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Motivation in Organization

Every person in direct supervision of employees or workers knows the intricacies of leadership and management of people under his/her care. Intertwined in this idea is the fact that individuals are motivated to work not only for them but that the vision and mission, goals of the corporate world where they belong must be their own also. Ownership as a motivational factor is critical for the survival and sustainability of both the individual worker and the organization as a whole. This paper intends to define motivation and its place in organizational behavior.

Discussion Studies reveal that how an organization runs depends upon every human person within the workplace functioning as he/she should be in order that productivity is achieved. This is actually a cyclical picture; both the organization or employer level and the rank and file levels must understand the team and group dynamics that must work to achieve their own objectives. However this seemed to be easy to understand, the applications of which are complex involving multiple disciplines (ACCEL, 2006).

Motivation, when properly understood, underscores the fact that the problem with the implementation lies in the root of the complexities of human behavior itself (ACCEL, 2006). The word motivation is derived

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from the word “motivate” which means to move, impel, or induce to act or satisfy a need or want. Any consideration, idea or object prompting or exciting an individual to act or move him to do what his leader wants to be accomplished is motivation. Motivation may therefore be defined as a willingness to exert effort to achieve a goal or objective for reward.

Without motivation or will to do, not much by way of accomplishment can be made. It is the need, want, or motive within the individual that will urge him to accomplish his motives (“Organizational motivation”, 2009). Motivation implies a promise or expectation of reward as a result of one’s action. The reward is usually in the form of satisfaction of the individual’s wants, desires or needs – his objectives (“Organizational motivation”, 2009). One of the most important tasks of management is how to arouse and maintain the interest of its employees to work willingly and enthusiastically to achieve the company’s goals.

Anything that is designed to make the individual or group of individuals obtain or satisfy their needs is motivation (“Organizational motivation”, 2009; King, 1970). There are two types of motivation – positive and negative, both of which are used by managers to achieve goals. Positive motivation is a human relations or leadership approach whereby subordinates enthusiastically follow the leader’s will because of some possible gain, reward or satisfaction they expect to get such as feeling of achievement, sense of responsibility, appreciation, promotion, etc.

, (“Organizational motivation”, 2009; Lazaro et al. , 2000). Negative motivation on the other hand, also influences others to follow the leader’s will, but not because of any expected advantage but of fear of punishment or the application of certain sanctions such as losing some money or status, recognition, or even one’s job (“Organizational motivation”, 2009; Lazaro et al, 2000). Conclusion Specific studies substantiate the influence of certain factors on motivation.

Generally, these studies reveal that rank ordered needs in many government entities ranked as follows: 1) physiological; 2)self-realization; 3)security and safety; 4)social; 5)status and prestige ((“Organizational motivation”, 2009; King, 1970). In another study, workers from among workers and middle management groups ranked security and physiological needs of utmost importance. These data show that factors mentioned here must be the concern of the individuals in their executive positions (King, 1970).

Reference 1. ______ (2009). Employee motivation, the organizational environment and productivity. ACCEL. Accessed March 2, 2009 <http://www. accel-team. com/motivation/index. html> 2. _______ (2009). Organizational Motivation. Chapter 4. March 2, 2009. <http://www. idrc. ca/en/ev-28365-201-1-DO_TOPIC. html> 3. King, N. (1970). Clarification and evaluation of the two-factor theory of job satisfaction. Psychological Bulletin, 74, 18-31. 4. Lazaro, P. M.

Palma, BB. Azcona, P. Cardona, N. Chinchilla, (2000). From individual motivation to organizational compensation: the physician’s perspective. Annu Meet Int Soc Technol Assess Health Care Int Soc Technol Assess Health Care Meet. 2000; 16: 224. Health Services Research Unit, Instituto de Salud Carlos III, Madrid, Spain; International School of Business, Barcelona, Spain. Accessed March 2, 2009 <http://gateway. nlm. nih. gov/MeetingAbstracts/102271882. html>

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