| To understand employee motivation, we first need to | | | | It has been found in the United States that people who |
| know exactly what it means. The most common | | | | are being underpaid for the work they do are working |
| definition of motivation states that motivation is the | | | | up the level that they could be. They are too busy |
| psychological process that gives behavior purpose and | | | | thinking about their pay and wishing they were getting |
| direction. It has also been defined as the inner force | | | | more. If they were getting paid for their time and effort |
| that drives us to do something. | | | | then maybe they would be motivated to do better |
| If a person is to a job and do it good, they need some | | | | work. |
| sort of employee motivation or motivation factor | | | | You can also look at employee motivation from a |
| behind it. In most cases it is the responsibility of the | | | | psychological point of view. According to a |
| boss or supervisor to motivate his or her employees. | | | | psychologist named Maslow, there are five different |
| When employees are motivated they are more likely | | | | levels to motivation. These levels are based on |
| to enjoy what they do and therefore will produce | | | | people's needs. These needs include, physiological, |
| better result from their work. Therefore, the manager | | | | safety, social, ego, and self- actualizing. Maslow argued |
| or boss is to motivate the employees then he or she | | | | that lower level needs had to be satisfied before the |
| should also be motivated. | | | | next higher level need would motivate employees. |
| It has been found that employee motivation is the key | | | | There are other psychologists who believe that there |
| to performance improvement. There are several | | | | are other factors that lead to motivation amongst |
| factors that motivate people to do good work. One of | | | | people. These include, motivators or intrinsic factors, |
| the leading motivating factors in a job is money. Those | | | | such as achievement and recognition, produce job |
| people who are being paid well for their services are | | | | satisfaction. Hygiene or extrinsic factors, such as pay |
| more likely to do better work then those who are not. | | | | and job security, produce job dissatisfaction. |