Extrinsic Motivation Essays (Examples)

Study Document

Motivation

Pages: 4 (1230 words) Sources: 4 Document Type:Case Study Document #:69370752

Problem with extrinsic motivation and How Maslow's Theory Can Help
Introduction
Tesla has been identified as a company that struggles with employee motivation under CEO Elon Musk, who has attempted to push his employees to outperform in order to meet production targets (James, 2019). Rather than … Elon Musk, who has attempted to push his employees to outperform in order to meet production targets (James, 2019). Rather than using intrinsic motivation to compel employees to self-actualize and reach their fullest and maximum levels of potential, Musk uses extrinsic motivation—which only takes one so far before the trade-off between excessive labor and long hours fails to seem worth it to employees (James, 2019). … and long hours fails to seem worth it to employees (James, 2019). As Gerhart and Fang (2015) explain, pay, benefits and bonuses are extrinsic motivators that companies use to push employees to meet targets. However, at some……

References

References

Automotive News. (2019). Tesla burning through execs like cash. Retrieved from  https://www.autonews.com/executives/tesla-burning-through-execs-cash 

Gerhart, B., & Fang, M. (2015). Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annual Review of Organizational Psychology and Organizational Behavior, 2, 489-521

James, G. (2019). Elon Musk Ain't All that Great at Motivating Employees. Retrieved from  https://www.inc.com/geoffrey-james/elon-musk-ant-all-that-great-at-motivating-employees.html 

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.

Wong, C. (2018). Tesla workers say they pay the price for Elon Musk's big promises. Retrieved from  https://www.theguardian.com/technology/2018/jun/13/tesla-workers-pay-price-elon-musk-failed-promises 

Youssef-Morgan, C. & Noon, A. (2017). Industrial/Organizational psychology (2nd ed.). Retrieved from  https://content.ashford.edu/  " target="_blank" REL="NOFOLLOW">

Study Document

Motivation In The Workplace

Pages: 3 (1010 words) Sources: 5 Document Type:Case Study Document #:53218704

1
motivation in the Workplace: Recommendations for Case Study Analysis
Addressing motivation
In order to transform the group at Acme into a working, successful, productive group, they must be motivated. motivation begins, first, with having a sense of what is expected of one. Transformational leaders must be able to communicate a vision to workers, … these are defined, the workers will not be motivated. Motivating them, therefore, hinges upon their knowing what they are expected to achieve.
Second, motivation can come in terms of extrinsic or intrinsic inputs—i.e., by way of rewards, bonuses, pay raises, or by way of a having a personal sense of achievement, satisfaction, or … of achievement, satisfaction, or knowing that one did a job well (Gerhart & Fang, 2015). To motivate the team, leaders must provide either extrinsic or intrinsic motivation: goals must be defined, explained and set; the reason for striving to achieve these……

References

References

De Vries, M. F. K. (1998). Charisma in action: The transformational abilities of Virgin's Richard Branson and ABB's Percy Barnevik. Organizational Dynamics, 26(3), 7-21.

Gerhart, B., & Fang, M. (2015). Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annual Review of Organizational Psychology and Organizational Behavior, 2, 489-521

Kotter, J. P. (2012). Accelerate! Harvard Business Review, 90(11), 44–58.

Mahmood, M. (2015). Strategy, structure, and HRM policy orientation: Employee recruitment and selection practices in multinational subsidiaries. Asia Pacific Journal of Human Resources, 53(3), 331-350.

Xirasagar, S. (2008). Transformational, transactional and laissez-faire leadership among physician executives. Journal of Health organization and management, 22(6), 599-613.

Study Document

Keller Williams Realty

Pages: 5 (1421 words) Sources: 3 Document Type:Essay Document #:63692340

...Extrinsic motivation

Organizational Issues and Solutions: Keller Williams in Ft. Mitchell
Description of the Organization and the Issue to Resolve
The company selected for this study is a Keller Williams Realty in Ft. Mitchell, KY. The international real estate brokerage firm was founded in 1983 by Gary Keller and Joe Williams is headquartered in Austin, TX, and has served the communities all over the U.S. for more than 40 years. KW is known among real estate agents as offering the best rates when it comes to commissions and the best training through their IGNITE and BOLD programs (Larcker & Tayan, 2015). KW Ft. Mitchell is known for its customer service which has allowed the firm to remain competitive with larger brokerages like HUFF in the area, as home buyers know they are getting agents who will work hard for them and help them to make a sale.
The organizational issue the company……

References

References

Chang, S. C., & Lee, M. S. (2007). A study on relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction. The learning organization, 14(2), 155-185.

Gerhart, B., & Fang, M. (2015). Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annual Review of Organizational Psychology and Organizational Behavior, 2, 489-521

Larcker, D. & Tayan, B. (2015). How important is culture? An inside look at Keller Williams Realty. Rock Center for Corporate Governance at Stanford University Closer Look Series: Topics, Issues and Controversies in Corporate Governance No. CGRP-48. Social Science Research Network.

