MOTIVATION is the driving force by which humans achieve their goals
Workers in any organization need something to keep them working. Most times the salary of the employee is enough to keep him or her working for an organization. However, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employee’s quality of work or all work in general will deteriorate.
The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed.
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That is, when it feeds the needs of the person to be motivated. Yet, motivation will sort little or no effect if a person is not willing or able to execute a task. It is therefore of great importance that anyone in a leadership position realizes that motivation can only work if the foundation of the process is solid: if the right person with the right skills has been placed in charge of the task at hand. In any other case motivation will be a waste of time, and will probably even lead to the opposite: depression on the side of the incapable or unwilling task-performer.
Satisfaction is another interesting work-related phenomenon. We often use this word without really thinking about its meaning. However, the satisfaction issue in work environments is far from simple, for, according to the great management theorist Frederick Herzberg, job satisfaction and job dissatisfaction are caused by total different sets of factors.
Herzberg theorizes that there are different powers at work in the elimination of job dissatisfaction versus the achievement of job satisfaction. He found that job dissatisfaction is caused by factors such as poor supervision, bad working conditions, unpleasant colleagues, low salaries, objectionable work policies or procedures, and low job security.
So, says Herzberg, as a leader you have to make sure that these matters, which he calls the hygiene factors by the way, are appropriately taken care of. However, it makes no sense to overdo them, because even if you enhance one of the above-mentioned hygiene factors to a dazzling height, it will not lead to a higher level of job satisfaction.
What, then, brings about job satisfaction? In that regard Herzberg presents the following factors: achievement, recognition, responsibility, growth, and the nature of the work. He classifies these factors as motivators, and claims that these are the factors that will enhance job satisfaction.
Now that this distinction has been clarified, Herzberg’s suggestion to managers and leaders in workplaces is, to just sufficiently satisfy the hygiene factors -- but not overdo them – and then to seriously emphasize on the motivating factors. If this is applied in the right way, which is not always as straightforward and easy as the theory seems to indicate, then performance should go up.
I recently read somewhere that if every Nigerain worker would produce 3% more in his or her 8-hour workday, the country would be well on its way out of any economical depression.
In the field of Industrial/Organizational psychology, one of the most researched areas is the relationship between job satisfaction and job performance (Judge, Thoresen, Bono, & Patton, 2001). Landy (1989) described this relationship as the “Holy Grail” of Industrial psychology. Research linking job performance with satisfaction and other attitudes has been studied since at least 1939, with the Hawthorne studies (Roethlisberger & Dickson, 1939). In Judge et al. (2001), it was...