motivation :: essays research papers

I once had an interesting conversation with the owner/ coach of a clothing manufacturing company. He operated a large and successful business, chiefly supplying uniforms for the corporate market.He was surprised by some of his benders. They worked on a piece work rate ( salaried per item) and some of the very competent staff did not produce as much as they were open of. They worked hard at the start of the pay period, but then they constricting off. He expected them to work hard the whole time, as they were paid by what they produced - the harder they worked, the more they were paid. He expected that the extra money payoff would motivate them.Motivation is a complex concept. Remuneration is also complex. Individuals contradict in different ways to pay schemes. A simple invoice for the clothing worker behaviour is that they did not work just for the money. They enjoyed the works environment and the social interaction it provided. They liked to have work, to be employed, and ye s they mandatory a certain level of income. But once they achieved that, the pressure to work hard was reduced. Given that the actual work task was quite compressed and repetitious, it was not surprising that they exhibited this behaviour. Drastic work design was required.People commemorate that money is a motivator. It does have an effect, but motivation involves far more. sales people are the classic example. Most are on execution based schemes. But what is one of the main themes sales and marketing consultants deliver about? You guessed it - how to motivate your sales team Consultants would not need to make unnecessary motivation articles if financial reward alone worked.Equity in requital practicesPositive effects come from good financial and non-financial rewards.It is very authoritative to have a well managed remuneration system in place. handsome and reasonable reward is essential and very important for good morale.I believe strongly in the equity guess of motivation . Simply put, the theory states that people have to believe that their pay is equitable with others. When they compare their profits and benefits with their colleagues and co-workers, they must believe that they are being fairly compensated. If they believe their recompense is not equitable, they become very de-motivated and their work performance suffers.Financial and nonfinancial rewardsI subscribe to the theory that states it is the nature of the work that is important.