Personal Motivation

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PersonalMotivation

PersonalMotivational Factor

The least motivational experience I have experienced is extrinsicmotivation contrary to intrinsic motivation – a type of motivationwhere an individual engages in certain behavior for personal rewardother than performing tasks for an external reward. Intrinsicallymotivated individuals strive to learn and acquire new skills, which Iacquire most. The extrinsic motivation that organization use occurswhen an individual engages in activities purposely to earn a reward.Individuals who are intrinsically motivated are always committed totheir assigned duties, enjoy and believe that their tasks worth theefforts (Agrifoglio et al., 2012). Extrinsically motivated personsengage themselves to perform tasks either to avoid punishment or toreceive a reward as a return. The listed shows various techniquesthat worked best, and worked against as my motivational factors.

Inmost cases, to motivate extrinsic individuals as witnessed in anorganization, the management had to use bonuses, financial enticementas well as promoting its members to attain full performance of thetasks assigned to every an individual. Sometimes employees could becriticized with punishment to be motivated extrinsically. Thelearning organization has always incorporated both intrinsic andextrinsic motivations to facilitate learning process (Haines, Sabaand Choquette, 2008). Instructors as well tutors do emphasis onexternal rewards such as the use of grades, gold stars to encouragecompetencies amongst students. The management can extrinsicallymotivate employees through making an ultimatum warning to individualswho cannot make up to the required expectation. Extrinsicallymotivated individuals as myself had not to put focus only when theirreward can be anticipated, or the management to apply force to attainbetter performance. Individuals who are intrinsically motivatedpossess characteristic such as the desire for self-determination,strive for excellence and purpose, which are some of the techniques Iused. However, it is evident that when organizations praise theiremployees, it enhances internal motivation. If organizations giverewards to individuals for the sake of completing a certain task, ahigher probability of intrinsic motivation to decrease is high.

Thesource of job satisfaction and high performance-driven outcome isattained by individuals who can work jointly to achieve a commongoal, and possess various characters.

Developclear goals –individuals who work consistently towards achieving the goals aredetermined by high performance-driven. The team helps in setting upgoals on a regular basis and also help in developing strategic plansthat work hand-in-hand towards the mission set for the organization.

Enhancingeffective communication – Ahigh performance-driven individuals do rely on effectivecommunication. Members who communicate effectively and efficientlystrive to bring positive relationship with other members. Suchindividuals find it easy to manage conflicts and solve other relatedproblems.

Officiatingmeetings – performance-drivenindividuals clarifies organizational roles and develop effectiveleadership roles within the team in proving opportunities formembers. Organizations that involve their team members indecision-making process with the help of leaders act to be effectivein taking up the leadership roles. Team members with suchcharacteristics prove to serve the organization towards achieving thegoals set. The most alarming question that keep on asking myself is,“Does financial benefits satisfy my need more than othermotivational factors?”

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THEPERSONAL MOTIVATIONAL POSTER

Motivation is the art of getting people to do what you want them to do because they want to do it.

Dwight D. Eisenhower

References

Agrifoglio,R., Black, S., Metallo, C., &amp Ferrara, M. (2012). ExtrinsicVersus Intrinsic Motivation in Continued Twitter Usage.&nbspTheJournal of Computer Information Systems,&nbsp53(1),33-41.

Haines,V., Saba, T., &amp Choquette, E. (2008). Intrinsic motivation for aninternational assignment.&nbspInternationalJournal of Manpower,&nbsp29(5),443-461.

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