TOPIC: BEHAVIORAL INFLUENCES

Topic: Behavioral Influences



Behavioural Influences

Any social organism, whether a firm, a social institution or state, at a certain stage of its development, face inevitable performance limiting barriers. Often outbound products cannot be improved both at quantitative and qualitative levels. Improved technologies and higher wages usually, in this case, have a substantial effect. This is because of the fact that these steps are often the missing ingredients. However, motivation has become the main instrument of the solving these problems.

According to a popular definition, motivation is “internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal.” (Motivation).

The function of motivation is to affect the employees of the enterprise through various incentives so that they would work effectively. These can take the form of social influence, collective and individual incentives. The process of motivation is very complex and ambiguous. There are many different theories of motivation. The main idea in them is figuring out which ones meet the needs, and motivates people to action.

For example, consider the expectancy theory of motivation by Vroom. This theory was first formulated by Victor Vroom. According to the theory of expectations, demand is not only a prerequisite for motivating people to achieve the goal.

Procedural theory of expectations determines that the conduct of employees is determined by the behaviour of the:

- leader, who under certain conditions, stimulates the employee;

- employee who believes that under certain conditions, he will receive remuneration;

- employees and managers admit that for a certain improvement in the quality of work he will receive certain compensation;

- employee who compares the amount of remuneration to the amount it needs to meet certain requirements.

Based on the expectations theory, we can conclude ...