MOTIVATION AND PERFORMANCE

Motivation and Performance

Table of Content

CHAPTER I5

Introduction5

Background of the Study6

Research Problem8

Research Rationale9

Aims And Contexts Of The Research Reported In The Articles9

The Research Questions12

A comparison and evaluation of the strengths and weakness of the articles12

CHAPTER II13

Literature Review13

There are two basic Motivational Theories18

Defining Service Occupations21

Satisfaction-Research in Industry23

Satisfactions in Social Work26

History of motivation research and theory27

Current motivation research and theory39

Needs40

Personality traits41

Values44

Job characteristics44

Cognition45

Social cognitive theory47

Action theory47

Affect/emotion48

The workplace of the future51

Motivating employees in the future53

Leadership53

Leadership across differences54

Subconscious goals56

Psychotropic drugs58

Neuromotivation59

Spirituality60

CHAPTER III62

Methods62

The sample62

The instrument62

Data Analysis63

Research approach64

Literature Selection Criteria64

Search Technique65

Keywords Used65

Theoretical Framework65

Chapter IV66

Findings66

Sources of social workers' satisfactions66

Satisfiers vis-a-vis dissatisfiers68

CHAPTER V70

Conclusion70

Implications70

CHAPTER I

Introduction

One of the most important changes currently taking place throughout the industrialised West is the shift from industrial to service employment. While in 1929 only 40% of the jobs in the United States ? for example ? were in the service sector (Gersuny and Rosengren ? 1973) ? in 1950 more than 50% of those jobs were in services (Gartner and Riessman ? 2004). This grew to 55% in 1967 ? and by 1980 was estimated to be 80% (Thurow ? 2001). Of the new jobs created between 1973 and 1980 in the United States ? 70% were in the services (Bolan ? 2001) ? and almost 50% of the total job growth in the 1970s came from white collar and service sector employment (Leon ? 1982). Finally ? there are forecasts that service employment will constitute 95%-97% of all employment by the end of the century (Stellman ? 1982; Best ? 1982). Despite this long-term and continuing move into the service economy ? research into working patterns ? motivations ? satisfactions ? productivity ? and the connections between these has not kept pace. The great bulk of research into these areas has been ? and continues to be ? in industrial settings. Hence ? as compared to industry ? very little is known about work in the service sector (Macarov ? 1983). This article will discuss some of the difficulty inherent in defining "services"; trace the study of worker satisfactions in industry; summarise worker-satisfaction studies in social work; describe an exploratory ? hypothesis-seeking study among social workers; and discuss the methodological and substantive findings. The success of any business depends largely on the motivation of the employees. Human resources are essential to the prosperity ? productivity and performance of any company. Motivation is the key to creating an environment where optimal performance is possible. So how do you ensure that individual motivation is at its peak within your workplace? Employee motivation is essential to the success of any company big or small. In the modern workplace human resources are valued above all others. Motivated employees are productive ? happy and committed. The spin off of this includes reduced employee turnover ? results driven employees ? company loyalty and work place harmony.

Background of the Study

In all Herzberg-type studies ? money - be it salaries ? incentive pay ? bonuses ? or shared profits - remains a problem. As Herzberg put it: "The factor of salary is indeed complex." ...