• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Motivation in the Workplace. This specific study looks into the distinction between promotion versus prevention focused individuals, and how motivational tactics within these two character types can work together or separately.

Extracts from this document...


Motivation The study of motivation is a central principle within the science of psychology. When people fail and succeed, especially in the workplace, their tendencies and actions give a clear description of their personality and character. Some people fail and give up on their attempts, taking the perspective that is always easier to prevent themselves from failure again rather than keep trying. While conversely, others may fail and try harder, motivating themselves to succeed through failures. Both of these types of feedback signs are found in empirical studies, however, little application has been found in how to use this data in interpreting workplace relationships and the motivational tactics of management. This specific study looks into the distinction between promotion versus prevention focused individuals, and how motivational tactics within these two character types can work together or separately. It is necessary in the workplace environment to find a focus on broad perspectives in which a unique assessment of promotion versus prevention characterization is derived within the workplace environment. Fundamentally the distinction between advancement (prevention) focused and security (prevention) focused individuals' takes place within how they interact on both a physical and social level. When considering needs, certain individuals are much more concerned with how much nourishment, growth and development they experience, while others concern themselves more with shelter, safety and protection. E.T. Higgins advanced the theory that prevention vs. promotion focused individuals not only concern themselves with differing sets of values and emphasis, motivations for advancement and security also can create "different modes of goal pursuit". In specific, that people "represent and experience basic needs for advancement in an entirely different fashion than basic needs for security". This revolutionary theory has dramatic application to the workplace. Managers, who differ in motivational mindset from employees, could have a conflicting value standard that dramatically decreases their effectiveness in motivating production and positive work environment. Within the workplace environment, the connection between employees and employers is extremely important to sustain productivity and workplace culture. ...read more.


Thus, using such a strategy, an individual can have a significantly better change of identifying correct methodologies and avoid the error of omission in decision making. For management who take this strategy, risk taking is a significant part of the decision making matrix. This means that management wants individuals to endorse a method that "might" be correct, and risk being wrong, rather than not forwarding a method and miss the opportunity to succeed. In contrast, management that takes the prevention focused strategy will look at alternatives through a very narrowly defined window. This means that they have very strict criteria for acceptance and a higher threshold for potentially relevant information. This strategy can be taken by management in order to increase the chance of rejecting incorrect decisions, and avoiding risky commitments that cause severe losses. The obvious conflict that could arise within this instance is if employees and employers use contrasting strategies within the workplace. The tension that is inevitable could result in the breakdown of relationships between the two parties. Recent research conducted by Molden and Higgins in 2004 demonstrated that individuals with promotion focus tend to endorse more explanation for their performance than those with prevention concerns, and as a result form less certain impressions than those with prevention concerns as well. The tension that results when these two systems come in conflict can result in psychological stress and general reduction in workplace productivity. Another important problem that arises within conflicting systems in the workplace is there effect on insight and creative thought. Management with a promotion focus generally tends to facilitate an exploratory approach to boost creativity. Whereas prevention focused management would narrowly consider alternatives and have a general inhibition for creativity. This management style difference is not necessarily wrong however. Those with a very strict method to achieve corporate goals tend to be more efficient, because less time is wasted on exploring ideas that become irrelevant later. ...read more.


Those employees that are promotion focused often can have dramatic failures which can both decrease their productivity and synergy with management. Prevention focused employees can become too conservative and as a result never achieve significant career or financial gains. The ultimate conflicts however, occur when there is a conflict between management and employee focus and strategies. Such differing promotion versus prevention focuses causes the fundamental reasons and thought processes of individuals to change and this cause significant stress. However, because both of these types of systems must be employed within the workplace to gain the most productivity from employees, it is necessary for employers to note this conflict and aggressively attempt to minimize its impact. What this means is that employees must take positive steps towards understanding what motivation types works the best with their employees and adapt their strategies accordingly. This can be done when managers tailor their rewards system and corporate philosophy into something that is extremely flexible and that allows them to incorporate motivation for both types of systems. Many corporations and current HR practices already use this methodology within their current corporate philosophy, and as a result they can establish strong employee-employer relationships even if the decision matrix employed by these individuals contrast. The importance is in acknowledging that there is a fundamental difference in promotion versus prevention focused individuals. However, their established motivational systems, does not have to reflect negatively upon how they utilize and establish themselves towards achieving an end state. In conclusion, the research conducted and reviewed in this study has demonstrated that concerns with advancement versus security are distinct thought process that creates a fundamentally different way for processes of evaluation, judgment and ultimate decision making. However, within the workplace setting the prominence and importance of employee-employer relationships can influence how an individual selectively applies their system of motivation. This means that the pursuit of end states can still be a cohesive and unified pursuit. It is up to each individual management system to understand the necessity of allowing employees to work within both a promotion and prevention focused motivation system. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. Roots and causes of racism in the workplace

    racism by fighting the different forms of racial discrimination and try to increase people's tolerance. Part 2: Different types of racial discrimination in the workplace A report based on research from the National Institute of Economic and Social Research, estimates that ethnic minorities in the UK spend �40 billion /annum.

  2. Context of Employee Relations and Industrial Conflict

    In order to help UK businesses to compete effectively, the CBI works with carious other agencies: * UK Government * International Legislators * Policy Makers On-ground support is available to members through the CBI network of offices in the UK, Beijing, Brussels and Washington. Appendix 6 shows a CBI Campaign.

  1. Context of Employee Relations and Industrial Conflict

    * Trade Union Reform and Employment Rights Acts of 1993 required seven day notice of a strike to be given. * The Act undermined the Bridlington Principles by granting individuals the right to join a union f their choice. * EETPU got expelled from the TUC.

  2. Employment relations- unitarist, pluarist and radical and conflict in workplace

    being made, and is based on a common goal/s being shared to achieve the set objective/s. Employers empower individuals in their roles and encourage team work. This approach reflects the vision of McGregor's theory (1960's) of the Y manager and as a result of this it is deemed unnecessary for


    It also outlines the research paradigm selected, sets out the research strategy, and also justifies the selection of the methodology. Ethical issues will also be addressed in this chapter. There are many options for research paradigms, strategies and detailed data collection. The diagram below, based on Saunders et al (2003)

  2. Stress in the Workplace Some theories that are deemed to have a possible ...

    The more people involve themselves with others, the more they begin to apply their newly created schemas. This means that stereotyping is forged at a young age and that person will continue to use these schemas until new events change the schema slightly and may change a person's view of others (Romascavage, 2005).

  1. The link between national culture and leadership style. Can one expect discrepancies between the ...

    He made his research in 1990. At first the study is composed of 20 countries but it has been enlarged through the years. Schwartz?s research is conducted among schoolteachers and university students. Schwartz measure culture using the following three bipolar dimensions: Embeddedness vs.

  2. What can organisational learning, and the search for the learning organisation, offer to companies ...

    To experience the advantages of the learning organisation the intellective improvements are required to be transported into viable action. Acknowledgements of the prospects in learning research are substantial and academics have much to undertake to provide practitioners with satisfactory data on the value of learning organisations.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work