Kinds of motivation and its impact

Bruce and Pepitone (1998) provide that motivation is the inner drive that compels a person to behave in a particular pattern. People have different needs which they require to satisfy through different means. There are various factors which motivate an individual at the workplace. These factors can be categorized into monetary and non-monetary motivational elements. Motivation determines the performance of activities within the organization. The behavior of individuals is shaped by the motivators since people seek factors which improve their conditions.
People are motivated when their needs are satisfied. When people are in need they seek opportunities which can satisfy these needs. The urge to get satisfaction drives a person to achieve something (Bruce and Pepitone, 1998) Monetary rewards involve providing financial rewards such as increment in wages, promotion, prizes among others. Monetary rewards include promotions, increment in wages, paid leaves, hospital allowances and others. Money is a motivator and increase in wages improves the performance of the employees.
This system provides incentives to the employees to work hard to increase the total amount earned (Cunneen, 2006). Non-monetary rewards include thanks giving for improvement in workplaces, recognition by top management and others. This category of motivators also involve the establishment of appropriate environment for employees to work in. such factors were explained by Hertzberg where he suggested that employees are motivated by the work environment to improve their performance.

Hertzberg’s introduced the theory of hygiene and motivational factors as the basic non-monetary motivational elements in an organization. Hertzberg provided satisfiers and dissatisfiers as two motivational factors which improve the performance of employees. Satisfiers are internal motivational factors which improve the performance of employees. Examples are recognition, achievement, advancement, growth, responsibility and job challenges. Dissatisfiers are external motivational factors which influence the performance of employees.
For instance, work conditions, supervision, job security, and others (A Big Dog, Little Dog and Knowledge Jump Production, 2010). Impacts of motivation Employee motivation improves their morale to perform assigned duties in the organization. Employee morale also affects their turnover rate in a certain organization. High employee turnover has a very high cost to the organization especially when recruiting new employees. In addition, there is a higher cost of productivity when employee turnover increases. According to go2 Tourism HR Society (2010, para.
1) “compared to motivated employees, disengaged workers are less efficient, miss more workdays and cost organizations thousands of dollars in lost productivity. Keeping employee morale high is one of the best things you can do to instill loyalty and maintain productivity. ” Employees are considered as one of the important aspects of an organization and improving their morale improves their performance (go2 Tourism HR Society, 2010). Conclusion Employees are not only motivated by the wages they receive from the organizations.
They are motivated by many other factors within the environment of the organization. Managers should apply both monetary and non-monetary motivational factors. Money has been said to be a motivator. However, many people have criticized this ideology by suggesting that people seek various aspects beyond monetary gains. The overall work environment determine the satisfaction levels of the workers. The management should establish the best motivators to increase the satisfaction levels of the employees.
Bibliography A Big Dog, Little Dog and Knowledge Jump Production (April 18, 2010). Leadership & Human Behavior. Retrieved 03 August 2010 from; <http://www. nwlink. com/~donclark/leader/leadhb. html> Bruce, Anne & Pepitone, James S. Motivating employees. ISBN 0070718687, McGraw-Hill Professional, 1998. Cunneen, P. (2006). ‘How to improve performance management’, People Management, 12th January, pp. 42-43. <http://www. sirim. my/techinfo/P1/Management/Jan-Feb06/jan-feb06_article9. pdf>

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