Motivational Framework
Motivational Framework
Motivational framework is one of important components in the
employee motivation which covers six fundamentals of unsatisfied need, search
for need satisfaction, need-oriented behavior, performance, rewards or
punishments and evaluation. In simply, this framework converts a demotivated
worker into motivated one. Motivational framework starts with a need which is
created by a deficiency of a need of a worker. For example, employee may feel
that need for more demanding job, for highest salary and remuneration, for
time-off and for the recognition and appreciation of senior-level and peers, these
desires have been made a preferred satisfaction level of that employee and to
pursue a specific course of action. It means that, employee might choose course
of action outcomes in the predicted result and rewards, that employee is
preferring to be more motivated by the delve of an equal reward to perform the
similar way in coming future. On the other hand, if worker’s action does not
arise in the predicted reward, repetition of the employee’s behavior cannot be
expected. Thereby, reward is a feedback mechanism in order to assure the
employee to evaluate his or her aftereffects of the behavior when focusing potential
action
Identification of unsatisfied need is the first phase of motivational framework of an employee. This makes more tension for the employees driving to find for goals beyond the current satisfaction regarding his or her job. After determination of unsatisfied need, employee is starting to search several options which can be utilized to unsatisfied need which were discovered by the first stage of the framework. These needs guide around the framework which lead a worker’s decision to satisfy them and to follow a specific course of action. Employee will be found a way to satisfy the need than next stage is selection of goals to be acted once need is assessed and this is called as need-oriented behavior. After that, needs guide around the motivational framework which guide a worker’s decision in order to satisfy them and to chase a peculiar course of action in form of performance. Once an employee is selected course of action and it resulted that outcomes and rewards, apparently employee is preferring to be motivated by the anticipation of an equal reward to perform the similar form in the coming future. Even though, if employee’s actions do not result that predicted outcomes, that worker is unlikely to replay his or her behavior. Finally, evaluation of the motivation is done by the organization in order to ensure that effective motivation of a worker and once define the deficiencies of the employees, entire motivational framework is rerun over (Griffin & Moorhead, 2007).
References
Griffin, R. W. &
Moorhead, G., 2007. Organizational Behavior: Managing People and
Organizations, 8th ed.. 8th ed. New York: Houghton Mifflin Company.
Islam, R. &
Ismail, A. Z., 2008. Employee motivation: a Malaysian perspective. International
Journal of Commerce and Management, 18(4), pp. 344-362.
Hi Suneth, Got lot of new things from your post. Motivation is an internal force that accounts for the level, direction, and persistence of effort expended at work. There are many competing theories, which attempt to explain the nature of motivation. These theories help to explain the behavior of certain people at certain times. Content theories, including the work of Maslow, Alderfer, McClelland, and Herzberg, focus on locating individual needs that influence behavior in the workplace. Process theories, such as equity and expectancy theory, examine the thought processes that affect decisions about alternative action by people at work. This paper explores the many different theories of motivation, and presents motivation as a basic psychological process (Sait Revda Dinibutun, 2012)
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