Running header: MOTIVATION THERORY IN THE WORKPLACE 1
Motivation Theory in the Workplace:
Erasing the Line Between Psychology and the Office Joe Rael Psychology 1010
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Introduction Motivation is the psychological feature that arouses an organism to act towards a desired goal and elicits, controls and sustains certain goal-directed behaviors. These are driving forces that compel all organisms to engage in particular behaviors. (Schater p. 325) The psychological drive for hunger leads to eating, just as psychological drive for companionship leads to interpersonal engagement. The drives we experience are the basis in numerous carefully crafted models, from Maslows hierarchy of needs, to Herzbergs two-factor theory. Simply put, motivation is the drive that urges us to behave in a specific way. Analysis A distinction is to be made between the conscious and unconscious motivations. A geneticist will likely presume the unconscious factors paramount, as they are bred within genes, formed through hundreds of millions of years of evolution. The geneticist will regard the promiscuous behaviors of most male species to be built from the instinctive urge to reproduce, and the female instinctive cautionary responses to be built from the motherly behavior warning her of the likelihood of raising an offspring without the presence of their father. Contrarily, to one who takes conscious motivation paramount, emotional factors will be accounted for, be they means of rationalization, for I loved her at the time. (Wright) Rational motivation is the belief that organisms, humans in particular, behave in accordance to their rational. However, concurring research deems this otherwise. It is more evident that Homo Sapiens act through from of bounded rationality, the theory that Running header: MOTIVATION THERORY IN THE WORKPLACE 3 people are nearly, but not fully rational, so they cannot examine every possible choice available to them, but rather utilize rules of thumb to guide their daily living. This is where we see the field of behavioral economics enters. It is the study of how the consumer behaves in the market place, inferring upon human limitations to account for a lack of rational decision-making. (Miller) Two core components exist within motivation. Intrinsic motivation is the motive of pursuing and action in an attempt to receive gratification or pleasure from the action itself, rather than with the expectation of a desire reward or result. Intrinsic motivation manifests within the workplace when a laborer attributes production results to factors under their own control, leading to a greater sense of autonomy, or it they believe they have the skills to be effective agents in reaching their desired goals, also known as self- efficacy beliefs. It is passion behind the action, the desire to learn a new skill, to achieve a MBA. This contrast from the second component; extrinsic motivation. Extrinsic motivation references the work committed to achieve a desired outcome or reward. Increasing productivity in hopes for a bonus, or better behavior in an attempt to achieve preferred parking at the office. This rule doesnt only apply to positive reinforcement, but to punishment and negative reinforcement as well. The concerns of disciplinary action such as suspensions or expulsions are means enough to regulate both individual and group behavior. False tax record keeping can result in punishment ranging from the lss of a job to incarceration. (Dewani) This field of study is operant conditioning, a type of learning in which an individuals behavior is modified by its consequences. (Skinner) Operant conditioning is the centerpiece in incentive theory. Incentive theory uses a reward to create a motivation for future reoccurrence of a given behavior. These MOTIVATION THERORY IN THE WORKPLACE
4 rewards are what create to reinforcement behind the continuation, or continuation, or the abolition, of the behavior. Positive reinforcement is exhibited through the former ends, and negative reinforcement by the latter. The numbers of different motivational factors are limitless, and numerous attempts have been made to organize these drives into formalized models. The American motivations psychologist, Abraham H. Maslow, in his Hierarchy of Needs, created the most widely accepted. Maslow created five classes of needs, each one based around a central concept. The needs, from lowest and most essential on the hierarchy, to greatest and most essential are physiological (sleep, hunger, thirst, lust), self-esteem and achievement, and self-actualization. The only way for one to buid on the upper levels of the hierarchy of needs is to satisfy their precursors. Another theory that is correlated more directly to the workplace is Frederick Herzbergs two-factor theory. Herzbergs theory is based upon the intrinsic/extrinsic drives to hygiene factors. Motivators are our desires to pursue and engage in challenging work, recognition, and to work with responsibility. Hygiene factors are our desires to obtain a good salary, job security, and benefits. Herzberg clarifies that hygiene factors do not act as motivators, however if absent, they result in demotivation, or negative reinforcement. In contrast, the former criterion pawns job satisfaction. These tow inverse element are what is the fount to the concept of the dual-factor theory. In example, an employee may have a very stale job, earning a fair salary and working in good labor condition, however, these factors will not add any job satisfaction. If out laborer was working in poor conditions with a low salary, they will only experience job dissatisfaction. Note; these elements are all extrinsic, or external motives. Conversely, if Running header: MOTIVATION THERORY IN THE WORKPLACE 5 an individual is given great responsibility within a firm, accompanied by recognition for their hard efforts to improve the company, he or she will experience no satisfaction, rather than dissatisfaction. When we examine Herzbergs and Maslows models side by side, we notice marked similarities within their structures. Within Herzbergs hygiene factors, we see the fundamental needs at the base of Maslows hierarchy, the physiological and safety factors. The need for proper safety of working conditions ensures the security of body, and a stable job to ensure the safety of employment. We see Herzbergs motivators in the upper end of Maslows hierarchy of needs in the factors of esteem, belonging, and self- actualization. The need for self-esteem, achievement, respect, and recognition both are the essence of the esteem category and the motivators category, while creativity, problem solving, and responsibility are what make up our drive for self-actualization. Conclusion Motivation is the drive that dictates how every one of us behaves. When a founder, CEO, or even supervisor achieves an understanding of the human drive, every employee can be maximized to his or her greatest potential. We are to take the lessons given from B.F. Skinner, Abraham Maslow, and Frederick Herzberg, and utilize them in the workplace. Once we discover what makes us tick, what creates our passion for success, for achievement, we are able to hand that motivation to each ma and women in whatever field he or she may be. These are universal truths; they are the basis of evolution, the basis of what makes human beings. These are what will create leaders.
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Work Cited Cherry, Kendra, Introduction to Operant Conditioning. About. 22 May 2013. Web 17 May. 2014 Dewani, Vijay. Motivation. SlideShare. Jan 2013. Web May. 2014 Goldthorpe, J.H. et all. The Affluent Worker: Attitudes and Behavior. Cambridge: Cambridge University Press. 1968. Miller, Roger LeRoy. Economics Today: The Micro View (17 th Edition). Arlington: Pearson. 2012. Ryan, Richard. Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions. Contemporary Educational Psychology. University of Rochester. 2000. Scholarly Schater, Daniel, et all. Psychology. New York City: Worth Publisher. 2011. Print Skinner, B.F. The Behavior of Organisms. New York City: Copley Publishing Group. 1938. Print. Stretton, Hugh. Public Goods, Public Enterprise, Public Choice: Theoretical Foundation of the Contemporary Attack on Government. Basingstoke: Palgrave Macmillan. Print. 1994 Weightman, J. The Employee Motivation Audit. Cambridge: Cambridge Strategy Publications. 2008 Wright, Robert. The Moral Animal: evolutionary psychology and everyday life. New York: Vintage Books. 1995. Print.
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