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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 ]
Results from a 2012 study, which examined age-related differences in work motivation, suggest a "shift in people's motives" rather than a general decline in motivation with age. That is, it seemed that older employees were less motivated by extrinsically related features of a job, but more by intrinsically rewarding job features. [2]
Creates a better work environment: The net result of job enrichment is an overall more positive environment that promotes maximum productivity. This is simply because employees who are treated better tend to have better attitudes around the work place and tend to spread that positivism around the office.
Mnemonic device for the two theories: a person refusing to work ("X") and a person cheering the opportunity to work ("Y") Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. [ 1 ]
The worker would work hard to try to achieve the raise, and getting the raise would function as an especially strong reinforcer of work behavior. Conversely, a motivating operation that causes a decrease in the effectiveness of a reinforcer, or diminishes a learned behavior related to the reinforcer, functions as an abolishing operation, AO.
55. "Believe in yourself, work hard, work smart and passionately present your best self to the world.” – Hill Harper. 56. "Perseverance is not a long race; it is many short races one after the ...
Despite a large body of positive psychological research into the relationship between happiness and productivity, [1] [2] [3] happiness at work has traditionally been seen as a potential by-product of positive outcomes at work, rather than a pathway to business success. Happiness in the workplace is usually dependent on the work environment.
Like most of Wall Street’s biggest names and richest men, Schwarzman abides by a work-round-the-clock ethos, saying once in an interview with Bloomberg that he worked 18-hour days when starting ...