How Does An Unsatisfied Need Create Motivation?

I’ve noticed a difference between me and my friend Iago, during that one class a few weeks ago where we talked about the locus of control me and Iago compared our scores. I was rather surprised to find us being almost at complete opposite ends! I personally appear to have an external locus of control meaning I think external forces are to blame. On the other hand Iago has an internal locus of control meaning he thinks he is in control of situations rather than external forces being the cause.

satisfied so the search for that satisfaction/desire could be classed as motivation. It must also be noted that

Employees trust that the employer has the obligations to facilitate them the following: career advancement, incremental salary, salary based on the current working efficiency, upgrading, safe long-term employment, opportunities to build their career as well as support in case personal problems occur (Mario, Sandra and Dr. Ljiljana 2010, 233). On the other hand, the employees believe that they have the following obligations towards their employer: working overtime, staying loyal, taking initiative to take up new responsibilities at work, providing a beforehand notice when taking another position, be ready for transfer, rejecting support to rivalry, protecting confidential company information, spending a minimum of two years doing the routine (Mario, Sandra and Dr. Ljiljana 2010, 233).

Another factor affecting peoples perception could be their locus of control, Rotter (1954) made distinctions between beliefs of people with an internal and an external locus of control: people who are said to be ‘internal’ are thought to believe that their own actions can change the outcome of situations, making these situations under personal control, however ‘externals’ are seen generally to believe that the outcome is beyond their personal control, believing that their actions are unrelated to the events. Therefore if someone has an internal locus of control they believe that they have a significant say in how their lives are run, whereas a person with an external locus of control believes that ‘fate’ has already decided upon the events of their lives. Niven (2000) suggests that people who have an internal locus of control may be more highly motivated to take action concerning their health; however they are less likely to adhere to medical advice. This may be due to the fact that internals feel that they have a choice and say in the outcomes of their health and can decide not to adhere when it is appropriate. For example in Susan’s case when she spoke about having a bilateral total knee replacement, she said that when the doctor had advised having

Incidents and Influences: As I observed this students I began to notice a low level of achievement with an external locus of control. He seem to blame his failure in his writing journal to past experiences, saying that “I can’t do this” and “ I hate writing”. Other locus of control consist of effort when he put his head on his desk. When the teacher asked if he would like a study

In order to comprehend external locus of control we must learn its pair, internal locus of control. According to Myers (2013), we have an internal locus of control, controlled by our own effects in the

Consider internal locus of control and external locus of control. Identify one psychological disorder correlated with each and explain why you believe relationship occurs. (Stress and Health)

2. Employees will exercise self-direction and self-control if they are committed to objectives. External control and the threat of punishment are not the only means to make employees to work towards objectives.

whereas externals believe that feedback to be strictly due to forces outside of their control (Schultz & Schultz, 2013). Locus of control is a concept developed by Julian Rotter as part of his own social-learning approach to psychology. Haynes and Ayliffe (1991) utilize a theory of internal and external attribution that parallels Rotter’s locus of control, specifying attribution as an important mental process when addressing self accountability. Internal attribution is behavioral change that is instigated internally by the individual, such as a conscious decision to modify behavior. External attribution is change that is caused by outside factors such as medication or disease (Haynes & Ayliffe, 1991). An excellent example of these concepts is an alcoholic who is told

The formation of worldviews can contribute to the locus of control and responsibility (Sue & Sue, 2013). Rotter’s (1966) locus of control consist of internal and external control; Internal control involves shaping your own destiny by your own actions, whereas, External control implies the future is predetermined regardless of one’s actions (Sue & Sue, 2013).

Then there are the internal locus and external locus of control which concerns what is going on around them. Internal locus of control takes ownership of their own actions and look for promotions because of them. They take the company goals to heart. External locus of control blame others for their actions because they do not believe in them.

McGregor (1960a) assumed workers refer to Theory X are lazy, hate to work, responsibility aversion and more concern about lower levels of human needs rather than pursuing self-achievement. McGregor (1960a) suggests that managers should supervise and control the workers in order to adjust their behaviour and neutralise heir negative attitudes toward work, even punish and push them to achieve a minimal level of performance. Punishment is necessary because of the nature of inherently lazy. Managers would find encouraging them to perform better by reward maybe only valid in a short-term as lazy workers eventually submit adequate effort as they do not pursuit self-actualisation (McGregor 1960a). in a word, managers centralise the decision making power, set rules, SOPs and procedures to guide workers what they should process and monitor the process in order to safeguard the minimal requirement of performance is achieved

‘Motivation’ is derived from the Latin term ‘movere’ that means ‘to move’. Thus, motivation is a process that starts with a physiological or psychological deficiency or need that activates a behaviour or a drive that is aimed at a goal or incentive (Luthans). Broadly speaking, motivation is willingness to exert high levels of efforts towards organizational goals, conditioned by the efforts’ ability to satisfy some individual needs (Robbins). Need means some internal state that make certain outcomes appear attractive. An unsatisfied need creates tension that stimulates drives within the individual. These drives generate a search behaviour to find particular goals, that if attained,

That is, if a higher-order need is frustrated, an individual then seeks to increase the satisfaction of a lower-order need. Content Theories of Motivation

At times employees go to work each day knowing they have to complete the daily task of doing so. Some individuals may not like their current job or what occupation they currently hold for one reason or another. At times, it may not be the fact they may not like their job, but the working conditions, policies or even the people they make work with. Job satisfaction and organizational commitment are two of the most important roles people live with each and every day.