How to develop the motivation to work?

Thèmes abordés

Motivation, Management

Résumé du document

Management, the term "motivation" would have appeared for the first time in the United States during the 1930s in the field of selling. It was proposed to account for the buying behavior of customers. It is then circulated to other areas of knowledge and was also adopted by the directors of companies to try to understand and influence human behavior at work. From the standpoint of management, we understand the value of research on motivation in the workplace.

This is to define what, in the minds of employees, may be moving action, to act on these mobile to improve their performance, ie the push to do better and more fulfilling in their duties. Indeed, any contractual relationship between an employer and an employee raises the question of involvement at work, what is commonly called the "goodwill" of the employee is essential to the effective execution of tasks. This is the quality of leadership that shows able to meet the timetables it has itself established.

Extraits

[...] These are the forces that are in motion, thus justifying it or leave indifferent. It is, in short, a mental process based on emotions and drives action. In general, work motivation is described as a power that determines a particular type of behavior stimulating the vitality of individuals towards a goal, and that lead them to behave in a certain way to try to achieve this goal. In short, the motivation to work is a set of energetic forces that originate both inside the human being to its environment, to stimulate voluntary or passive work attitude. [...]

[...] In this case, the motivation is not really present, though not entirely absent. Satisfaction may also correspond to aspirations are realized, for example to choose a profession that you love, that makes you feel comfortable and to which we are daily motivated. In summary, we can say that all jobs do not also live the same kind of motivation and do not allow the same kind of aspirations. Different expectations of an employee are themselves more or less valued according to the job he performs. [...]

[...] Indeed, work psychology could never support any link between motivation, satisfaction and performance at work. In particular the relationship between satisfaction and effectiveness has never been proven in the field, while the motivation has never been considered a likely factor in the performance. To ensure performance, some researchers believe that it is better to rely on a good technical staff selection, depending on the position to be filled, adding good features for monitoring and control. In fact, psychologists are far validate the idea of an impact of motivation and satisfaction on performance. [...]

[...] In fact, this problem of motivation and involvement of employees in their work is not yet settled and very clever one who finds the solution containing only benefits. We can not, anyway, back to the methods before the industrial revolution, as the population has greatly increased and the shortage is inevitable. It may be time to seriously consider the issue and to provide reliable answers. [...]

[...] However, we can identify two types of ways stimulation. First, monitoring and control of employee matching systems punishment sanctioning the release of effort. These disciplinary devices, motivation is based solely on the fear of sanctions, the main one being the dismissal. In general, this type of method subjecting employees to a huge stress, with all the disadvantages that flow from that is to say, the disease stops, absenteeism, etc. renewal of holders of each position is at a steady pace indicating difficulties to keep. [...]