Motivation

Motivation 

Motivation is the force that energizes, directs and sustains behavior. It provides the personal and dynamic element in the concept of engagement (Armstrong , 2010). “Motivation” is about what we can give to a person now so that he or she will work better in the future (Trompenaars & Hampden-Turner, 1998).

Motivated employees are more engaged in their work (Rich , 2006), they are more strongly committed to their work, work longer hours, pick more challenging goals to achieve (Becker, et al., 2015). According to Armstrong & Taylor, (2014) they defines motivation as an influence on a persons’ psychology which leads them to behave towards a fixed direction. The concept motivation is derived from the Latin word "movere" which means to move (Huber , 2006).

According to Arnold et.al, (1991), the three main components of Motivation is as follows;

1. Direction - what a person is trying to do

Direction can describe as the goal set up by the organization to achieve through the employees’ efforts.  The direction should be able to give direction / guideline to employee.  

2. Effort - how hard a person is trying 

Effort can simply describe as the how hard an employee tries towards the direction. In fact, there is positive connection between employees’ efforts and expectation of a desired outcome.   

3. Persistence - how long a person keeps on trying

Persistence is the period with which an employee spends energy and effort towards the direction of goal. 

According to Armstrong & Taylor, ( 2014) employee motivation can be divided into intrinsic and extrinsic, which means a worker's motivation can emerge out of inside and outside sources.

1. Intrinsic Motivation

2 .Extrinsic Motivation

Intrinsic Motivation

Intrinsic motivation is defined as the doing of an activity for its inherent satisfaction rather than for some separable consequence (M. Ryan & L. Deci , 2000) .Conversely, an employee who is intrinsically motivated will inspire themselves to do well from a craving for acknowledgment, important work, freedom or some other inner factor. Intrinsically motivated individual has the desire to perform because the outcome is in line with his self-policies or fulfills a desire and therefore importance is attached to it. Intrinsic motivation reveals an individual’s core aspiration for meeting internal needs, and it originates from emotions (Qayyum & Sukirno, 2012). 

Extrinsic Motivation

Extrinsic motivation is a construct that pertains whenever an activity is done in order to attain some separable outcome. Extrinsic motivation thus contrasts with intrinsic motivation, which refers to doing an activity simply for the enjoyment of the activity itself, rather than its instrumental value (Ryan and Deci, 2000).

Extrinsic (external) motivation can occur when an employee is stimulated to work hard by external systems such as rewards, incentives, extra payment, promotion or punishment. Extrinsic outcomes are the rewards that are distributed by some external agent in the organization, where an example could be the monetary reward that an employee receives for putting in extra effort at work, job security, and promotions (Nasri & Charfeddine, 2012). For instance, a supervisor may give out an employee of the month grant or offer a reward to the most elevated performing specialist in an office.

References

Armstrong, M., 2010. Armstrong’s essential human resource management practice. Illustrated ed. s.l.:Kogan Page Publishers.

Armstrong, M. & Taylor, S., 2014. Armstrong's Handbook of Human Resource Management Practice. 13 ed. s.l.:Kogan Page.

Arnold, J., Robertson, I. T. & Cooper, C. L., 1991. Work psychology: understanding human behaviour in the workplace. Illustrated ed. Michigan: Pitman.

Becker, T., Kernan , M., Clark , K. & Klein , H., 2015. Dual commitments to organizations and professions: different motivational pathways to productivity. Journal of Management, 44(3), pp. 1202-1225.

Huber , D. L., 2006. Leadership and Nursing Care Management 3rd Edition. Third ed. s.l.:Saunders Elsevier.

M. Ryan, R. & L. Deci , E., 2000. Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions. Contemporary Educational Psychology. Contemporary Educational Psychology, Issue 25, pp. 54-67.

Nasri, W. & Charfeddine, L., 2012. Motivating salespeople to contribute to marketing intelligence activities: An expectancy theory approach. International Journal of Marketing Studies, 4(1), p. 8.

Qayyum , A. & Sukirno, D., 2012. Motivation and the role of demographics: The banking industry of Pakistan. Global Business and Management Research: An International Journal , Volume 4.

Rich , B., 2006. Job engagement: construct validation and relationships with job satisfaction, job involvement, and intrinsic motivation., s.l.: University of Florida.

Trompenaars , F. & Hampden-Turner, C., 1998. Riding the waves of culture: Understanding cultural diversity in business. 3rd ed. s.l.:McGaw-Hill Companies.