Meyer, C. B., & Stensaker, I. G. (2006). Developing capacity for change. Journal of Change Management, 6(2), 217–231.

Orpen, C. (1997). The effects of formal mentoring on employee work motivation, organizational commitment and job performance. The Learning Organization, 4(2), 53-60.

Study Document

C Suite Executive Leadership And Ethics

Pages: 9 (2693 words) Sources: 7 Document Type:Essay Document #:16009984

… deontological or utilitarian ethical frameworks, virtue and character ethics demand self-reflection, the willingness to change, and the ability to act based on intrinsic motivation to do the right thing. At the same time, Linden agrees that a formal ethical code remains essential in any organization. Research substantiates … most suitable to the organization’s outlook. Similarly, through employee development and training, the human resources department participates in the process of engagement and motivation that minimizes conflict. Three years ago, Linden’s company invested in software systems for employee training and also in public speakers designed to improve … invested in software systems for employee training and also in public speakers designed to improve the moral character and outlook of employees. Intrinsic motivation comes from engaging employees and creating the type of organizational culture that discourages ethical infractions. Whereas Linden used to benefit financially from the … policies has helped his organization……

References

References

Bailey, C. & Shantz, A. (2018). Creating an ethically strong organization. MIT Sloan Management Review.  http://ilp.mit.edu/media/news_articles/smr/2018/60101.pdf 

Crossan, M., Mazutis, D. & Seijts, G. (2013). In search of virtue. Journal of Business Ethics 113(4): 567-581.

Hatcher, T. (2008). The value of values in the C-suite. In Sims, R.R. & Quatro, S.A. (Eds.) Executive Ethics. Charlotte: IAP, pp. 97-122.

Hoekstra, E., Bell, A. & Peterson, S.R. (2008). Humility in Leadership: Abandoning the Pursuit of Unattainable Perfection. In S.A. Quatro & R. R. Sims (Eds.), Executive Ethics: Ethical Dilemmas and Challenges for the C-Suite. Greenwich, CT: Information Age Publishing, pp. 79-96.

MacDougall, A.E., Bagdarasov, Z. & Buckley, M.R. (2008). Applying a primary risk management model to the C-suite. In Sims, R.R. & Quatro, S.A. (Eds.) Executive Ethics. Second Edition. Charlotte: IAP, pp. 211-234.

Martin, R. (2011). The CEO\\\\'s ethical dilemma in the era of earnings management. Strategy & Leadership 39(6): 43-47.

Schwartz, M.S. (2013). Developing and sustaining an ethical corporate culture: The core elements. Business Horizons 56(1): 39-50.

Study Document

Complementary Partners

Pages: 3 (1000 words) Sources: 4 Document Type:Essay Document #:88451342

...Extrinsic motivation How to be a Great Leader
Effective leadership and a solid corporate culture are absolutely essential to organizational success. Leaders are like the captains of a ship while the corporate culture is like the sea through which the ship navigates. A good captain will make sure the shipmates understand the mission and have the right spirit to see it through. A good culture will allow for smooth sailing—and, of course, a bad culture will be like sailing through a hurricane or typhoon. Good leaders will help to create a good culture that empowers workers and fosters success; bad leaders will inevitably foster a bad culture that undermines the organization’s mission (Schyns & Schilling, 2013). This paper will discuss what matters most when leading and creating a positive culture.
No organization is ever without conflict. When it comes to managing conflict, one of the most important leadership traits a leader can……

References

References

Gerhart, B., & Fang, M. (2015). Pay, intrinsic motivation, extrinsic motivation,

performance, and creativity in the workplace: Revisiting long-held beliefs. Annual Review of Organizational Psychology and Organizational Behavior, 2, 489-521

Kirkpatick, S. A., & Locke, E. A. (1991). Leadership: do traits matter?. Academy of

Management Perspectives, 5(2), 48-60.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.

Schyns, B. & Schilling, J. (2013). How Bad are the Effects of Bad Leaders? A Meta-

Analysis of Destructive Leadership and Its Outcomes. The Leadership Quarterly, 24, 138-158.

Study Document

Theory Practice Of Business Psychology In Johnson & Johnson Company

Pages: 12 (3695 words) Sources: 10 Document Type:Research Paper Document #:41420615

… and Practice of Business Psychology
Table of Contents
1 Introduction 3
2 Motivators in the Workplace 3
2.1 Herzberg’s Two-Factor Theory of Workplace motivation 3
2.2 Vroom’s Expectancy Theory 5
2.3 Maslow’s Hierarchy of Needs Theory 7
2.3.1 Primary Motivators in the Workplace 8
2.3.2 Secondary Motivators … the Workplace 8
2.3.2 Secondary Motivators in the Workplace 10
2.4 Extent of the Impact of Primary Motivators 12
3 References 12
Introduction
motivation can be delineated as a psychosomatic feature, which urges individuals to achieve both personal and organizational objectives. In the workplace context, it is … market, it is essential to design jobs, and duties in a way that stress id diminished, and the levels of employee satisfaction and motivation, as well as their performance, can be heightened. Notably, motivation rejuvenates, and invigorates behavior, provides direction to such mannerisms, and underlines the tendency to persevere. motivation is a significant……

References

References

Asim, M., 2013. Impact of Motivation on Employee Performance with effect of training: Specific to Education Sector of Pakistan. International Journal of Scientific and Research Publications, 3(9), 1-9.

