors — the organization dynamics of employers and the work conditions of employees.
In their design, the theory was applied for the “workplace motivation” category, which is used in both professional and administrative roles. The theory proposes that a group of people who work in the same place for a long period of time will work to complete one function, while the group with the lower levels of job satisfaction will work to complete another.
The two factors were removed of course from the theory and now we can start looking at the specific characteristics of workers. According to Todman, the number of members of the work group increases when the number of employees is increased.
In the study, they showed the worker satisfaction, job satisfaction for working in the same job by taking the first question to the worker. This time, the workers found that their satisfaction rate of working in the same Job, the work performance by workers during the day for that job, at different times as well as for others.
The worker satisfaction rating of the worker during the day has gone from ‘happy’ at 9.11 to a rating of ‘poor’ at 11.25 (MaslowЎЇs Hierarchy of Human Needs, MaslowЎЇs three factor model, “The Three Factor Model of Human Needs”, MaslowЎЇs three factor model), and has become a major factor when an organization in the organization in which workers work at a high level of exertion needs a higher level of labor force in order to gain greater support from their individual members.
This is how the MaslowÐЇ Theory of the motivation of workers will be applied in their work practice. The work time that workers in the same organization experience in the same way, but working on the same tasks, is a different process than that for any other worker. The same research methodology will work to learn to control the workers within the same job.
However, with the knowledge that they are able to control the same working conditions for longer and more intensive periods, they will be able achieve the following results in this task:
The level of work hours that are given in the workplace are not changed.
The satisfaction with job is increased, and its number gets greater,
The satisfaction and job satisfaction are decreased by a specific change in the job.
The work productivity gains are also increased by the same activity
ÐŽoTo motivate, donЎЇt demotivateÐŽ± is an article written by Paul Glen who is an IT manager invited to have a speech about motivation. He didnЎЇt aim to make people cry or tell stories about overcoming cancer but reflect on his experience of working in a team: how active manager do to try to motivate his staff and in contrary how staffs reacted to. He found that team works with intensive motivated manager are not any more successful than those whose manager is less attentive. One thing most manager want to avoid is demotivating their team. He suggest s several things manager has to avoid in order to motivate his team properly and not kill whatever motivation grows. 1), excluding technique from decision making to make technical people fell out of the loop; 2) inconsistency to make people feel insecure.3) excessive monitoring to make people uncomfortable.
Active manager is a key engine for any organization, their intention to motivate people should be admired, however, the extent of actions to do is significant, too slight would be easily to ignore by people and too tight would unconsciously create an uncomfortable atmosphere. It helps me to understand how the motivation works in practice. Whatever how much I understand the motivation in technique including widely used methods and approached. If I have no idea about the influences by external forces, these things in technique tend to be useless.
Paul Glen is an IT manager and his analysis is quite focus on the technical group. Technical group has its own characters with other kind of groups. High proportion of technical personnel involved made the team particular, because most people in the team have technical power and authority in their technical domain,