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Employee motivation is an intrinsic and internal drive to put forth the necessary effort and action towards work-related activities. It has been broadly defined as the "psychological forces that determine the direction of a person's behavior in an organisation, a person's level of effort and a person's level of persistence". [1]
Whereas engagement refers to work motivation, satisfaction is an employee's attitude about the job--whether they like it or not. The relevance is much more due to the vast majority of new generation professionals in the workforce who have a higher propensity to be 'distracted' and 'disengaged' at work.
Organizational rewards and job conditions play a large role in perceived organizational support as well. Sometimes, extrinsic motivation can mean more to an employee than intrinsic motivation because perceived appreciation has the power to turn a bitter employee into a content employee. Eisenberger and Rhoades discuss the many ways that ...
In contrast to enlightened self-interest is simple greed, or the concept of "unenlightened self-interest", in which it is argued that when most or all persons act according to their own myopic selfishness, the group suffers loss as a result of conflict, decreased efficiency and productivity because of lack of cooperation, and the increased expense each individual pays for the protection of ...
Legalism is a Chinese political philosophy that holds that self-interest underlies human nature and therefore human behavior. [1] It is axiomatic in Legalism that a government can not truly be staffed by upright and trustworthy men of service, because every member of the elite—like any member of society—will pursue their own interests and thus must be employed for their interests. [2]
By measuring morale with employee surveys many business owners and managers have long been aware of a direct, causative connection between that morale, (which includes job satisfaction, opinions of their management and many other aspects of the workplace culture) and the performance of their organization. [2]
Proactivity is about taking responsibility for one's reaction to one's own experiences, taking the initiative to respond positively and improve the situation. Covey postulates, in a discussion of the work of psychiatrist Viktor Frankl, that between stimulus and response lies a person's ability to choose how to react, and that nothing can hurt a person without the person's consent.
Motivation in such cultures arises from finding creative solutions to problems, continually improving, and empowering agility. Market cultures focus on value to the customer and are typically competitive and aggressive. Motivation in the market culture results from winning in the marketplace and creating external partnerships.