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The factors that motivate people to perform well.

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Introduction

The factors that motivate people to perform well Behaviour Hierarchy of Needs Job Satisfaction - Accountants and Engineers Challenging Job - Professional People and Manual Workers Motivation Needs and Wants People Strive to Achieve Behaviour Behaviour is purposeful, directed towards some end. That is, it is motivated. The driving force is need. The direction is towards perceived reward and away from perceived punishment. Hierarchy of Needs Primary Needs 1. Physiological. Survival needs. Examples: Food, drink, health. 2. Safety. Physical and emotional security. Such as clothing, shelter, protection against attack (unemployment benefits, redundancy pay, old age pension). 3. Affection needs. Affection and the need to belong. Examples: Family unit, other small groups such as work groups. 4. Esteem needs. For self-respect, for accomplishment, for achievement. The achievement must be recognised and appreciated by someone else. 5. Self-fulfilment needs. To utilise one's potential to the maximum working with and for one's fellow beings. ...read more.

Middle

Job Enrichment consists of adding different types of tasks and of providing greater worker participation and involvement. Sisk then looked in some detail at whether there is a relationship between 'job satisfaction' and productivity. He concluded that 'job satisfaction is only one of several factors making up the complex of needs ... and, as yet, there is no demonstrable relationship between job satisfaction and productivity'. So there are other additional factors which need to be considered such as the style of management. Motivation A study of 255 U.K. directors which found that: Motivating (in order of intensity of felt need) 1. Remuneration 2. Profit sharing 3. Share option and purchase schemes 4. Bonus 5. Pension Dissatisfying 6. Taxation Neither motivating nor dissatisfying 7. Job satisfaction Hence directors are motivated by money. They are not motivated by job satisfaction. In other words, they do not need job satisfaction because they have all the job satisfaction they need or want. ...read more.

Conclusion

Affection and esteem. Friendly and trustful co-operation and companionship. Security from external threats (protection from attack). 2. Then other needs make themselves felt, such as: Independence from domination by others (because of need, for example). Security from internal threats (losing job, criminal activities, political persecution). Housing, education, good health. Help when in need. Constructive work. Constructive leisure activities. 3. To which we can add the ones we have discussed: Challenging work, which means scope to work at increasing levels of skill and usefulness and thus of pay to the maximum of one's ability. Maintaining, and the chance for improving, one's position relative to colleagues. Recognition of success by others (leads to feelings of self-respect, strength and confidence). Fair share of the national income and wealth. Fair share of the international income and wealth. These then are the needs and wants people strive, indeed struggle, to satisfy and overcome. People will co-operate with each other and work hard and well to satisfy these needs and gain much satisfaction from doing so. ...read more.

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