motivation :: essays research papers

I at a time had an interesting conversation with the owner/manager of a clothing manufacturing company. He operated a large and successful business, principally supplying uniforms for the corporate market.He was surprised by some of his drillers. They oeuvreed on a piece work rate (paid per item) and some of the in truth efficient staff did not find as much as they were capable of. They worked hard at the pelf of the pay period, but then they tapered off. He expected them to work hard the whole time, as they were paid by what they produced - the harder they worked, the more they were paid. He expected that the extra m one and only(a)y remunerate would motivate them.Motivation is a complex concept. Remuneration is also complex. Individuals react in different slipway to pay schemes. A simple explanation for the clothing worker behavior is that they did not work just for the money. They enjoyed the working environment and the social fundamental interaction it provided. They lik ed to gestate work, to be employed, and yes they needed a certain train of in surface. But once they achieved that, the pressure to work hard was reduced. Given that the literal work task was quite monotonous and repetitious, it was not surprising that they exhibited this behaviour. forceful work design was required.People think that money is a motivator. It does have an effect, but motivation involves far more. Sales people atomic number 18 the unsullied example. Most are on performance based schemes. But what is one of the main themes gross revenue and marketing consultants write about? You guessed it - how to motivate your sales team Consultants would not need to write motivation articles if financial reward alone worked.Equity in compensation practicesPositive effects come from good financial and non-financial rewards.It is very important to have a thoroughly managed remuneration system in place. Fair and reasonable reward is intrinsic and very important for good morale. I believe strongly in the equity possible action of motivation. Simply put, the theory states that people have to believe that their pay is equitable with others. When they compare their salary and benefits with their colleagues and co-workers, they must believe that they are being fairly compensated. If they believe their compensation is not equitable, they become very de-motivated and their work performance suffers.Financial and nonfinancial rewardsI subscribe to the theory that states it is the nature of the work that is important.