Steven Kerr's Lack Of Motivation In Sports

Before exploring the health of an athlete its important to understand what mental health is. Mental health is characterised by emotional wellbeing and resilience to stress (ClearingHouseForSport Australian Government Ralph Richards 9th June 2016). Mentally healthy individuals are able to cope with daily stresses and fully participate in family, work and in this case sport activities. A mental disorder is a diagnosable illness that affects a persons thinking, emotional state and behaviour and disrupts his/her ability to carry out normal daily activities and maintain personal relationships. Exercise has many benefits, not only for physical health but also your mental health as well. In the brain, exercise stimulates chemicals that improve an

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.

We live in a society in which people are believed to be motivated by highly energizing and engaging rewards such as pay, job security, benefits and working conditions, all of which are extrinsic rewards. According to Daniel Pink’s book Drive – The Surprising Truth About What Motivates Us, he writes that these extrinsic rewards are in fact not the best ways in which to obtain and maintain motivation. Pink gives a new perspective on motivation in the workplace; it is argued that human motivation is largely intrinsic and that the aspects of this motivation can be divided into autonomy, mastery, and purpose. Based on the extrinsic reward motivation theory, low financial compensation can hinder motivation and performance in your profession,

sports; in the above lines with the use of ethos. Furthermore, Gates uses an analogy in showing

Kerr’s observation on “The folly of rewarding A while hoping for B is true today, simply illustrates the sometimes fouled up rewards systems that most companies have in place. Fouled up in the sense that most companies wrongly reward not so positive behaviours while hoping and expecting for better ones.

Pay and Rewards – pay and rewards attract, motivate and retain staff. The employment contract which lists rewards, whether it be pay, bonus or benefits, can remove animosity amongst employees and employers. However, recent research reveals that employees are no longer motivated by a financial reward alone, but

In Dan Pink’s speech, “The puzzle of motivation” he talks about the benefits of using reward for motivation. However, there are also drawbacks. Pink argues that there is a disconnect from science and business. Science says that if you offer a reward you will work harder to obtain your goal. Business says that if you offer a reward the result of the work will suffer. If no reward is offered in the business world and more freedoms are given like: no set hours, and the freedom to work where ever you want. The production and quality of work will increase. He also made the argument that what worked in the 20th century is not working in the 21st century.

Tangible incentives offer features that recipients often see as luxuries. In other words, a trip or item that a sales person may not be able to justify purchasing themselves, even if they had sufficient funds, is now attainable through their performance. The need to justify the consumption of the tangible reward is eliminated by the hard work put forth to create the opportunity. The value increases in the participant’s mind with the increased difficulty to obtain it. This lack of need to justify the use of the reward increases the motivational impact of working to obtain it. ( Jeffrey, Scott A., Shaffer, V. The Motivational Properties of Tangible Incentives. Compensation and Benefits Review. May/June 2007)

“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”.

It is not easy to successfully overstate the degree in which the majority of managers and also the individuals who recommend them believe in the redemptive power benefits. Certainly, most U.S. businesses apply certain kind of plan meant to motivate workers by attaching compensation to a single index chart of overall performance. However more stunning may be the seldom analyzed perception that individuals will perform a much better job when they have already been promised some kind of motivation. This presumption and also the methods related to it tend to be pervasive, but an increasing assortment of proof encourages an opposing perspective. Based on many studies within laboratories, work environments, lecture rooms, along with other surroundings, benefits generally undermine the procedures they're meant to improve. The results claim that the actual failure associated with a specified incentive program is attributed much less to some glitch inside that plan rather than the ineffectiveness of the psychological presumptions that ground these kinds of ideas (Kohn, 1993).

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

The rewards, or lack of rewards, are not helpful for motivating behavior for this position. With nothing to strive for but a weekly paycheck, or keeping a job, there is nothing happening in this company that can motivate employees to perform above and beyond for the managers.

To motivate employees to work towards reaching organizational goals, managers frequently depend on some form of enticement. Beyond monetary compensation, awards and additional types of acknowledgment can be given, and the ability to choose a work schedule is a possibility. A reasonable pay system, which would be an incentive for individuals and groups to achieve organizational goals, is a hardship manager’s face (Jones & George, 2011). Within the company that I work for, every quarter awards are presented to Customer Service Agents who have maintained a 95 percent or above quality score. Monetary awards are given out as well as time off coupons.

Keeping employees motivated in addition to creating incentives and/or additional ways for employees to receive more compensation will create better performance overall within an organization. Contrary if company B gives their employees incentives to perform, without any motivational tactics they probably will not have as many top performances as company A, in addition the company may only seek short term rewards verses have long term success. Lack of motivation for employees within an organization, can cause long term damage for the company’s success. Different things motivate everyone; therefore there should be a system in place to keep employees motivated for the long term success of the company. In the MBM textbook under the concept of incentives, compensation, and motivation, there are a couple of different views of how it should be applied within an organization. We will discuss The Social Role of Profit, Personal Profit and Losses, and the way Market-Based Management view how incentives, compensation, and motivation should be applied and the things that effectively drive employees’ actions while at work.

Ever since businesses have been created, employers have tried every means necessary to increase the productivity of their subordinates. Since the beginning of time, this was done by a reward-punishment type philosophy. This philosophy is used when regarding the workplace. If a worker does well, he/she is rewarded by a pay raise and if the worker is not performing up to standards they are let go. In Dan Pink’s “The Puzzle of Motivation” he finds a flaw in this philosophy, and this flaw is supported by his thesis “There is a mismatch between what science knows and what business does”. The translation of this thesis is that it has been proven, by science, that incentives don’t always increase work productivity; in fact, it decreases it in some cases. However, most businesses