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Essay / Research Paper Abstract
A 19 page paper that begins by providing definitions of motivation and job performance. The writer explains and describes several motivation theories including: Taylor's scientific model, McGregor's theories, Maslow's hierarchy of needs, Herzberg's Two-Factor theory, McClelland's need for achievement, Vroom's expectancy theory and reinforcement theory based on Skinner's work. The writer describes how these theories are applicable to the work environment. Certain statistical data are included, as reported in the literature. The author also comments on the insights managers may gain from understanding these theories. Bibliography lists 25 sources.
Page Count:
19 pages (~225 words per page)
File: MM12_PGmotemp.rtf
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Unformatted sample text from the term paper:
factors or forces that drive an individual to act, feel or think in certain ways (McCuddy, n.d.). Motivation is internal (McCuddy, n.d.; Ringwood, 2003). Rewards of some type are involved
in motivating a person and there are two primary classifications of rewards - extrinsic and intrinsic (McCuddy, n.d.). An extrinsic reward in the workplace could be incentive bonuses, awards, promotions
and other things that are given by someone else (McCuddy, n.d.). Intrinsic rewards are internal and include things like personal satisfaction for a job well done, feeling competent, feeling satisfied
and other things that do not depend on an outside source (McCuddy, n.d.). Job performance has been described as "a function of ability and motivation" (Accel-Team.com, 2004). The formula
for this equation is: "Job performance =f(ability)(motivation)" (Accel-Team.com, 2004). Ability has to do with education, training and experience, it is gained over time (Accel-Team.com, 2004). Motivation, by contrast, is something
that can be changed and enhanced quickly (Accel-Team.com, 2004). Motivational strategies are used when a gap exists between the actual state of mind of employees and the desired state (Accel-Team.com,
2004). Make no mistake, employing motivational strategies is the attempt to manipulate behaviors (Accel-Team.com, 2004; Boje and Rosile, 2004). The motivator is attempting to induce others to accept certain goals
and/or standards (Accel-Team.com, 2004). There are important caveats managers need to understand about motivation as it relates to performance. First, motivation is internal and individual, what is a motivator to
one person will not necessarily be a motivator to another person (Ringwood, 2003). Second, what motivates a person one day may not motivate that person next week or next month.
McCann commented: "One of the greatest challenges facing managers and leaders is to understand peoples motives" (2003, p. 40). Third, as related to organizations, Ringwood stated: "What motivation looks
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