Discuss about the Employees are Motivated through External Incentives.
To start with, incentives that an employee receives, is considered as being an effective source of motivation (Baptiste, 2008). Moreover, there is no doubt in the fact that incentives lead to contentment among the employees, which that directly affects their outcome and ability. Rafikul and Ahmad (2008) hold the view there are factors that impact the outcome with respect to work. Firstly, it revolves around the amount received and on the amount staff members’ believe they should get. Second, comparison with other individuals receive, has an impact upon individuals’ performance. Third, satisfaction among staff members from extrinsic and intrinsic incentives has an impact upon the overall task outcome (Abang et. al., 2009). Additionally, a number of extrinsic incentives content just because they lead to other reward (Chew, 2005). It should be noted that both external as well as internal incentives have great impact upon staff motivation. Further, taking into account the above discussion this paper highlights that both internal as well as external forces of motivation are important.
According to Furham et. al. (2009), apart from insight, outlooks, personality and learning, motivation is seen as an extremely important part of comprehending staff behavior. Additionally, motivation shouldn’t be merely regarded as description of conduct, since it links to and performs in accordance to other supporting practices together with the settings. Moreover, motivation could be extrinsic or intrinsic. Firstly, the intrinsic motivation take place from motivation that is inherent within the task and people enjoy as a result of efficiently achieving the provided task or accomplishing goals (Bergen et. al., 2005). In contrast, extrinsic motivations are external to job practices, involving pay, work condition, security, fringe benefits, service contract, and promotion (Chiu et. al., 2002). Such tangible motivators are often determined at corporate level, and may be outside the control of the company (Maurer and Lippsteu, 2006).
Intrinsic motivation involves those rewards that can termed as “psychological motivations (Abang et. al., 2009). For example, the chance for using one’s competence, a sense of accomplishment, gaining gratitude and sound recognition are some of the intrinsic motivators. A person who is intrinsically motivated would be highly directed towards his/her job to the level it includes procedures, which are rewarding (Maurer and Lippsteu, 2006). Whereas, an individual who is motivated extrinsically will be highly directed towards the level external incentives could be attained for the particular task (Furham et. al., 2009). Further, if the particular reward is intrinsic to allotted task, such desire or motivation is considered intrinsic. Nonetheless, if the reward is external to the assigned task, the motivation is regarded as extrinsic motivation (Chiu et. al., 2002).
Moving ahead, because of few reasons several corporations make use of extrinsic motivation for the purpose of influencing employees. Furham et. al. (2009) hold the view that employees are believed to work more competently if their pay is related to the outcome, which isn’t based upon individual bias or prejudice, nevertheless upon goal valuation of a employees’ merit. Even though, several strategies for examining and measuring job results have been developed, in general the specific approach chosen varies with the type of work (Banjoko, 1996). All these concerns call for high research, for laying high focus upon the way how an appropriate incentive system could have an impact upon the employees for building constructive view towards the task and as a result, increase their productivity level (Abang et. al., 2009).
Intrinsic motivation is basically the internal motivation for performing a particular task or job. Employees sometimes get internally encouraged to perform some job. Nonetheless, the intrinsic motivation couldn’t be devised independently; rather it calls for motivators, which in actuality enhance internal motivation (Banjoko, 1996). Moreover, the intrinsic motivation is accomplished by way of tasks that provide pleasure in performing that particular process. The intrinsic forces are highly adopted by several companies for making sure good consumer services and facilities. According to Jackson, & Schuler (2003), the employees who are internally stimulated are more expected to engage for ensuring buyer satisfaction (Rafikul and Ahmad, 2008). Furthermore, they give in their best efforts and abilities for accomplishing greatest level of outcome.
Thus, as a result the company’s performance is projected to improve, For example, staff members at some outlets are extremely friendly and helpful and could be considered as being motivated internally. In addition, with Intrinsic factors, the employees are encouraged for performing a specific task because of the pleasure or satisfaction gained in carrying out these procedures (Maurer and Lippsteu, 2006). Moreover, it has been observed that intrinsic motivation occurs from within the task rather than from any outside sources including monetary incentives and advantages (Bergen et. al., 2005). An employee who is likely to be motivated intrinsically could be effortlessly motivated via distinct factors related to the job such as recognition, growth, responsibility as well as progress (McShane and Von Glinow, 2008). This shows that the employees hold interest in the task or job, work settings which are challenging and lastly, the sense of accountability in performing job for encouraging them (Furham et. al., 2009).
