Employee Motivation Review Of Literature

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Gray and Starke defined motivation as “the result of processes, internal or external to the individual, that arouse enthusiasm and persistence to pursue a certain course of action.” Sayles defined motivation as “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” R. Several companies have cross-functional teams to create and throw such challenges and it really works well for them. Manage employee stress levels Organising health-related conversations with experts and activities — ranging from group trekking, going for walks over weekends with colleagues and families, encouraging employees to participate in mass marathons — help in building bonds and de-stress employees. Wellness and productivity has become a key practice area for us as a result of growing interest of companies.

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Alternative working patterns such as job-rotating, job-sharing, and flexible working have been branded as effective motivational tools by Llopis (2012).

Moreover, Llopis (2012) argues that motivational aspects of alternative working patterns along with its other benefits are being appreciated by increasing numbers of organisations, however, at the same time; many organisations are left behind from benefiting from such opportunities.

Research on motivation has attracted academic and corporate entities over the last two decades.

In the present study, authors have reviewed the intense literature to extract all possible dimensions of motivation, having direct and indirect impact on motivation techniques.Chapter-2 Review of literature Motivation: Motivation is the reason or reasons for engaging in a particular behavior as studied in economics, psychology and neuropsychology.These reasons may include basic needs such as food or desired object, hobbies, goal, state of being or ideal.We use cookies to offer you a better experience, personalize content, tailor advertising, provide social media features, and better understand the use of our services.To learn more or modify/prevent the use of cookies, see our Cookie Policy and Privacy Policy.An interesting viewpoint regarding the issue has been proposed by Wylie (2004), according to which members of management primarily should be able to maintain the level of their own motivation at high levels in order to engage in effective motivation of their subordinates.Accordingly, Wylie (2004) recommends managers to adopt a proactive approach in terms of engaging in self-motivation practices.This point has been explained by Lockley (2012) by insisting that certain practices such as engaging in constructive arguments and dialogues in workplace can prove to be highly motivational for the representatives of Western culture, whereas the same set of practices can prove to be counter-productive for employees from Asian countries due to vast cross-cultural differences. (2012) “The Top 9 Things That Ultimately Motivate Employees to Achieve” Forbes, April 6, 2012 Lockley, M.Llopis (2012) draws attention to the increasing relevance of the work-life balance problem for modern employees and stresses its negative impact on the level of employee motivation. (1999) “Motivating Employees” Mc Graw-Hill International Kreitner, R. (2012) “The Secret to Motivating a Team” The Guardian, January 6, 2012 Maslow, A. (1943) “The Theory of Human Motivation” , 50(4)6 Shields, J.Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural differences between employees in particular.Namely, culture can be explained as knowledge, pattern of behaviour, values, norms and traditions shared by members of a specific group (Kreitner and Cassidy, 2012), and accordingly, cross-cultural differences is perceived to be a major obstruction in the way of successful employee motivation.

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