Answer to Question #194773 in Management for Warda Bintey Rahma

Question

Describe a task you’ve done recently for which you exerted a high level of effort. Explain your behavior, using any three of the motivation approaches described in Motivating Employee chapter.

Answer 1

My “normal” effort level is very high. If a job is worthwhile, I will devote my full attention to it. For me, the goal-setting theory works well because it gives me a feeling of achievement. A measurable way of measuring my success is achieving or exceeding a target, particularly in a field that rarely produces a tangible product. Almost every aspect of life needs motivation. Nature has an inherent motivation; it does what it does for no other reason than to do it. Few people on the planet do not doubt or focus on their motivation for such activities on a daily basis. Despite this, it is a relatively undeveloped area of research. Many hypotheses exist, but their variety reveals their failure to capture the complexity of human motivation in a straightforward, natural manner.

According to Kleinginna, motivation refers to energizing/arousing mechanisms that have reasonably direct access to the final common motor pathways and have the ability to facilitate and direct certain motor circuits while inhibiting others. Sensory feedback and analysis are often influenced by the mechanisms. At least two barriers to adoption of a restrictive meaning were identified by Kleinginna first, the basic physiological mechanisms are difficult to define fully, and second, non-psychologists generally use the term motivation in an all-inclusive context.

When it comes to managing people at work, increasing motivation and maintaining dedication are two main success factors. Managers are increasingly using the psychological contract to maintain and inspire key employees, whether consciously or unconsciously. It was a valuable method for staff management and recruitment. It's essentially an unspoken agreement between the employer and the employee. It encapsulates both parties' expectations for what the employment contract can offer.

Employees are told what they must do to fulfill their end of the bargain and what they should expect from their work in the psychological contract. It provides a valid and useful framework for thinking about the employment relationship, especially in the context of a changing labor market and low unemployment, where employers are motivated to do everything possible to keep workers.