Heneman, H. G., & Schwab, D. P., 1972. Evaluation of research on expectancy theory predictions of employee performance. Psychological Bulletin, 78(1), 1.

Herzberg, F., 1987. One More Time: How Do You Motivate Employees? Harvard Business Review, 65, 5.

Herzberg, F., Mausner, B. & Snyderman, B. 1959. The motivation to work. New York. John Wiley.

Hilgert, R. L., Leonard, E. C., 2001. Supervision: Concepts and practices of management. New York: South-Western College Publication.

Johnson & Johnson., 2020. Wellness 360: 9 Innovative Johnson & Johnson Employee Benefits for Mind, Body, and Budget. Retrieved 25 February 2020 from  https://www.jnj.com/health-and-wellness/innovative-employee-benefits-and-wellness-programs-from-johnson-johnson 

Johnson & Johnson., 2020. Careers: Healthiest Finances. Retrieved 25 February 2020 from  https://www.careers.jnj.com/employee-benefits/financial-benefits .

Johnson & Johnson. , 2018. 2018 Health for Humanity Report: Creating Unique Career Opportunities. Retrieved 25 February 2020 from  https://healthforhumanityreport.jnj.com/our-people/creating-unique-career-opportunities

Study Document

Aging Workforce

Pages: 10 (3030 words) Sources: 9 Document Type:Research Paper Document #:49724192

… will consist of multiple generations of workers, each with their own strengths and weaknesses, but also it means that issues like ageism, appropriate motivation approaches, and physical limitations of older workers have to be addressed. With more than a third of today’s workers now expecting to work … short, older workers face challenges in each of the following categories:
· Physical changes
· Cognitive changes
· Affective changes
· Personality
· motivation
In the physical changes category, workers are likely to experience sensory, muscular and aerobic obstacles. Their immune system is not going to be … meaning of staying fit and persevering. The younger players look up to the older ones and learn from the veterans about work ethic, motivation (intrinsic), how to stay fit and conditioned, and what it means to keep a positive attitude.
This is something no manager really should ……

References

References

Burtless, G., & Quinn, J. F. (2002). Is working longer the answer for an aging workforce? Working Papers in Economics, 82.

Ciutiene, R., & Railaite, R. (2015). Age management as a means of reducing the challenges of workforce aging. Engineering Economics, 26(4), 391-397.

Heggeness, M. L., Carter-Johnson, F., Schaffer, W. T., & Rockey, S. J. (2016). Policy implications of aging in the NIH-funded workforce. Cell Stem Cell, 19(1), 15-18.

Koh, T. Y., Rowlinson, S., & Pollock, S. (2019). Dealing with Ageing Workforce in the Hong Kong Construction Industry: an Initial Exploration. Proceedings of the Creative Construction Conference (2019) 091

Lassila, S. (2019). Managing Risks of an Aging Workforce. Construction Executive, 2020. Retrieved from  https://constructionexec.com/article/managing-risks-of-an-aging-workforce 

Perry, L. S. (2010). Designing the workplace for the aging workforce. White paper, Zurich in North America, Retrieved December, 20, 2010.

Schwartz, J., Monahan, K., Hatfield, S. & Anderson, S. (2018). No time to retire redesigning work for our aging workforce. Deloitte.

Streb, C. K., Voelpel, S. C., & Leibold, M. (2008). Managing the aging workforce:: Status quo and implications for the advancement of theory and practice. European management journal, 26(1), 1-10.

Study Document

Cultural Identity Development

Pages: 8 (2411 words) Sources: 14 Document Type:Research Paper Document #:12452469

… that their racial background interferes with the latter's ability to succeed, display equal likelihood of stating that a key reason is the low motivation to exert efforts in order to succeed.
A consideration of my personal identity and status hierarchy will lead one to realize that I ……

References

References

Allport, G. (1954). The nature of prejudice. Cambridge, MA: Addison-Wesley.

Babbitt, N. (2013). Identities: Markers of power and privilege. Retrieved from  https://justdessertsblog.wordpress.com/2013/09/15/identities-markers-of-power-and-privilege/ 

Baldwin, J. A. (1984). African self-consciousness and the mental health of African-Americans. Journal of Black Studies, 15, 177-194.

Clark, K. B. (1965). Dark ghetto. New York: Harper & Row.

Cross, W. E. (1991). Shades of black: Diversity in African-American identity. Philadelphia: Temple University Press.

Horowitz, R. (1939). Racial aspects of self-identification in nursery school children. Journal of Psychology, 7, 91-99.

Kambon, K. (I 992). The African personality in America: An Aitricancentered framework. Tallahassee, FL: Nubian Nation Publications

Kardiner, A., & Ovesey, L. (1951). The mark of oppression. New York: Norton.

 

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