MOTIVATION

Institution: GENERAL DE JESUS COLLEGE Faculty: MS. LEI ALARCON, MBA

MOTIVATION-DEFINED.
Motivation is the set of reasons that determines one to engage in a particular behavior. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to lessapparent reasons such as altruism.

MOTIVATION .

MOTIVATIONAL CONCEPTS.
A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two things: you, and other people. There is extrinsic motivation, which comes from others, and intrinsic motivation, which comes from within you. Rewards can also be organized as extrinsic or intrinsic. Extrinsic rewards are external to the person; for example, praise or money. Intrinsic rewards are internal to the person; for example, satisfaction or a feeling of accomplishment. Some authors distinguish between two forms of intrinsic motivation: one based on enjoyment, the other on obligation. In this context, obligation refers to motivation based on what an individual thinks ought to be done. For instance, a feeling of responsibility for a mission may lead to helping others beyond what is easily observable, rewarded, or fun.

INTRINSIC & EXTRINSIC MOTIVATION.

Intrinsic motivation occurs when people engage in an activity, such as a hobby, without obvious external incentives. People are likely to be intrinsically motivated if they: Believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck), Are interested in mastering a topic, rather than just rote-learning to achieve good grades. In knowledge-sharing communities and organizations, people often cite altruistic reasons for their participation, including contributing to a common good, a moral obligation to the group, mentorship or 'giving back'. In work environments, money may provide a more powerful extrinsic factor than the intrinsic motivation provided by an enjoyable workplace. In terms of sports, intrinsic motivation is the motivation that comes from inside the performer. Extrinsic motivation comes from outside of the performer. Money is the most obvious example, but coercion and threat of punishment are also common extrinsic motivations. In sports, the crowd may cheer the performer on, and this motivates him or her to do well. Trophies are also extrinsic incentives. Social psychological research has indicated that extrinsic rewards can lead to overjustification and a subsequent reduction in intrinsic motivation.

MOTIVATIONAL DRIVE.
* ACHIEVEMENT MOTIVATION A drive some people have to pursue to attain goals. His motivation is to achieve the objectives being set. AFFILIATION MOTIVATION It is a drive relates to people on a social basis.

POWER MOTIVATION A drive to influence other people, take control and change situations.
Institutional power. Power to influence others to meet organizational objectives.

THREE ELEMENTS OF MOTIVATION.

Motivation starts with the desire to be free, to be free from dependency on others, freedom to live the lifestyle we dream of, freedom to explore our ideas. Motivation is built on three basic elements:

1. Motivation starts with a need, vision, dream or desire to achieve the seemingly impossible. 2. Develop a love-to-learn, become involved with risky ventures and continually seek new opportunities. 3. Developing the ability to overcome barriers and to bounce back from discouragement or failure.

MASLOWS METHOD: EMPLOYEE MOTIVATION.

A managers ability to motivate starts earlier than most people think with employee selection. The hiring of employees that are self-motivated is crucial to the success of any business. If an employee is motivated from within, then the motivator aspect of a managers job is less difficult. As with many ideas, this easier said than done.

Maslow developed a hierarchy of needs or an order of needs that need to be fulfilled in each person.

1. Self actualization need to grow and use abilities to the fullest; highest need.

2. Esteem need for respect, prestige, and recognition from others as well as self esteem and personal sense of competence.
3. Social need for love, affection, and belongingness in ones relationships with others.

4. Safety need for security, protection, and stability in the personal events of everyday life.
5. Physiological most basic of human needs; need for food, water, and sustenance.

EMPLOYERS ROLE IN ENCOURAGEMENT.

Employee Incentive Programs Hard Work Has Its Rewards. Improve Performance with Employee SurveysGain Critical Employee Feedback with Performance Appraisal Hire smartThe best place to start, of course, is with good hiring practices. One size does not fit allThe second key to remember is that employees are individuals and therefore not all motivated by the same things. Share the visionAnother way to motivate agency employees is to share the agency's plans. General Ration's ruleGen. George S. Patton summed up the next rule best when he said, "Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity." Rewards and risksConsider the risk/reward factor and carefully match the reward to the achievement (or risk). Minimum standardsThe risk/reward factor presumes that monetary rewards motivate all employees, but that is not true. I recommend that all agencies establish minimum performance standards for all positions. Peer pressurePeer pressure in the right environment can be the best motivator.

EMPLOYEE RETENTION.
To maintain a stable workforce, employers must actively engage their employees in different retention activities. These can range from customized compensation packages to the age-old family picnic. Whatever the case, people need to feel wanted, valued and appreciated. They want to do meaningful work and have some say in how their jobs are designed, managed and measured. And when these psychological needs are met, research shows that they'll be more apt to stick around. It's up to you to motivate them.