Workplace Motivational Theory

1021 words 5 pages
Workplace Motivational Theory
James Roberts
PSY/320
January 21, 2010
Dr. Sarah Christensen

Workplace Motivational Theory Assembling theories about how motivational processes work transpire through research on motivation and emotion and elude personal insights (Reeve, 2009). In assessing the scientific merit of motivational theories, hypothesis can spawn and put to objective empirical testing (Reeve, 2009). Motivational concepts one chooses should be meticulously chosen, and continuously assessed in contrast to new findings, with inadequate findings set aside, improving functional concepts, and new concepts always sought (Reeve, 2009). At University hospital radiology department, employees appear to motive themselves
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The magic of motivation uses the acronym “magic,” and translates as: M - making up your mind to be happy. A - attitude is everything. G - goal setting and "go getting" and gratitude. I - inspiration and perspiration. C - celebrating yourself and your successes.
Exploring what motivates different employees and tapping into those motivations will be a key element in producing continued enthusiasm in the workforce (Maxwell, 2008). Some employees are motivated by monetary rewards such as bonuses, others may only require appraisal from a coworker or boss, and others seek the benefits he or she believes they are entitled to, such as promotions (Maxwell, 2008). The ramifications of failing to meet the challenge in developing new theoretical models of motivation are astounding. The Gallup organization estimates that 22 million employees are actively disengaged and cost the American economy up to $350 billion per year in lost productivity, illness, and other problems that result when workers are unhappy at work (Hrcases, 2008). Not usually felt directly, losses incurred from lost and wasted time are a result of lack of employee motivation and disengagement (Bouchard, 2007). According to the Gallup organization, research shows that only 29 percent of the American workforce is engaged on-the- job, 54 percent are not engaged, and 17 percent are

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