Regardless of the differences in orientation in the primary philosophies of organizations, there is no doubt that all organizational heads focus their attention on the growth of their organizations. Organizational growth however does not come easily. Before any organization will grow, there is the need to put in place a number of measures that can affect the core productivity level of the organization. Gardener (2004) explains that the human resource base of any organization is the most powerful component of the organization as far as increased productivity is concerned. This means that when leaders in organizations put in measures to ensure that the human resource base of their organizations have a tune of mind that is directed towards effective and efficient output of work, there will be increased productivity. Garderner (2004) again points out that two of the fastest tricks to do in tuning the minds of human resource base of an organization towards productivity is by arousing enthusiasm among them and motivating them all the time.
Theoretical Perspectives of Arousing Enthusiasm and Motivation
Theoretically, motivation and the arousal of enthusiasm among human resource base (employees) of any organization are discussed concurrently. This is because motivation can lead to aroused enthusiasm whereas the arousal of enthusiasm can be an act of motivation in itself. ...
The closer the person gets to the mirror, the closer the image gets to the person. This means that if leaders show concern
to their followers by taking interest in some of their day to day activities, the followers will eventually become interested in the leaders and by extension, interested in the work to be done. Secondly, the writers suggest that much opportunity should be created and out of these opportunities, there should be reward for their accomplishments. This point has two parts and each of the parts arouses enthusiasm and ensures motivation. Indeed workers are at post to work. Whenever they are presented with opportunities that bring their abilities and skills to bear, they are highly challenged to continue putting in their very best. When they are rewarded for what they do also, they feel fairly treated and always seek for opportunities to continue working. Finally, Akshithas et al. (n.d) entreat leaders in organizations to be trustworthy and respectable in the sight of their workers. The legibility of this point is very clear and straight forward because no one would want to be enthused to work for a leader who cannot account for what is worked. The role of Arousing Enthusiasm and Motivation in Management and Human Resource In management, the absence of enthusiasm and motivation among human resource has been likened to the creation and breeding of apathy among workers. To this end, Toynbee (1975) elucidates that "Apathy can be overcome by enthusiasm, and enthusiasm can be aroused by two things: first, an idea which takes the imagination by storm; and second, a definite, intelligible plan for carrying that idea into action." Once an