It is necessary for managers to consider the importance of motivation because it stimulates employee behaviour to achieve organisational goals. In many ways, employees’ motivation (and performance) provides the firm’s day-to-day support for competitive advantage. Motivation sustains our behaviour; keeps it systematic; and it assembles and concentrates our intentions to achieve the goals we value. Managers who ignore established principles of motivation will foul up their operations because they will fail at the crucial task of linking the firm’s goals to the behaviour of their employees.Work motivation is referred to as the direction, effort and persistence of employee behaviour on the job. The direction of behaviour reflects an employee’s actions which he thinks will result in task performance.
Performance implies evaluation after it occurs and therefore it suggests the presence of some sort of measuring system. Motivation, on the other hand, is only one of several psychological (internal) states that influence performance.
Motivation can be broken into five levels of need.
Unsatisfied employee needs at all levels lead to undesirable outcomes at work because they create experienced inequity for employees. In turn, this produces job dissatisfaction, absenteeism, quitting, sabotage, and ineffective work relationships.
People have a need to grow and develop their full potential, and consequently, they believe that promotions lead to greater need satisfaction. Therefore, career management, mentoring programmes and training and development all support self-actualisation.
Higher-order needs are never fully satisfied.
Performance implies evaluation after it occurs and therefore it suggests the presence of some sort of measuring system. Motivation, on the other hand, is only one of several psychological (internal) states that influence performance.
Motivation can be broken into five levels of need.
- Self-actualisation - The need to reach one’s fullest potential
- Esteem - The need to feel good about one- self and one’s abilities; and to be respected by others and to receive their approval
- Belongingness - The need to experience social inter- action, friendship and love
- Safety - Need for security, stability and a safe work environment
- Physiological - Food, water, shelter and clothing to ensure survival
Unsatisfied employee needs at all levels lead to undesirable outcomes at work because they create experienced inequity for employees. In turn, this produces job dissatisfaction, absenteeism, quitting, sabotage, and ineffective work relationships.
People have a need to grow and develop their full potential, and consequently, they believe that promotions lead to greater need satisfaction. Therefore, career management, mentoring programmes and training and development all support self-actualisation.
Higher-order needs are never fully satisfied.
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