Praising Motivates

Praising does Motivate Employees

Praising does Motivate Employee

Introduction

Within the workplace, motivation is defined as the variable that drives employees to (1) “want to act” and (2) “choose to act” to succeed in the workplace. Further, motivation is explained as the energy that encourages work-related behaviour and influences one's work style, direction, intensity and duration. The phrase 'work motivation' allows a researcher to further investigate motivation in the workforce, more specifically the energy that encourages work-related behaviour and influences one's work style, direction, intensity and duration. In other words, adding the term “workplace” in front of motivation segregates this motivation to only apply to situations that occur with regard to work. This study is limited to workplace motivation (MacMullen, 2004, pp. 19-25).

There are two types of motivation at work, which stern from internal (intrinsic) and external (extrinsic) forces are essential to production because they encourage employees to perform tasks. Internal motivation is a very personal form of motivation and revolves around completing a task for the sake of the task. In this case, an employee completes a task early because it is rewarding to her or him, not because of a reward that might be earned. External motivation comes from other sources, including feedback from one's supervisor, team or company goal setting, and monetary rewards. Supervisors can impact this motivation and should recognise the important role they have in the motivation of their subordinates. Supervisors need to know how to motivate their subordinates to create extrinsic motivation because they have very little influence over internal motivation (Lin, 2007, pp. 135-149).

When studying motivation in organisations, it is important to consider money, hierarchy and task performance as overarching workplace components. Money in an organisation can be a relatively simple concept; an organisation must be making money to survive in the economy, and must provide money to employees to retain skilled professionals so that they in turn can support themselves, and often others, in society. The organisational hierarchy is in place to give order and direction to organisations. As mentioned above, the communication in this hierarchy, such as between supervisor and subordinate, is imperative to organisational production. Finally, the task performance element of motivation is based upon whether the individual can actually perform job expectations. This includes mental and physical capacities and although an individual may be motivated, if that individual cannot perform the job to begin with, the motivation will not take him or her as far as he or she needs to go. Organisations seek to fill this performance gap not only by making good organisational hires, but also by initiating workplace training (Levesque & Brown, 2007, pp. 284-299).

Discussion

Motivation is the process of regulating human behavior in order to be able to achieve a specific result. It is a mechanism for regulating and activating a person's behavior. It is a state of internal tension that seeks to operate in a specific direction, being unaware of the nature. Motivation is a set of forces that cause people to behave in a certain way, showing ...