The Importance Of Motivation

1798 Words 8 Pages
Register to read the introduction… Motivation is a very important factor in determining whether goals will be achieved effectively and efficiently. This is so as all employees are not motivated by the same thing. Some members are motivated by money, others by reputation. It is the manager’s job to find out what each individual is motivated by, and use this knowledge to suit and keep them constantly motivated, whether it be implementing reward systems or by using methods such as job rotation and job enrichment. Managers must ensure that their employees are constantly motivated and doing their jobs in an effective and efficient manner to therefore lead the entire organization to a common goal. The organization and all of its members must work as one to achieve this common goal, whether it be making a profit or gaining employee satisfaction. If one or more members are unmotivated to do their task, the task might come out as “sloppy” or ineffective, and therefore, the organization’s overall output will not be as satisfactory. Even if the work is what the employee enjoys, the task might be repetitive and therefore managers should implement job enlargement to diversify tasks and increase work productivity. This can be seen in employees stamping papers, which in turn creates boredom, decreased productivity, absenteeism and job turnover. This might be detrimental to an organization as they might lose some of their most prestige employees, and the organization might suffer if there is no one in these positions or as qualified to fill …show more content…
Managers must understand that based on a person’s personality, they may only be motivated by money whereas someone else may need to be more intrinsically rewarded, such as employee recognition programs whereby they are recognized for their hard work. For example, based on the correct method of motivation matches the individual, it will increase satisfaction, productivity, perceived organizational support and organizational citizenship behaviour, and in turn, reduce chances of absenteeism and turnover (Osterloh and Frey). In addition, rewards should be contingent on performance and managers must ensure that individuals believe the relationship is strong so they will be satisfied and hence

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