The Meaning of Motivation in the Workplace

Topics: Motivation, Management, Theory X and theory Y Pages: 5 (1732 words) Published: January 31, 2014

The Meaning of Motivation in the Workplace


The Meaning of Motivation in the Workplace
1. Introduction
The work of the manager at the workplace is to make operations to happen as they ought to. For this to happen he or she has to motivate the staff. Motivation practice and theory is a complicated process that is based on a number of sections in the workplace. The motivation of employees has been a core issue for leaders and managers. Staffs that are not motivated are bound to take little or less energy in their work, evade the workplace quite often, and leave the company in the first rise of a chance and poor performance. Similarly, staff that staffs that are motivated in the workplace are bound to be persistent, creative and performing in terms of quality of work. Studies have been done by a number of researchers on tendencies of varied sections of people aiming to get why staff does not get their performance up and the result has been quite different. The best answer is that each and every staff has varied means of being motivated (Valencia, n.d.). The managers are able to know their staff and apply varied methods so as to motivate them on a personal basis. Motivation is defined as the inner feeling that individuals have which controls them to something. The motivation may not be the same. Additionally it may be said that it arises, in the present theories, from desires, values, objectives, and expectations. Since motivation is an inner feeling, managers have to inculcate and control the motivation that their staff has. Motivation is an inner feeling like an idea, notion and desire. The individuals that are more focused in motivations are managers of their staff as they may offer an insight into why individual perform at the level they do and effectively offer managers with methods to elevate worker productivity. This paper looks to assess the motivational practices that are used at the workplace, the theories that arise, the performance problems and solutions. It generally looks to focus on the importance that is attributed to motivational practice and how to manage varied issues that arise from it at the workplace. 2. History Perspective

The principles of effective motivation have a long past. The historical past states the start of a history with industrial age, leaders and managers of age that got the meaning of motivation and applied in varied ways. The classic theories of workplace management were made in 1800s and 1900s. They were limited in focus of worker motivation than methods of control. The business was a model that was applied to produce goods. According to Fredrick Taylor, work was a means of association, made for maximum success and less for staff to judge (Hill, 2013). This method was based on a staff’s point of view who could be motivated by way of wages and fear to be let out of job. Sometime later, Douglas McGregor included the human attribute in the Theory X method to management (Hill, 2013). Theory X has two motivation models: the carrot and stick – greed and fear. It is attributed to prodding by the leadership, tight rules of staff and loosely specific jobs. May had done tests to determine what motivated the staff to success, he acquire that the staff’s performance was better when the top leadership showed interest in the enhancements (Hill, 2013). Presently, the Hawthorne effectstated that productivity is of advantage to a company that forms when offer regard to their staff and handle them better. This goes to affect the social attributes, communications between staff and top leadership. Mayo’s study went on to spark focus into new area of focus on what motivates a person in the workplace (Hill, 2013). The theory X has led to theory Y which states that a person is generally lazy but accepts responsibilities and brings about good outcome. This theory upholds what is known to as participative management, meaning...

References: Hill, B., (2013). Motivation: The Not-So-Secret Ingredient of High Performance. Boston: Harvard Business School Press.
Valencia, C. (n.d.). Motivation and Productivity in the Workplace. Retrieved from :
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