As more people have participated in businesses today, problems related to management and administration started to appear more frequently. In order to deal with this kind of problems that can cause incredible loss to the business, managers of the companies began to find ways to trigger the employees’ motivations for working. Motivation is the reason that makes a person do certain things in certain ways, and it can be divided into internal motivation and external motivation. Internal motivation explains behaviors that are driven by people’s internal rewards, for instance, one might take certain action due to his own interest and the happiness he can get through fulfilling this interest; external motivation, on the other hand, explains
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Employees were encouraged to work on new ideas, taught the history and heritage of SAS, allowed to work in different divisions and could interact with customers directly. They had a lot of freedom in the company, and could express their own thoughts as long as that would not affect the company’s daily operation and could also get feedbacks from the managers. Due to Maslow’s Need Hierarchy, physiological, safety, belongingness/love, esteem, and self-actualization describe the pattern that human motivations generally move through. Google focused on intrinsic motivation aligned with SAS’s long-term view and satisfied its employees’ lower order needs so that employees could self-actualize; therefore, Google had much lower turnover than other companies, and the talented employees had high motivation, always willing to work for extra hours with great innovation and creativity. These two examples above showed the difference between the effects of external motivation training and internal motivation training. One can realize that internal motivation can work better in business than external motivation since it actually motivates the employees from their inner body including their self-interest, ambitions, pursuits and emotions, which are much harder to give up. Besides these realistic situations, a good deal of research and studies also …show more content…
In this case, the employees would become more acceptable to all the changes happened in the business because they had gained enough knowledge and knew how to deal with the situation. Employees would attain the inherent tendency to seek out novelty and challenges, to extend and exercise one 's capacities, to explore, and to learn (Deci & Ryan, 1985). One of the main issues that caused the crisis in Engstrom Auto Mirror plant was that the employees understood too little about the Scanlon Rewarding Plan, so they became extremely upset when the company changed
Employees were encouraged to work on new ideas, taught the history and heritage of SAS, allowed to work in different divisions and could interact with customers directly. They had a lot of freedom in the company, and could express their own thoughts as long as that would not affect the company’s daily operation and could also get feedbacks from the managers. Due to Maslow’s Need Hierarchy, physiological, safety, belongingness/love, esteem, and self-actualization describe the pattern that human motivations generally move through. Google focused on intrinsic motivation aligned with SAS’s long-term view and satisfied its employees’ lower order needs so that employees could self-actualize; therefore, Google had much lower turnover than other companies, and the talented employees had high motivation, always willing to work for extra hours with great innovation and creativity. These two examples above showed the difference between the effects of external motivation training and internal motivation training. One can realize that internal motivation can work better in business than external motivation since it actually motivates the employees from their inner body including their self-interest, ambitions, pursuits and emotions, which are much harder to give up. Besides these realistic situations, a good deal of research and studies also …show more content…
In this case, the employees would become more acceptable to all the changes happened in the business because they had gained enough knowledge and knew how to deal with the situation. Employees would attain the inherent tendency to seek out novelty and challenges, to extend and exercise one 's capacities, to explore, and to learn (Deci & Ryan, 1985). One of the main issues that caused the crisis in Engstrom Auto Mirror plant was that the employees understood too little about the Scanlon Rewarding Plan, so they became extremely upset when the company changed