Julie Stewart Ob

Motivation provides individuals the drive to behave and act in a certain way in order to influence their work environments (Robbins & Judge, 2014, pp. 35-36). When employees are able to influence their work environments, they can make a psychological identity with their organization that provides a sense of purpose, or meaningfulness, to their existence in their job performance and involvement (Robbins & Judge, 2014, pp. 35-36). Thus, providing employees with a higher level of job satisfaction. To promote higher levels of job satisfaction, involvement and performance, managers will utilize motivational strategies to encourage their employees to perform certain tasks (McCoy, 2012, p. 2). However, managers are recognizing that traditional incentives are no longer providing the results of behavioral physics in their organization (McCoy, 2012, p. 3). To address this dilemma, managers are looking at motivational strategies where the incentives psychologically empower their employees in their daily activities.

Rewards for the purpose of reinforcement are essential in my management plan. While it is acceptable to give external rewards some of the time, a majority of the rewards should be internal. Internal rewards foster intrinsic motivation, which I believe will serve to

Based on her knowledge as a teacher, with 30 years of experience, Julie Roger-Martin believed that she had established a framework by which students could achieve excellence in the classroom and with standardized tests (Frysh, pp.1-10). Even though she was comfortable with her capabilities, her students did not perform as well as others students. Teachers with mediocre school children were excelling in test scores, while their classroom work did not mirror this increased knowledge. Julie Roger-Martin, confused by the test results, was unaware of the underlying reasons for the improvement. The Atlanta Public School System was cheating in order to obtain good scores. Teachers made the decisions that truthfulness was a value that could be sacrificed in order to attain higher salaries and federal funding.

Pink provides a well laid out case highlighting the gap between what science knows and what organizations do. Showcasing the mid-century work of Harry Harlow and Edward Deci , Pink explains how human motivation seems to run counter to what most scientists and citizens believe. For decades, we have believed that we know what motivates people: rewards. Rewards are supposed to intensify interest and enhance performance. But Harlow and Deci found different results. Deci wrote, “When money is used as an external reward for some activity, the subjects lose intrinsic interest for the activity.” Like a shot of espresso, rewards can give you a jolt of energy, but the boost wears out, moreover, it can erode a person’s longer-term motivation to engage in the task. As we continue to incentivize our staff and students,

Highly motivated employees are more inclined to work harder to achieve company goals and expectations. Although Macy’s illustrates the ways in which they provide extrinsic motivators through benefits, intrinsic motivation is just as important. To promote intrinsic motivation, Macy’s should provide positive feedback, give employees a fair amount of autonomy, and provide special projects for employees to participate

Many Wegmans employees find working for the franchise to be quite self rewarding. For example, employees take pride in working hard every day and gain satisfaction from helping customers and other employees. It is indeed true that many workers are driven by money; however, there are many others who take pleasure in their jobs also because they enjoy doing the work. This theory is reflective of Douglas McGregor?s motivational Theory Y. One of the assumptions of Theory Y as noted in the textbook states that ?Employees can view work as being as natural as rest or play?, activities that are undoubtedly rewards in themselves (Robbins, 45). Creating a work environment based on Theory Y would mean that no other

Chapter 12 of our textbook is titled “Motivating Employees,” and it encompasses much of what was in Drive. An extrinsic reward is defined as the “payoff, such as money, a person receives from others for performing a particular task.” Extrinsic rewards are what drive the old economy and still influence management techniques within organizations today. These rewards have many benefits but are becoming more and more obsolete in the twenty-first century workforce. The textbook defines intrinsic rewards as the “satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.” Offering only extrinsic rewards is what Pink refers to as “carrots and sticks.” These rewards work well for routine tasks. However, these rewards often stifle creativity (as seen in the candlestick experiment). Modern jobs are increasingly relying on creativity and innovation. Managers can use this knowledge by acknowledging the importance of intrinsic rewards when dealing with employees engaged in more complex

Participating in this service learning writing assignment, Dortha Bare, Jordan Felver, my partner, and I all seemed excited but also nervous of meeting each other. Jordan and I had prepared our questions and assignment thoroughly. Our motivations seemed confident and well prepared in retrieving answers and getting to know Dortha that day. Incentive approaches to motivation are theories suggesting that motivation stems from the desire to attain external rewards, known as incentives (Feldman, 289). For example, grades, money, affection, and food are incentives. I believe this is the method that we used to obtain a new friendship with Dortha and to receive a college grade. Intrinsic motivation causes us to participate in an activity for our own

According to Bateman & Snell (2009), Motivators to employee job performance are centered on extrinsic and intrinsic rewards. Extrinsic rewards are characteristics of the workplace that attract and retain people. They revolve around organization and management policies, working conditions, pay, benefits, and other so-called “hygiene” factors. Intrinsic rewards are motivators that provide employees personal satisfaction in the performance of their jobs such as opportunities for personal and career growth, recognition and the feeling of achievement in the successful completion of a task. (p. 486). Herzberg’s two-factor theory suggests

A reward is a high extrinsic motivator. The reward can be monetary, gift certificate, day off with pay, a two hour lunch, or working for two hours on anything but work. All entice performance and competition in the workplace. A gold star, being the teacher’s helper for a day, no daily

What intrinsic and extrinsic rewards could management provide to motivate and increase productivity in ES employees?

“While Mangers complain about lack of motivation in their workers, they might as well consider the possibility that the reward systems they’ve installed are paying off for the opposite”.

that employees remain motivated if they are rewarded to achieve goals of a company. And when they are

Reward and recognition programs must connect the needs and expectations of the workforce with the company’s overall goals and strategies. A program that reinforces important company values and goals will encourage employees to act in line with such goals and emphasize the importance of achieving these goals. Alternatively, rewards which do not connect with organizational goals may convey a misleading message and encourage employees to act in a manner that does not facilitate the

Being rewarded and recognised for their work or contribution is what keeps an employee motivated to work towards achieving the organisational as well as personal goals. When the employees is motivated by rewards, they will have job satisfaction consequently increasing the productivity of the organisation. It necessitates the need of managers to pay more attention in understanding their employees and come up with suitable types of reward systems for the organisation so that the employees are intrinsically and extrinsically motivated all the time. The hypotheses that I put forward here is to support this statement that effective reward management is critical to