Motivating Individuals in Teams From a Human Resource Perspective

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Motivating individuals in teams from a human resource perspective Introduction "All organizations are concerned with what should be done to achieve sustained high levels of performance through people." (Armstrong, 2001, p.155) Motivating employees to engage effectively in teamwork is a perplexing and tricky issue. As Milkovich et al (2002) show, some prestigious companies, such as Microsoft, persistently hire top-quality workers for below market salaries and sometimes for little benefit. Yet, workers flock to the company sometimes from places where they are paid far more and although many of them crave autonomy, they are content to work as part of the team and actually productively contribute to team effort and success. The question then becomes: what attracts top quality workers to a certain place if monetary compensation is not always the solution, and, as equally important, what prompts them to remain engaged in their team work even though this may be boring, trite, and time-consuming. Motivation theory is a huge part of Human Resource Management (HRM). A growing sub-section is motivating workers to work in tams. This is particularly important since a majority of companies (particularly those that employ at least 100 employees) engage teams. In 1992, this made for 82% of companies (Gordon, 1992). We can assume that the percent has increased today. Successful teamwork makes for successful business. The aim of this essay, therefore, is to conduct a cursory literature
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