The Effective Motivational Technique to Meet Personal Deficiency
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The Effective Motivational Technique
Motivation is as the process or an action to meet a person’s deficiency or need by aiming at a goal or an incentive. Motivation can be in three fundamental processes that drive another, being that needs set up drives aimed at goals or incentives. Need is created where there are a deficiency or imbalance and motives developed as a drive of meeting such needs alleviating the need and reduce the drive as an incentive (Luthans, 2011). Motives can be primary or secondary, with the primary being unlearned and self-initiated, considered essential for the survival of a person at some point as the secondary learned from the environment (Shultz, 2014).
All the learned motives are considered secondary, and yet again, the motives can be either extrinsic or intrinsic depending on how they are initiated or felt. Those motives that are tangible and visible are considered extrinsic and can be distributed by agents. Such motivators have the capacity to attract people and keep them on the job, and inspire for higher achievements at the workplace to attain new goals (Suman, & Srivastava, 2010). Intrinsic motivators generate internally, and a person links them to the job as a feeling of confidence and satisfaction with the task itself. These two forms of motivators go hand in hand and are not distinct of another.
There are theories in place to explain work motivation and how the two relate, advancing the understanding of the purpose of motivation even as some receive criticism at some point. Performance and satisfaction are linkable with motivation being applied through different ways through either job design or goal setting (Luthans, 2011). Motivation through job design can be more useful and is commonly applicable to organizations though most have a blend of the two. The content of a job and the tasks involved is in the first place an attraction to potential workers. With the latest developments and applications in job settings, reliance is in the job design for the directions on tasks performed under a role as well as how to perform them.
For instance, job rotation as a form of job design has advantages of making an employee feel challenged each time in a new role and help reduce the injury time (Luthans, 2011). In another way, workers gain experience almost in every task and can fit anywhere anytime and when promoted have articulate understanding of the entire operations (Martin, 2010). Another action to undertake is increasing the number of tasks a worker performs through job enlargement to use more skills in performing tasks. Jobs must be designed to provide employees with opportunities for achievement, advancements and growth that are done through job enrichment. Workers possess more authority and responsibility for the tasks, which advances their experience and increases personal accountability over the tasks.
Employees performing tasks that they feel are making valuable contribution and importance is a sure motivation, and for such tasks, they should be responsible and accountable for their performance. Employees must have a proper understanding of the jobs they perform to eliminate confusion and poor performance that would demotivate them in the process (Azam, Iqbal, Javed, & Khan, 2010). For performance, jobs designing should, therefore, be practical manner taking into account all the aspects of the workplace and the employees. Goal setting as a motivation will only be possible in the event a job designing method is proper, and the worker has the clear responsibility and the understanding of the task and its roles.
The job designing technique is commonly applicable if not to all, then most organizations across the globe. Even before absorbing employee in a job, the person will have been able to know the structure of the job, the tasks involved, and the expectations on performing such tasks (Mikhailova, 2015). This type of motivation is a technique that can be used solely without another, just by focusing on the kind of the design relevant to your organization.