User:AHAMMAD SABIR KUNNIL HASSAN/sandbox

Assessment 1 Wiki on Motivating Motivating Motivation is a goal-oriented attribute that helps a person attain his goals. It drives a person to work hard to achieve his or her goals. To affect motivation, an executive must have the correct leadership characteristics. However, for inspiration, there is no clear blueprint. One should hold an open outlook on human nature as a leader. The decision-making process would definitely be made smoother by understanding the various desires of subordinates. Both an employee and a manager must have leadership and motivational characteristics. For others, an efficient leader must have a detailed knowledge of motivational variables. He must consider the basic needs of staff, colleagues and his superiors. As a way of inspiring people, leadership is used. What energises, maintains, and regulates actions is motivation. As such, it is evident that in the workplace it plays an important role. But measuring that function empirically is another matter; it is difficult to capture the drive of a person in quantitative measurements in order to assess the degree to which higher motivation is responsible for greater productivity. It is generally accepted, however, that motivated workers produce greater value and contribute to more meaningful levels of accomplishment. Motivation management is thus a critical component of performance in any company; an enterprise may achieve higher levels of production with an improvement in productivity. Research has shown that workers with motivation will: •	Still search for a "better" way to finish a project •	Be more performance-oriented •	Act with greater efficiency and productivity Internal and External Motivation Salary is always sufficient to keep workers employed for a company, but it is not always sufficient to drive them to achieve their full potential. The theory of Herzberg stresses that while salary is sufficient to prevent discontent, it is not inherently sufficient to motivate workers to increase their productivity and achievement. In reality, over time, the performance of workers whose motivation comes solely from salaries and benefits tends to decline.

Importance of Motivation For an organization, motivation is very important because of the following advantages it provides: 1.	Puts intellectual capital into effect To achieve the objectives, each issue needs physical, financial and human capital. By making full use of it, it is by inspiration that human capital can be used. This can be accomplished by building workers' willingness to work. This will assist the company in making the best possible use of resources. 2.	Improves employee productivity rate The level of a subordinate or employee depends not only on his expertise and abilities. The difference between skill and willingness needs to be filled to get the best out of his job performance, which tends to increase the level of subordinate performance. This will lead to •	Increase in profitability •	Reduction of operating costs •	Improving general effectiveness. 3.	Leads to achievement of organizational goals The goals of an enterprise can be achieved only when the following factors take place: - •	The best possible use of resources is available, •	There is a work environment that is cooperative, •	The staff are goal-directed and behave in a purposeful way, •	Goals can be accomplished if there is simultaneous collaboration and cooperation, which can be efficiently achieved by encouragement. 4.	Constructs a friendly friendship Motivation is an essential aspect that provides productivity for workers. This can be achieved by having a compensation package in mind and framing it for the good of the workforce. This might trigger the following stuff to start: •	Incentives on monetary and non-monetary terms, •	Employee promotion opportunities, •	Disincentives for staff who are inefficient. In order to create a warm, welcoming environment of interest, the above steps should be taken by the manager. This will help: i.	Efficient cooperation that gives peace, ii. Industrial disturbances and discontent in workers will limit, iii. Employees will be adaptable to change and there will be no opposition to change, iv. This would help to ensure a smooth and sound concern in which human priorities are aligned with corporate interests. v.	This would help in the maximization of income by improved efficiency. 5.	It adds to the stability of the workforce Labor peace is very critical from the point of view of credibility and goodwill. Employees may be faithful to the company only if they have a sense of involvement in the management. The expertise and productivity of workers will still be of value to both employers and employees. This will contribute to a positive public profile on the market, which will draw the interest of professional and skilled individuals. As it is said, "Old is gold" is enough for the position of inspiration here, the older the individuals, the more knowledge and their adaptation to a concern that can be of value to the company. Interventions to improve motivation. Three motivational interventions are lifestyle improvement, a changed workweek, and a restructuring at work. Behavior Management is a method used to extend the principles of reinforcement theory to interpersonal environments. A modified workweek may be any work schedule that does not comply with the traditional 8-hour-a-day, 5-day-a-week design. Some alternatives include a compressed workweek, a flexible work schedule, work at home and work sharing. Changing the essence of people's work and being used as a motivational technique. Any solution to task specialization-job allocation, job enlargement, job enrichment, job attributes strategy, self-employed work groups-could be seen as part of a motivational plan.

