Reseraher Essay

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One of the most important and driving factors for achieving goals is motivation. Motivation is defined as “psychological processes that arouse and direct goal directed behavior” (Kreitner&Kinicki 207). Motivation is imperative in the workforce. Typically, work environments are very goal oriented. Experts argue that having goals motivates people. While goals are important for people in the work place, incentives are also important. Rewards for reaching goals include the feeling of fulfillment upon reaching the goal as well as the satisfaction of being recognized. It is most often the job of the manager to use motivation to encourage employees to accomplish tasks which they may not otherwise attempt. Several researchers believe recognizing and rewarding workers can lead to better performance. Other scholars argue that using company awards to motivate employees can hurt the company financially. At Bank of America, where I work as a teller, the company has set up a system to motivate employees in groups so that they can achieve maximum performance. Managers should understand what inspires employees to initiate action, what influences their choice of action, and why they continue in their action over time. It is essential for managers or anyone in the leadership role to grasp the concept of motivation and apply this motivation to the workforce.
New research in the biological sciences combined with evolutionary psychology have created a new model of motivation. The article “Employee Motivational: A Powerful Model” by Nohria, Groysberg, and Lee, explains the new model of motivation. First the authors begin explaining the four drives that underlie motivation. The first drive is to acquire, which speaks to both the acquisition of physical goods, such as cars, and food, and intangible goods, such as social status. This drive is based on comparison; people compare themselves to others and are motivated to perform based on that comparison. This idea is similar to Adams’ equity theory of motivation which states employees “strive for fairness and justice in social exchange or given- and- take relationships” (Kreitner & Kinicki 213). Employees compare themselves to each other and expect to treat fairly by the organizational. The second drive is to bond, which explains that people need social interaction, relationships and connection with others. The third drive is to comprehend, meaning that people need to break things down, make them understandable, and solve problems. In the workplace, this is about making a meaningful contribution. Last drive is to defend, which explains that people usually want to defend themselves against external elements and always want to be treated fairly. In the workplace this is about promoting justice, having clear goals, and allowing people to express their ideas and opinions. By having these four drives met, the employees are able to build confidence and feel secure. Not meeting these four drives can result in fear and...