The Ways in Which Work Can Have an Influence on an Individuals Motivation - Essay Example

Identify And Discuss the Ways in Which Work Can Have an Influence on an Individual’s Motivation IDENTIFY AND DISCUSS THE WAYS IN WHICH WORK CAN HAVE AN INFLUENCE ON AN INDIVIDUAL’S MOTIVATION Introduction Contemporary organizations need to structure and understand work environment to promote productive behavior. These organizations should also dampen and discourage unproductive activities or practices in the place of work. Work is crucial to encouraging positive behavior and motivating individual performance in the workplace. Apparently, motivation involves psychological processes, such as arousal, intensity and direction. Arousal is basically what initiates or instigate action (Thomas 2010, p. 4). A person’s desire or need to achieve certain things that are missing or simply mislaid in their lives, stimulate arousal. Intensity implies the amount of energy or vigor that employees often put into goal-oriented work performance. Finally, direction is the course or path that employees take in achieving individually set goals. The difficulty and importance of the goal are the bases of the level of intensity. Motivation may serve to direct attention, giving focus to particular tasks, issues, or people. On the other hand, work helps to inspire and stimulate an employee to accomplish predetermined or set goals (Thomas, 2010, p. 14). Work may also prevent an individual from deviating from behaviors that help him or her achieve particular goals. Meanwhile, employee’s commitment to satisfying a broad range of needs at their workstation significantly contributes to individual motivation. For instance, employees require basic physiological and psycho-emotional needs for survival, belonging and self-actualization. Workplace indicators such as engagement, commitment, intention, and satisfaction are useful to foster individual employee’s motivation. Employees should bring energy, initiative and effort to their jobs and reflect the extent or level to which they feel the organization effectively meets their expectations at work (Ahlstrom & Bruton 2010, p. 95). Some employees derive a lot of motivation at work primarily because their work helps them achieve promotions and other work-related benefits. In the same way, work can have an influence on an individual’s motivation since most organizations usually consider hard work and diligence as key to various achievements and privileges associated with an employee’s position. Many employees would end up losing confidence and motivation following their dismissal (Ahlstrom & Bruton, 2010, p. 118). Others may lose hope in ever achieving their ambitions in life after several unsuccessful attempts to secure a job with different organizations. In essence, many people not only care about the compensation packages but also potential motivation they derive from their work/assignment. According to George and Jones (1996, p.65), work motivation is “the psychological force(s) that determine the direction of a person’s behavior in an organization, a person’s level of effort and a person’s level of persistence” (George & Jones, 1996: 161). Individuals may focus more on their work due to the drive and aspiration to bond. Some jobs inspire teamwork and constant interactions between employees and managers. Similarly, work may create positive emotions, especially when an employee derives love and care after committing to the work or responsibility (Ahlstrom & Bruton 2010, p. 197). Apparently, the drive and ambition to bond usually account for the substantial boost in motivation at the workplace. The employee often feels proud after serving the organization with due diligence. Nevertheless, an individual will feel betrayed and abused if the tasks assigned to them do not meet their expectations. As a result, the individual will lose confidence and motivation to work for the organization. Work can help employees realize their inherent, individual strengths and weaknesses. Hence, many of the employees would devise ways and approaches to improve or remedy their weaknesses at work. For instance, an employee may realize that he has problems with mood, temper, and pace. Bad temper and repulsive frame of mind may hinder an employee’s interaction with other people at the workplace, consequently compromising his or her ability to perform duties effectively (Thomas, 2010, p. 31). Also, an employee would focus on perfecting his skills in areas where he has significant strength, which often translate to positive results. However, an employee should identify areas and tasks that generally receive encouraging reviews and responses from the supervisor, departmental head or top executives of the organization. Typically, an employee will embark on performing work that is both satisfying and rewarding. Such tasks may also motivate the employee and draw positive responses from the management and other key individuals within the entity (Thomas, 2010, p. 39). Moreover, many employees may find the desire to comprehend their work, making meaningful contribution to the wider attempt to step up motivation. Contrary to conventional belief and understanding of employee motivation, a few employees feel motivated by extremely taxing jobs. Others are motivated to achieve long-term ambitions and desires by jobs that help them grow and learn. Monotonous jobs and tasks that lead to a dead end often demoralize employees (Thomas, 2010, p. 63). On the other hand, employees who feel trapped or forced to work for a given entity should endeavor to find new dilemmas elsewhere. Work may also help a person defend his individuality, property, and personal achievements. In effect, the person feels motivated whenever ne engages in this kind of work. For instance, a legal representative would employ his work, career, and professional skills to protect his accomplishments, as well as defend himself and family against unwarranted prosecution (Jost, 2014, p. 198). Others would feel encouraged and motivated by work if it allows them express their opinions and ideas