Perspectives on Motivation Motivation in the workplace is primarily concerned with improving employees’ focus through the use of incentives. From a management standpoint, very few theories are more important than motivational dynamics. Understanding what drives workers towards productivity and success is at the center of the duties of every boss. Motivation in the workplace is mainly concerned with improving the attention of workers, mostly by seeking constructive incentives and eliminating harmful ones. Motivation theories are, of course, rooted in psychology. A person must focus his or her attention to a goal, produce the commitment required to accomplish the task, and continue to work towards it despite possible distractions. Various theories have sought to define causes that lead to successful employee engagement, most of which are quickly categorized into four broad categories: A.	Needs-oriented theories At its most basic level, motivation can be described as the fulfilling of different human needs. This needs can include a variety of human wishes, from simple, concrete survival needs to deep, emotional needs concerning the psychological well-being of the person. Maslow's Hierarchy of Needs is the most well-known example of a need-oriented motivation philosophy. Maslow concluded that needs should be served in a specific scaffolded order, with food, water, and housing at the bottom, most basic two-tier and intangible needs such as satisfaction, self-esteem, and a sense of belonging at the top three. Although this structure makes a certain amount of common sense, analysts have noticed that there have been insufficient evidence showing that workers seek to fulfil the demands of the employer in compliance with this hierarchical framework. But the underlying concept behind Maslow 's paradigm is that people have a range of real and intangible needs that can be leveraged by the use of motivating rewards. Atkinson and McClelland suggested the Need for Accomplishment Philosophy, which highlights three basic needs in the workplace: achievement, authority and association. Atkinson and McClelland believed that each person had a desire for all three of these intangible segments of fulfilment, but that most individuals tended more toward one of the three. For e.g., a seller with a quota to be reached would ideally be matched with a performance-oriented boss, since such a goal-oriented approach to, for example, a certain amount of sales would be extremely motivational.

B.	Cognition-oriented theories Cognition-oriented ideas typically revolve around expectations and derive equal compensation for a given effort or result. There are two main cognition-oriented theories: the theory of equity and the theory of expectations. Theory of Equity The philosophy of equity is based on the fundamental principle of trade. It values the culmination of workers' experience, expertise and success toward their respective salaries and promotion opportunities. Theory of Expectation Expectancy Theory is similarly derived, but this relationship is defined by the equation: Motivation = Expectation (appropriate Instrumentality × Valence). Instrumentality simply refers to the expectation that a level of success would result in a level of outcome; meaning refers to the value of that outcome.

Essentially, Expectation Theory and Equity Theory illustrate the importance of rewarding the employee's expenditure of time and resources with fair pay. C.	Behavior-oriented theories The basic philosophy of behavioural motivational methods is rooted in "conditioning" theory, especially the work of psychologist B.F. Skinner, guy. Behaviorism stipulates that managers should encourage good behaviour and discourage undesirable behaviour, usually by a system of simple incentives. Variable pay, which can be observed in many sales workers, is a perfect example of this definition. When an employee makes a profit, the owner shall pay a certain part of the profits of the employee who has made the sale. This positive reinforcement acts as a behavioural improvement, encouraging the employee to replicate this action and to make further sales. D.	Job-oriented theories Job-oriented ideas take the view that workers are driven to execute tasks successfully out of an intrinsic desire to perform or participate, and that rewards and other means of motivation are less important to them. Two Factor Theory Frederick Herzberg's Two-Factor Hypothesis remains the most well-known theory of work-oriented theories, considering the fact that it has not been validated by scientific evidence. Herzberg believes that pay, bonuses, rank and other concrete benefits for workers can only minimize discontent and that intangibles — such as autonomy, natural interest, appreciation, and the obligation of the job itself — are the true source of motivation. Work Engagement Theory Other ideas, such as Job Participation Theory, often say that intellectually satisfying and emotionally immersive work is the cornerstone of a motivated workforce. Clearly, our interpretation of the motivation of the workplace may benefit from more study and empiric analysis. But the diversity of hypotheses further underlines the fact that people can be inspired by different things in different situations. Successful corporate management requires an understanding of these ideas as well as their inherent limitations. Conclusion We may sum up by stating that motivation is vital to both a person and a company. Motivation is essential to the human as follows: 	Motivation is going to help him achieve his personal goals. 	If the individual is motivated, he will be satisfied with his job. 	Motivation can support the self-development of the person. 	A person will still have to collaborate with a diverse team. In the same way, inspiration is essential to a company as: 	The more inspired the workforce is, the more driven the team is. 	The more the work of the staff and the individual employee involvement, the more efficient and successful the company is. 	There will be more adaptability and creativity during the period of amendments. 	Motivation can lead to a positive and demanding mindset at work.