Money is motivational factor or not.
Money plays an important role in everybody life. But everyone has different motivations for working. The reasons for working are as individual as the person. But, we all work because we obtain something that we need from work. It’s something we obtain from work impacts our morale and motivation and the quality of our lives. Work is about the Money We can inspire our self and say that we work for enjoy and love; or work for personal fulfilment. Some people would like to accomplish goals and feel as if they are contributing to something larger than themselves, something important. Some people have personal missions they accomplish through meaningful work. But some may love what they do at work. Some like the camaraderie and interaction with customers and co-workers. Other people like to fill their time with activity. Some workers like change, challenge, and diverse problems to solve. Motivation is individual and diverse. Whatever the personal reasons people work for, the bottom line, is that almost everyone works for money. Whatever we call it: compensation, salary, bonuses, benefits or remuneration, money pays the bills. Money provides housing, gives children clothing and food, sends children to college, and allows leisure and social activities, and eventually, the financial support to retirement. To underplay the importance of money and benefits as motivation for people who work is a mistake. To demonstrate what can inspire people to go to work, a research was carried out by Fredrick Hertzberg's The research was to describe people periods in their lives when they were exceedingly happy and unhappy with their jobs. These question was to identify people's "sequences of events" meeting certain criteria—including a marked change in feeling, a beginning and an end, and contained some substantive description other than feelings and interpretation. Two-factor theory distinguishes Motivators (challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth. Hygiene factors (status, job security, salary, fringe benefits, work conditions) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary. Hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed to motivate an employee to higher performance. Actions and how and why we do work, for example, if a person perform a work related action because they had to do that work, then that is pointed to be a movement, but if the person perform a work related action because they want to do that work, it then becomes a motivation. Hygiene Elements Hygiene Elements are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include:
• The policy and work environmental procedure.
• Wages, Bonuses and other financial insurances, benefits, pension plans
• Carrying out quality supervision
• Dealing with inter-personal relations within the environment
• Safer environment to work
• Job security at all times Motivator Elements Motivator Elements are based on an individual's need for personal growth.
When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above- average performance and effort. Motivator factors include:
• The type Status
• Opportunity for progression
• Achieving recognition for the work done
• Building up and adapting to your Responsibility
• Taking on Challenging task and learning to stimulate the work and the environment
• Motivating your personal achievement & personal growth in a organisation If people were DE motivated to work What might the evidence of DE- motivated employees be in a business?
• The risk of low productivity
• Bad service quality and a slow production process
• Strikes / industrial disputes / breakdowns in employee communication and relationships
• Complaints about the wages and the working environment (poor condition to work) Organisation management should concentrate on operating the work environment so that motivator factors can be implemented.
As Mr Fredrick Hertz berg's suggested in his research report. In order to adapt to the motivator element, the organisation will need to provide Equal requirements for benefits and pay are the cornerstone of a successful company that recruits and retains committed workers. It is important to provide a living wage for every employees, it becomes easy to work on additional motivation issues. Without the fair and equal, living wage, people can impact on risk losing the best people to a better-paying employer. The situation in which employees can be consulted is one where the individuals are emotionally mature, and positively motivated towards their work; where the work is sufficiently responsible to allow for flexibility and where the employee can see her or his own position in the management hierarchy. If these conditions are present, managers will find that the participative approach to problem solving leads to much improved results compared with the alternative approach of handing out authoritarian orders.
• The policy and work environmental procedure.
• Wages, Bonuses and other financial insurances, benefits, pension plans
• Carrying out quality supervision
• Dealing with inter-personal relations within the environment
• Safer environment to work
• Job security at all times Motivator Elements Motivator Elements are based on an individual's need for personal growth.
When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above- average performance and effort. Motivator factors include:
• The type Status
• Opportunity for progression
• Achieving recognition for the work done
• Building up and adapting to your Responsibility
• Taking on Challenging task and learning to stimulate the work and the environment
• Motivating your personal achievement & personal growth in a organisation If people were DE motivated to work What might the evidence of DE- motivated employees be in a business?
• The risk of low productivity
• Bad service quality and a slow production process
• Strikes / industrial disputes / breakdowns in employee communication and relationships
• Complaints about the wages and the working environment (poor condition to work) Organisation management should concentrate on operating the work environment so that motivator factors can be implemented.
As Mr Fredrick Hertz berg's suggested in his research report. In order to adapt to the motivator element, the organisation will need to provide Equal requirements for benefits and pay are the cornerstone of a successful company that recruits and retains committed workers. It is important to provide a living wage for every employees, it becomes easy to work on additional motivation issues. Without the fair and equal, living wage, people can impact on risk losing the best people to a better-paying employer. The situation in which employees can be consulted is one where the individuals are emotionally mature, and positively motivated towards their work; where the work is sufficiently responsible to allow for flexibility and where the employee can see her or his own position in the management hierarchy. If these conditions are present, managers will find that the participative approach to problem solving leads to much improved results compared with the alternative approach of handing out authoritarian orders.