Questions On Work Motivation And Attitude

The psychological attitude of each employee will determined the attitude of the company. It is important to have a positive, stable, determined attitude in the workplace. This will result in deadlines, goals and objectives being met, individually and as a whole.

According to Herzberg two factor theory there are “two issues that play an important role in the workplace experience: hygiene factors and motivational factors”( Fischer and Baack, 2013 ). Hygiene factors contains wages, hours, working conditions and relationships with supervisors. Motivational factors consist of achievements, recognition, actual work or job, responsibility, and the chance for advancement or growth, and relationships with peers. Herzberg states that a person is either satisfied and driven or unfulfilled and

'Motivation is a process that influences the direction, persistence and vigour of goal-directed behaviour. Psychology 's diverse theoretical perspectives views motivation through different lenses. (Passer, Smith, Holt, Bremner, Sutherland, Vliek., 2009, p.475). The psychological motivational theory that I

Bandura A, Cervone D (1983). Self-evaluative and self efficacy mechanisms governing the motivational effects of goal systems. Journal of Personality and Social Psychology, 45 (5): 1017-1028.

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

Virtually all people can identify goals they want to accomplish, things they would like to change, and things they would like to achieve. However, most people also realize that putting these plans into action is not quite so simple. Bandura and others have found that an individual’s self-efficacy plays a major role in how goals, tasks, and challenges are approached.

The concept of interest is self-efficacy. This began in 1977 with Bandura’s social learning theory that was renamed social cognitive theory in 1986, of which self-efficacy was one of the major concepts of his theory. Self-efficacy makes a difference in how people will feel, think, behave, and motivate themselves. A low sense of self-efficacy can be associated with stress, anxiety, depression, and feelings of helplessness. Such individuals also have low self-esteem and become pessimistic about their accomplishments and personal development. In thinking terms, a strong sense of efficacy facilitates cognitive processes and performance in a variety of settings, including the quality of decision-making and academic achievement. When it comes to behavior, self-efficacy can be said to influence people’s choice of activities as self-efficacy levels can foster or decrease a person’s motivation. People with high self-efficacy approach difficult tasks as challenges and do not try to avoid them. People’s self-efficacy beliefs determine their level of motivation, as reflected in how much effort they will

Self-efficacy is the confidence in one's capacities to arrange and execute the blueprints required to oversee planned circumstances. It is the faith in his or her capacity to succeed in a specific circumstance. Essentially all individuals can recognize objectives they need to perform, things they might want to change, and things they might want to accomplish. Nonetheless, a great many people understand that putting these arrangements without hesitation is not exactly so easy. Bandura (1977) and others have found that an individual's self-efficacy assumes a noteworthy part in how objectives, assignments, and difficulties are approached. Bandura (1977) writes that self-efficacy decides the amount of exertion individuals will consume and

Employee equality, job security, and fair wages are considered some of the hygiene factors that exist in a workplace environment (O. Ferrell, Hirt, & L. Ferrell, 2009). Frederick Herzberg used these elements along with motivational factors to create a theory of motivation, known as Herzberg’s Two-Factor Theory.

Morrison EW, Milliken FJ. 2000. Building a Practically Useful Theory of Goal Setting and Task Motivation. 25:706–25

Expectancy Theory (ET) is based on a rational attitude to motivate and the belief that if a positive effort is put toward a goal, them a calculated outcome will result. “This belief, or perception, is generally based on an individual's past experience, self confidence (often termed self efficacy), and the perceived difficulty of the performance standard or goal” (Porter & Lawler

Bandura (1994) contends that a student’s belief in his or her ability to accomplish various tasks is highly influential on whether she or he actually accomplishes the task or succeeds in an individual area. He termed the belief in one’s abilities as personal self-efficacy. Personal self-efficacy is believed to be domain-specific and is developed throughout a person’s life in four ways: cognitive, modeling, social persuasion and mood (Bandura, 1994, 1997, 2003). Cognitive self-efficacy pertains to aspirations and is

Bandura (1997) defined self-efficacy as “beliefs in one’s capabilities to organize and execute courses of action required to produce given attainments” (p. 3). Self-efficacy refers to the judgments of what one can do with whatever skills one possesses rather than the judgments of the skills themselves. In self-efficacy theory, people evaluate their skills and abilities and convert their beliefs about their capabilities into purposive action (Bandura, 1997). As people enact their self-efficacy beliefs, they demonstrate a degree of control over (a) the activities they choose to pursue, (b) the persistence they display in the pursuit of goals, and

According to (Bandura, 1997), the concept of self-efficacy considerably improves the understanding of human behavior. The assessment of self efficacy is the assessment of what an individual is able to do, regardless of the actual abilities of the person, and there are two basic types of expectation in realization of behavior needed to achieve the wanted outcome: efficacy expectations and outcome expectations. Self-efficacy refers to individuals’ beliefs about their capabilities to carry out a particular course of action successfully.

Motivation in the workplace is one of the major concerns that managers face when trying to encourage their employees to work harder and do what is expected of them on a day-to-day basis. According to Organizational Behavior by John R. Schermerhorn, James G. Hunt and Richard N. Osborn the definition of motivation is "the individual forces that account for the direction, level, and persistence of a person's effort expended at work." They go on to say that "motivation is a key concern in firms across the globe." Through the years there have been several theories as to what motivates employees to do their best at work. In order to better understand these theories we will apply them to a fictitious organization that has the following