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This 7-page paper focuses on motivational theories and management responsibility toward employee's intrinsic motivation. Bibliography lists 15 sources.
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7 pages (~225 words per page)
File: AS43_MTperfempl.rtf
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of work), it was assumed that a honest days work for an honest days pay was enough of a motivator to get people out of bed in the mornings and
to a full day of work. But more than a century after the industrial age kicked into full gear, this is no longer
the case. Employees no longer want to be just cogs in a corporate machine. They want to know that theyre input, and job performance, helps a company. They want to
balance work with personal life. They want not to be abused, overused or underpaid for the work they do. They want to know a company cares about them. Adding meaning
to work, in other words, can go a long way toward motivation (Hayashi, 2009). In short, the 20th century saw a great
deal of information coming out about employee motivation and what managers could do to help in this endeavor. There is little doubt that managers have a huge role in and
responsibility for, increasing the job satisfaction and well-being of their employees. The problem, however, is that management, by many, is seen as a reactive job, rather than a direct, innovative
and motivational one (Carneiro, 2008). Literature Review During the latter part of the 18th century, when factories began dotting, then clogging, the
landscape, workers didnt really adapt too well. Basically, workers made their own decisions about how jobs were to be performed, which ended up impacting production.
In 1911, things changed when Frederick Taylor published The Principles of Scientific Management, in which he postulated that tasks could be standardized to be performed more efficiently (Frederick
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