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Why People Work

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Introduction

Page 1 AS Economics & Business Johirul Islam Why People Work Work is an application of mental or physical effort to a purpose, which usually earns a wage or salary or provides other rewards, though some work, like housework remains unpaid. Work is an important element in occupying and directing the individual's time. The demand of working life involves a high degree of discipline if jobs are to be kept. In this assignment I will be considering and explaining the importance of motivation in the work force and also be interviewing a few people and then giving details of wages and other rewards for working; working conditions and other factors that influence their motivation. I will also review a variety of theories, which categorise workers. In business, motivation shows how satisfied or dissatisfied people are at work. Nowadays in the work force motivation is needed to increase employee output. If employees are motivated, they will be more likely to achieve business goals. Many people believe that they are motivated by earning money, but this is not entirely true, because other factors like variety of workplace and the need to be appreciated for the work they do. The need to be appreciated for the work they do may be reflected in the prestige attached to their job, and while the need for a variety in the workplace may be satisfied by an interesting job. ...read more.

Middle

needs he would put himself into the security needs since he works for money to save for the future but he also says that he hopes for promotions and recognition from the management. So he would also be categorized into esteem needs. At the moment he goes to work to earn money and buy luxuries. His parents provide food and other essential household items. He is motivated by the fact that he could get promotions or a pay rise if he works hard and if deadlines are met. Another factor which helps to motivate him is having a good understanding with his boss. Having done both interviews I believe that the first person I interviewed would fall into theory y seeing as he enjoys his work and even works in terrible weather. I also believe he should be categorised into the security needs seeing as he works for money that he wants to save and use for luxuries. He could also be categorised into affiliation needs in view of the fact that he has social events with fellow workers after and during work. A factor which helps him become motivated to work is having a good boss, who allows flexibility. This is vitally needed because of the time it takes him to get to work after college. ...read more.

Conclusion

If I relax my gaze and I am too soft sloppiness sets in. 3. Indeed most people prefer to be directed. They do not really wish to carry the burden of responsibility indeed they tend to avoid this. They have little ambition and prefer a secure, steady life. Theory Y A Theory Y manager tends to believe that 1. Given the right conditions for employees, their application of physical and mental effort in work is as natural as rest or play. Work is play, offers satisfactions and meaning. 2. There are alternatives to reliance on external controls, pushing and threats - implied or real. These are not the only means for linking individual effort with organizational objectives. If people feel committed, they will exercise self-direction and self-control in the service of the firm's objectives. 3. Their objectives will complement the firm's and commitment is a function of the "intrinsic" rewards associated with their achievement i.e. not just extrinsic rewards/punishments. 4. The Theory Y manager recognizes the influence of learning. He/she believes that if the right conditions are created the average person learns not to accept and seek responsibility. 5. The capacity to exercise imagination, ingenuity and creativity in the solution of organizational problems is widely not narrowly distributed in the work force 6. In modern organizations, the intellectual potential of the average person are only partially utilized. People are capable of handling more complex problems. ...read more.

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