TO WHAT EXTENT DOES THE LACK OF MOTIVATION CONTRIBUTE TO POOR PERFORMANCE LEVELS IN THE WORKPLACE?
Table of contents
Background of the study
Purpose of Study
Data Collection Procedure
BACKGROUND OF THE STUDY
In many organizations, motivating employees was seen as a problem for managers. Motivation as defined by Graham and Bennett (1998), consists of all the drives, forces and influences – conscious or unconscious – that cause an employee to want to achieve certain aims. Employees who feel motivated to work are likely to be persistent and turn out high quality work that they willingly undertake. Additionally, the motivation theory also explains that people at work behave in the way they do in terms of their efforts and the directions they are taking. It also describes what organizations can do to encourage people to apply their efforts and abilities in ways that will further the achievement of the organization’s goals as well as satisfying their own needs.
On the contrary, unmotivated employees are likely to spend little or no effort in their jobs, thus, leading to low quality work, they even reach the extent of avoiding the workplace as much as possible. Some individuals when unmotivated also tend to go against the rules and regulations in an organization because of the dissatisfaction they feel. Each individual has different needs; they tend to establish different goals to satisfy those needs, however, management must recognize that every employee has different ways of becoming motivated.
The purpose of this study is to identify factors that can encourage positive motivational behavior among employees. It also intends to outline what motivates employees to perform at their best and to achieve optimal results in the workplace.
STATEMENT OF PROBLEM
To what extent does the lack of motivation contribute to poor performance levels?
Presently, it is recognized that managers have attempted several different incentive programs to motivate their employees. However, these incentives have not worked for all employees, as a matter of fact; it has caused some of the employees to become demotivated. This is seen as a problem as the organization’s strength depends on employees’ performance to gain optimal results and high productivity.
1. LITERATURE REVIEW
Most organizations use different ways or methods to motivate their employees, but some of these methods used does not necessarily satisfy or motivate all employees as each individual has different needs. According to Armstrong (2003), there are two types of motivation identified by Herzberg, Mausner and Synderman (1957). These are: (1) Intrinsic Motivation – the self generated factors that influence people to behave in a particular direction such as responsibility, recognition and even opportunities for advancement. (2) Extrinsic Motivation – what is done to or for people to motivate them such as an increase in pay, promotions etc. When employees or individuals in organizations believe that they work to their best to get things done, they expect to be rewarded in some form or the other. However, when this does not happen the individual tends to become demotivated, especially if some other employee who is performing at the same rate or less is being recognized. This demotivation can cause an individual to act out in many ways such as low performance or being absent from work very often or even individuals becoming disinterested in what the organization does and its rules and regulations. This in turn leads...
References: 1. Armstrong, M.(2003). A Handbook of Human Resource Management Practice.
2. Cole, G.A. (2004). Management Theory and practice. 6th Edition
3. Graham, H.T. & Bennett, R. (1998). Human Resources Management. 9th Edition.
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