freely, as well as help gain confidence and feelings of security. On the contrary, any work that generates negative emotions, such as fear and resentment, is neither appealing nor motivating. In general, any work that helps an individual put up a strong defense against potential challengers (or competitors) is motivating. Moreover, many people feel motivated when their work or responsibilities in an organization help them exercise some autonomy and self-sufficiency. On the other hand, people would be discouraged and less motivated when they work make them feel vulnerable and basically serving the organization at the mercy of managers (Jost, 2014 p. 208). In essence, an employee’s ability to work and accomplish individual ventures without influence or interference from the managers is among the primary grounds for motivation. Also, any work that is interesting, meaningful and challenging could be the major source of motivation for an employee. For instance, the job design can fairly simplify the tasks of an employee as well as make him think more broadly about ways of contributing constructively to the business to redeem trust and confidence of the managers, customers and investors (Jost, 2014 p. 231). Design or work plan may also attract and retain top performers of the organization by accommodating their vision and encouraging them to perfect their approach to work. The theories of need formulated by Maslow (Hierarchy of needs, 1943 & 1954) and Alderfer (Expectancy, relatedness, and growth, 1972) explore the significance of work environment in relation to employee motivation. Simon in Arnold and Randall (pg. 353-355) loves and commits to his job. The most fundamental level of the hierarchy dictates that Simon works to satisfy his basic physiological needs. Apart from his love for the job, Simon could be motivated to work for purposes of safety, belonging, esteem, and self-actualization (Montana & Charnov 2008, p. 238). Theories of need seek to prove that Simon’s ability to work to satisfy personal needs influence his behavior, as well as motivation to continue with his work at the organization. Herzberg’s motivation-hygiene theory could also be useful to analyze interactions between Simon and his colleagues, friends, or even relatives in the workplace. Several factors often influence the measurement of Simon’s job satisfaction or dissatisfaction (Herzberg et al., 2003, p. 2). “Hygiene” factors, such as job security, salary, and physical work environment, will influence Simon’s dissatisfaction with the job. On the other hand, “motivating” factors, such as having responsibility, enjoying the work, and feeling a sense of accomplishment will significantly contribute to his satisfaction with the job (Herzberg et al, 2003, p. 21). Meanwhile, equity theory would also help to analyze Simon’s motivation in the workplace even as he strives to achieve stability and/or balance between efforts and inputs in the workplace, as well as the rewards he anticipates or receives (Koontz & Weihrich 2010, p. 189). Work quality and volume, skills, knowledge, behaviors, and performance are Simon’s crucial inputs that contribute to a fairly motivating or daunting work environment. He may compare his inputs to anticipated outcomes (or compensation) to determine whether or not to continue working for the organization (Koontz & Weihrich 2010, p. 207). Since Simon feels not appreciated, inferior and under-compensated, he will lose commitment or motivation to continue working for the organization. He will also reduce input levels and the comparative standards for his situation. Lastly, Simon may resort to setting specific, measurable, attainable, relevant and timely goals that the job ought to help him achieve within specific time-frame (Rauch 2007, p. 23). His employer’s feedback will also keep him on track and underpin the significance of the said goals (Rauch, 2007, p. 45). He will lose motivation to set or achieve certain goals if the employer never appreciates his efforts, or makes him inferior to the rest. Ordinarily, Internal, interactive and external factors play an integral part in enhancing employee commitment and the realization of goals. Conclusion In summary, individuals need to decipher what motivates them at the place of work and embark on achieving more outcomes thanks to the effort. Getting employees do their best at the workplace, even in frustrating and trying circumstances, is crucial to individual employee’s motivation (Khan 2003, p. 160). Work typically results in task strategies and approaches that are vital to motivation at the workplace and beyond. Social interactions, identity and belonging influence an individual’s behavior in the workplace. Loads of concepts and theories about motivation are incredibly useful for analyzing the relationship between work environment and an individual’s motivation. Intrinsic motivation is more powerful than extrinsic. Incidentally, “…excessive emphasis on extrinsic motivation in the form of pay can result in damage to intrinsic motivation…” (Riley, ACAS, 1992). Finally, the three fundamental factors that constitute employee motivation in the workplace are direction, effort, and persistence. References Ahlstrom, D., & Bruton, G. D. (2010). International management: strategy and culture in the emerging world. Australia, South-Western Cengage Learning. Herzberg, F., Mausner, B., Snyderman, B. B., & Herzberg, F. (2003). The motivation to work. New Brunswick [N.J.], Transaction Publishers. Jost, P. J. (2014). The Economics of Motivation and Organization an Introduction. Cheltenham, Edward Elgar Publishing. Khan, W. A. (2003). Teaching motivation. New Delhi, Discovery Pub. House. Koontz, H., & Weihrich, H. (2010). Essentials of management. New Delhi [u.a.], McGraw-Hill. Montana, P. J., & Charnov, B. H. (2008). Management. Hauppauge, NY, Barrons Educational Series. Rauch, C. (2007). The goal-setting theory A short discussion. München, GRIN Verlag. Thomas, K. W. (2010). Intrinsic motivation at work: what really drives employee engagement. 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