One of the most exciting concepts for me was the process motivation theory. According to the philosophy of goal-setting, some objectives inspire people. Leaders may inspire people by using goal-setting techniques and allowing people to participate. According to the reinforcement hypothesis, an individual’s behavior depends on the outcomes of that activity. As a result, five factors – skill variety, task identity, task relevance, autonomy, and feedback – can boost a job’s capacity for motivation. According to this view, behavior is a result of consequences. The concept of employee motivation – or, more accurately, employee demotivation – is central to equity theory. In particular, it claims that unequal compensation structures demotivate workers. Distributive justice, procedural fairness, and interactional fairness were all introduced. According to expectation theory, workers are motivated when they feel their efforts will lead to the expected level of performance, the desired outcome, and the desired outcomes of the performance. What I found most interesting about these theories was the number of ways these are used as motivation in the workforce.
After studying the processes and ways of motivation and paying close attention to the theories above, I have concluded that it influences my behavior, future approach, and my personal characteristics. Reading about the concept of employee demotivation, I have discovered what exactly stalls my motivation and inspiration in my studies and workplace and that “students’ level of motivation reflects on their engagement and contribution in a learning environment” (Gopalan et al., 2017, p. 2). The ways that leadership, personal initiative, and communication are connected to motivation are more evident in my understanding. I now recognize that Productivity is greatly influenced by reason and that many managers know how challenging it is to motivate employees to perform at their best. Such an environment is happening due to the variety of responses employees have to their occupations and the policies of their employers. Therefore, a supported behavior is one that each employee chooses for themselves.
Reference
Gopalan, V., Abu Bakar, J. A., Zulkifli, A. N., Alwi, A. & Mat R. C. (2017). A review of the motivation theories in learning. AIP Publishing Conference Proceeding, 1891(1), pp. 1-7. Web.