motivation :: essays research papers

I once had an interesting conversation with the owner/manager of a clothing manufacturing company. He operated a large and successful business, principally preparation uniforms for the corporate market.He was surprised by some of his fashioners. They run fored on a piece work rate (paid per item) and some of the very efficient staff did not produce as much as they were capable of. They worked hard at the start of the pay period, but then they tapered 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 reward would motivate them.Motivation is a Byzantine concept. Remuneration is also complex. Individuals react in different ways to pay schemes. A simple explanation for the clothing worker behaviour is that they did not work just for the money. They enjoyed the working environment and the social interaction it provided. They liked to have work, to be employed, a nd yes they needed a certain level of income. But once they achieved that, the blackjack to work hard was reduced. Given that the actual work task was quite monotonous and repetitious, it was not surprising that they exhibited this behaviour. Drastic work design was required.People forecast that money is a motivator. It does have an effect, but motivation involves far more. Sales people are the classic example. Most are on performance base schemes. But what is one of the main themes sales and marketing consultants write about? You guessed it - how to motivate your sales team Consultants would not need to write motivation articles if monetary reward alone worked.Equity in compensation practicesPositive effects come from good financial and non-financial rewards.It is very important to have a sound managed remuneration system in place. Fair and reasonable reward is essential and very important for good morale.I believe strongly in the beauteousness theory of motivation. Simply pu t, the theory states that people have to believe that their pay is equitable with others. When they compare their salary and benefits with their colleagues and co-workers, they must believe that they are being moderately compensated. If they believe their compensation 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.