The Importance Of Family Motivation

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.

Different work commitments of family members if they are all in full time employment, distance, willingness to travel or restriction on time available, ability to travel or drive, as well as a good or poor relationship with the individual, all these can have an affect on the level of family involvement.

According to the expectancy theory of motivation, in the workplace an employee’s willingness to work is dependent upon the end result of working and how important the end result is to the employee. An employee will be more compelled to put forth more effort if it is believed that the consequence of doing so will be a positive performance evaluation. The employee must believe that by achieving a positive performance evaluation, an incentive will be achieved. The incentive, whether it is monetary or advancement, must benefit the employee (Robbins, 2012).

Intrinsic motivation is gaining more recognition in the workplace. Books like Driven by Daniel Pink talk about the scientific data that supports the notion that humans are not wired to be rewarded with more money, but instead a sense of purpose. The connection between intrinsic motivation and working independently is that by working in a team there is less individual contribution, therefore limiting the sense of ownership in a project. When a person works independently they set their own goals and deadlines (Halvorson) while forced to comprehend the task at hand clearer. The quality of the work is higher in part because the success of the work is left entirely on one person, but also because individuals find reasons to remain motivated and

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

Past research indicated that characteristics of many jobs in conjunction with the workplace can negatively affect family life, while aspects of an employee's family situation can influence worker’s performance and behaviors toward work. This increased the incidence of stress and burnout leading to

Purpose Statement: Balancing work and family plays a vital role in one’s life. Today I am here to inform you about its effects on one’s performance.

Being with family and work at the same time is difficult for a person since there are many challenges and consequences a person deals with but they must realize that family is important to be with but some choose work over their family. One thing that is happening in these past years in most families is that parents are taking the time to be with their

Highly motivated employees will work harder, therefore, be more productive than those employees without motivation. Improving the quality of working life increases the probability that productivity will improve (Miller, 1977). Julia Stewart clearly demonstrates positive reinforcement, through her managerial skills, competency, and identification as a leader. Julia Stewart not only demonstrates

With the accelerate of the rhythm of people’s life, more and more people focus attention on their work, but they lose sight of the care of the family. So it might result in the family relationship is not harmonious and it even improve the divorce rate. One of my junior high school friend had been experienced this, when that happened he looked very poor and helpless. Although his father looked successful, but he lost a family. Finally I realized that the success is not only good at work, it also need to have a happy family, the work can be easy to do, but the family is very hard to create, if people are good at work and also have a very happy, have enough time to take care family, that is a

In the interim, a separate body of research spawned by a new group of scholars drew a clear target on the work-family interface. We address this scholarship in the final empirical chapter. Unfortunately, there remains little cross-talk between these bodies of literature. Regardless of their profitability (in terms of careers, journal opportunities, etc…), both subareas are guilty of abandoning the extended family. This is somewhat troubling as studies show that work values and the meaning of work develop during childhood and remain relatively stable over the life course.

are very important part of the company, because thanks to them it can perform properly

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

Individuals primarily motivated by intrinsic process engage in activities which they consider enjoyable of fun. It is the performance of the task itself, rather than outcomes or results of the task that provide satisfaction. These individuals are often diverted from tasks that are relevant to goal attainment in order to pursue tasks which are intrinsically more enjoyable. Thus, as long as team tasks are enjoyable, these individuals will be motivated to continue working effectively in the context of the team. Since they are relatively indifferent to task and social feedback, such feedback will not serve to motivate continued performance on the part of the intrinsically motivated person (Scholl, 2002). This shown that if a company want to be successful, they must have staff that really like their job and be satisfied with what been given by the company. A 2007 article in The Journal of Happiness Studies as

Motivation is central to understanding behavior in organizations and a key managerial factor. Two aspects of motivation are structuring tasks to satisfy worker and organizational needs and providing the proper direction for worker actions (Stroh, Northcraft and Neale, 2002). There are a number of factors when it comes to the difference in worker performance. One of these factors is related to different levels of ability