NOTE NO. 21 BY V.H.VROOM

1. NOTE NO. 21BY V.H.VROOM WORK AND MOTIVATION

2. GROUP MEMBERS: FARWA HASSAN (025) SHAHANA ALAM (232) MOBUSHRA JABBAR (423)

3. MOTIVATION • There is an old saying “You can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people”. They will do what they want to do or otherwise motivated to do. They must be motivated or driven to it, either by themselves or through external stimulus.

4. Motivation is the key to performance improvement • Motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed • Performance is considered to be a function of ability, opportunity and motivation, thus: job performance =f(ability)(motivation)(opportunity)

5. Ability depends on education, experience and training and its improvement is a slow and long process. • Performance opportunities vary in different situations and over time. Managers can strongly influence performance opportunities. • On the other hand motivation can be improved quickly

6. There are broadly seven strategies for motivation. • Positive reinforcement / high expectations • Effective discipline and punishment • Treating people fairly • Satisfying employees needs • Setting work related goals • Restructuring jobs • Base rewards on job performance

7. Employee motivation in the workplace • The job of a manager in the workplace is to get things done through employees. • To do this the manager should be able to motivate employees. • But that's easier said than done! Motivation practice and theory are difficult subjects.

8. To understand motivation one must understand human nature itself. And there lies the problem • Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership.

9. Achievement Motivation • The need for achievement is a distinct human motive that can be distinguished from other needs. More important, the achievement motive can be isolated and assessed in any group. • Many people tend to be extreme in their attitude toward risks, either favoring wild speculative gambling or minimizing their exposure to losses.

10. Do people with a high need for achievement behave like this all the time? • Achievement-motivated people are not gamblers. They prefer to work on a problem rather than leave the outcome to chance.

11. Rewards and achievement-motivated people • Another characteristic of achievement-motivated people is that they seem to be more concerned with personal achievement than with the rewards of success. They do not reject rewards, but the rewards are not as essential as the accomplishment itself.

12. Why do achievement-motivated people behave as they do? They behave like this because they habitually spend time thinking about doing things better. Examples College students with a high need for achievement will generally get better grades than equally bright students with weaker achievement needs.

13. Achievement-motivated people as managers • Achievement-motivated people can be the backbone of most organizations. People with a high need for achievement get ahead because as individuals they are producers they get things done. • When their success depends not only on their own work but on the activities of others, they may be less effective. Since they are highly job-oriented and work to their capacity, they tend to expect others to do the same. As a result, they sometimes lack the human skills and patience necessary for being effective managers .

14. In this situation, their overemphasis on producing, frustrates these people and prevents them from maximizing their own potential. • Thus, while achievement-motivated people are needed in organizations, they do not always make the best managers unless they develop their human skills. Being a good producer is not sufficient to make an effective manager.

16. Conclusion Motivation is an internal energy and desire to act. Motivation is important to managers for three reasons: It leads to action It is one of three factors in performance. It is variable so managers can influence motivation levels. Findings show that a sense of accomplishment and financial rewards have consistently motivated people overtime.

17. Motivational factors may help managers to meet the challenge of keeping employees to work hard and stay with the organization. • Culture has strong effect on the factors that motivate, so research findings in one culture often have limited applicability to another culture. Motivational factors depends on cultural values and individual needs. Because values can differ from culture to culture, people from different cultures will have diverse reasons for being excited and energetic about doing their jobs. • The three components of motivation are individual differences , the job, and the organization.

18. For Example, people with an internal locus of control may have more motivation and show more initiative than those with an external locus of control. • Job factor is the key to motivation and performance. If the job offer workers interesting tasks, challenging work, a sense of achievement, and opportunity to use and develop skills, they are more likely to be motivated • To motivate employees to do their job , the organization must provide the right climate and opportunities. The organizational component includes corporate culture, structure, strategies, mission, norms, policies and practices.