The intrinsic motivation take place from motivation that is inherent within the task and people enjoy as a result of efficiently achieving the provided task or accomplishing goals (Bergen et. al., 2005). In contrast, extrinsic motivations are external to job practices, involving pay, work condition, security, fringe benefits, service contract, and promotion (Chiu et. al., 2002). These motivators are time and again decided at corporate level, and may not be under company’s control (Maurer and Lippsteu, 2006). As discussed above intrinsic motivation involves those rewards that can termed as “psychological motivations (Abang et. al., 2009). For example, the chance for using one’s competence, a sense of accomplishment, gaining gratitude and sound recognition are some of the intrinsic motivators. A person who is intrinsically motivated would be highly directed towards his/her job to the level it includes procedures, which are rewarding (Maurer and Lippsteu, 2006). Whereas, an individual who is motivated extrinsically will be highly directed towards the level external incentives could be attained for the particular task (Furham et. al., 2009). Further, if the particular reward is intrinsic to allotted task, such desire or motivation is considered intrinsic. Nonetheless, if the reward is external to the assigned task, the motivation is regarded as extrinsic motivation (Chiu et. al., 2002).
The extrinsic factors of motivation are fundamentally the external motivational factors (Didham et. al., 2011. These factors are expected to improve staff outcome and performance. The motivation takes place from several outside sources. For example, extrinsic factors take in rewards, money, coercion, threats, punishment and others (McShane and Von Glinow, 2008). Within some situations the main extrinsic factor is competition due to the reason that it occurs from outside and is expected to enhance the level of performance. Within a number of corporations, staff members are provided gift vouchers as well as certificates for the extraordinary outcome (Lin, 2007). These vouchers and certificates work as extrinsic motivators. In addition, extrinsic motivation takes place when the staff members are encouraged through means of outside incentives, which are not inside the task description. These incentives are usually grades as well as monetary incentives. During these cases, staff members focus upon a project, job or task by satisfying his/her requirements through rewards that are external to the job such as outcome based additions (McShane and Von Glinow, 2008). These incentives encourage staff members to perform job, which they might or might not feel like performing. In other words, the extrinsic factors act as a leading force that encourages workers to carry out procedures for some tangible rewards instead of the job itself (Lin, 2007).
Taking a step ahead, the extrinsic motivation can have both positive and negative impacts. First, the positive impact can be bonuses, increments, monetary incentives and other rewards (Banjoko, 1996). Whereas, the unconstructive impact could involve bribery, that could be adopted for encouraging the employees extrinsically (Didham et. al., 2011). The chief focus of these motivators lies in the incentives, which the staff members attain from their acts instead of the job themselves (Banjoko, 1996). For example, in case if an employee is working on some particular task such as marketing in where he/she is not interested. What actually the employee is interested in, is the reward linked with a specific level of sales (Luthans, 1998). Further, the employees concerned with marketing division, usually obtain, incentives for achieving a specific sales level.
The above example illustrates that some employees function willingly and such people are made to function by offering extrinsic incentives. In actual sense, these incentives have a short-term affect upon the overall result of the staff members and the firm (Abang et. al., 2009). Further, the chief reason behind this is the actuality that workers being motivated through extrinsic incentives could just be encouraged for working till the time they are offered rewards and thus, absence of rewards would demotivate employees from performing the assigned job or least job requirements will be met (Maurer and Lippsteu, 2006).
Conclusion
To conclude, it can be stated that it is not just the external factors that motivate the employees. One could effortlessly compare the advantages of intrinsic rewards and extrinsic rewards. Both the motivators are mutually reliant on a number of factors such as culture, environment, awareness and society (Didham et. al., 2011). This dependence brings the effectiveness of a specific motivation technique under high discussion. In the western community where the needs that are important for like housing and food are regarded as responsibility of the government officials, people are likely to prefer tasks or careers they feel satisfied in accomplishing (Bergen et. al., 2005). Whereas, in the third world countries it’s possible to discover people having a career focussed approach.
Moving ahead, it is quite clear that extrinsic factors are enforced effortlessly with a lesser impact, chiefly a short-term impact upon the result and outcome of the employees (Rafikul and Ahmad, 2008). While, the intrinsic factors are fundamentally a win-win model if the employees are offered training in a way that they look for satisfaction within their task and take on activities such as job enlargement and job enrichment (Abang et. al., 2009). Moreover, this does not imply that extrinsic motivation is a concept of the past times rather; it must be implemented as and when required for short-term motivation, like yearly incentives. It’s quite important to organize the employees within the work environment for assisting them in being intrinsically motivated and thus, gain lasting benefit of this concept (Didham et. al., 2011). Further, at the time when such an ultimate settings are built, absence of extrinsic rewards wouldn’t discourage employees and therefore, an organization’s overall gaol would not be under threat and bring about lasting success.
References:
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