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Factors effecting Motivation.

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Introduction

MOTIVATION FACTORS EFFECTING MOTIVATION There are different factors that motivate people, everyone is not similar, each factor depends on individual needs. Most people tend to work, because hey know that at the end of the day they will get paid for it. And knowing that they will get paid motivates them during the day. By researching I have found out that most unskilled workers are motivated only because they get paid and with this money they are able to provide shelter and food for there family. Where as skilled workers who have qualifications and have been on training schemes are motivated by other factors. I asked an employee who works at Insys what motivates them, below are the answers I got * Job satisfaction: if workers get job satisfaction they will enjoy working which will mean high quality work is being produced. Workers will come early to work, they will have good attendance at work, workers will take pride in their work, workers will want to work overtime, and would want to help the business meet its objectives and goals. If employees do not get job satisfaction they will not be motivated at work and will become really lazy, will not put time and effort into the quality of the work, targets which are set will not be met because employees are not enjoying themselves. ...read more.

Middle

they were content with their jobs, felt secure. Due to the redundancies taking place the employees have know travelled down the hierarchy of needs feeling low self esteem and they have no sense of stability within there jobs. DOUGLAS McGREGOR THEORY X AND THEORY Y McGregor believed that manager's basic beliefs have a dominant influence on the way that organisations are run. Mangers assumptions about the behaviour of people are central to this. McGregor argues that these assumptions fall into two broad categories - theory X and theory Y. these findings were detailed in 'The human side of enterprise', first published in 1960. Theory X and theory Y describe two views of people at work and may be used to describe two opposing management styles. Mc Gregor formulated two theories: X and Y, which makes a number of assumption: Theory X is summarised as follows: The traditional view of direction and control * The average human being has a dislike of work and they avoid there work * Due to the basic dislike of work, most people must be coerced, controlled, directed, threatened with punishment to get them to put forth-adequate effort towards the achievement of organisational objectives. * Most humans prefer to be directed they wish to avoid responsibility, and have little ambition and overall want security. ...read more.

Conclusion

Many organisations still operate Taylorism, even in rich countries, but there has long been a recognition that employees want more from their jobs than job security and good pay. Other writers have developed more complex theories about what motivates people at work - as I have explained a few of them above. Insys and other organisations do have a linkage with the motivational theories I have explained above. However they do not use all the parts of the theories. Some theories do not even apply to the organisation such as Insys. Such as Frederick Taylor's view of motivational theory does not apply to Insys itself as shown above that employees want more from their jobs than job security and good pay. Some other motivational theories Expectancy theory This theory states that an employee will only be motivated to work harder if they believe that it will lead to a reward, which they feel is worth having. The key point is that the reward does not match the employee needs it will not motivate them very well. Equity theory This means that people are better motivated if they feel they are fairly treated by their bosses and on par with other employees. Goal Theory Setting employees specific goals motivates them more effectively. If the goals are achieved they get more money or promotion. Reactance Theory This means that people are motivated by what they think they have achieved. For example, where pay is tied to employee's performance it motivates them to work harder. Their achievement has been rewarded. ...read more.

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