Unit 3 Discussion Forum, 2020 Term2, University of the People
In today’s competitive marketplace, employee motivation is necessary for organizations to thrive. It is driven by outside and internal stimuli that affect the way we behave and act. Just look around you and notice what makes you desire to do something either for satisfaction or tangible reward. Managers can provide a suitable environment where workers can feel motivated to perform at their peak level.
Research and answer the following questions:
- Explain the process of motivation.
- Does money motivate you? Why or why not?
- How can today’s managers help employees who suffer from work stress?
- Offer suggestions on how you can maintain a good work-life balance.
Your Discussion posts should be a minimum of 250 words in length and not more than 750 words. Use APA citations and references for the textbook and any other sources used.
University of the People
Drafting and Editing: 5 hours (327 words)
Grade: 8.33/10
- Explain the process of motivation
According to Laegaard and Bindslev, the motivation process comprises three elements: initiation, direction, and intensity. The result of the motivational process is motivated behavior, and the impact of motivated behavior is performance. Moreover, the motivational process is influenced by two factors: individual conditions (skills, job, competence, personality, mood, values) and job situation (physical framework, job design, rewards, social norms, culture). (Laegaard and Bindslev, 2006)
- Does money motivate you? Why or why not?
Yes, money motivates me. I can't live without money, so I have to earn money for my basic living. Two famous theories support my opinion. Maslow's Hierarchy of Needs explains that physiological needs and safety needs are the essential needs for humans. Also, Alderfer's needs theory explains the basic survival needs are fundamental demands for humans. (Robbins, 2005) However, most of the reason I work with enthusiasm is not only for money but also for several factors.
- How can today's managers help employees who suffer from work stress?
Managers can help employees in two ways. First, managers can take a genuine interest in employees' work-life balance by offering flexibility in schedules and understanding family commitments, doctors' appointments, etc. (Limpan, 2013). Second, Managers can help employees to avoid overworking. Overworking good employees is perplexing to them, and it is also counterproductive. (Bradberry, n.d.).
- Offer suggestions on how you can maintain a good work-life balance.
To maintain a good work-life balance, preventing from working long hours is the essential factor. According to Pencav, a researcher from Stanford, "employees at work for a long time may experience fatigue or stress that not only reduces his or her productivity but also increases the probability of errors, accidents, and sickness that impose costs on the employer" (Pencav, 2014). Also, I should manage my stress because so much of a person's stress is self-imposed. I have to understand that we have the freedom to choose how I respond to stressful events. (Branham, 2004)
References
Laegaard, J. & Bindslev, M. (2006). Organizational theory (1st ed). Ventus Publishing & Bookboon.com.
Robbins, S. P. (2005). Organizational behavior (11th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Limpan, V. (2013, March 18). 5 easy ways to motivate – and demotivate – employees. Forbes. Retrieved from https://www.forbes.com/sites/victorlipman/2013/03/18/5-easy-ways-to-motivate-and-demotivate-employees/#5fa733ae49ff
Bradberry. T. (n.d.). 7 ways managers motivate and demotivate employees. Talentsmart. Retrieved from http://www.talentsmart.com/articles/7-Ways-Managers-Motivate-and-Demotivate-Employees-2147446692-p-1.html
Pencav. J. (2014). The Productivity of Working Hours. IZA DP No. 8129. Retrieved from http://ftp.iza.org/dp8129.pdf
Branham, L. (2004). 7 hidden reasons employees leave : How to recognize the subtle signs and act before it’s too late. ProQuest Ebook Central Retrieved from https://ebookcentral.proquest.com
