What is the connection between motivation and performance of work?
Motivation and performance of work are inseparably interconnected, because each worker must have some motivation just to go to work in the first place. Many people believe that the most motivated employees are employees who will reach the highest level of work. As a result, many large companies train supervisors and managers to motivate their employees or develop methods that allow them to understand the factors that motivate individual employees. Many people work harder if they receive financial rewards, such as commission controls and bonuses to achieve the level of performance above the basic level their bosses demand. Some individuals are motivated by the opportunity to gain promotional actions or move to more prestigious roles, while other employees are motivated by fear of failure. In some case, people are motivated to work hard if they believe that they will not do it will lead to lose their jobs. All these factors are regularly quoted by people whoHe sees the correlation between motivation and work.
Most companies expect the department's managers to motivate employees, and managers have ever tried to achieve it by offering financial incentives to employees, promotion or other paid time. Many companies use approaches that are based on psychologists' research such as Abraham Maslow, who developed a hierarchy of needs at the age of 20. Using Maslow's motivators list, managers try to balance the personalities or needs of their clients with the needs of identified psychologists and motivate employees by connecting their needs with their work. Someone with low self -esteem may be motivated to get recognition, while the financial problems can be motivated by the need to earn the money needed to feel safety.
Modern psychologists and analysts of behavior claimed that the leader cannot motivate non -motivovaEmployee and that motivation must start with an employee. Using this justification, some employees perform badly at work because they lack motivation. Regardless of what is tested, bosses cannot increase their performance level by attempting to use rewards or repressive action as motivators.
Many managers follow the actions of employees and the results that these events create. Managers are looking for a correlation between the amount of efforts that an employee issues through events such as sales calls and the sales results of an employee compared to other seemingly less motivated employees. Other variables that an employee cannot control, such as clients' behavior, can also influence the performance of employees. While motivation and work are interconnected, even highly motivated employees can experience performance problems.