Motivation Concepts Keydra Tyner PSY 320 August 18, 2010 Keisha Pou, LPC Motivation Concepts Sigmund Freud, a Jewish Austrian neurologist that developed a wonderful theory in 1915 that stated all behavior is motivated and that the primary purpose of someone’s behavior was to serve the satisfaction of needs. This serves to be true in two or more situations in the common workplace. For instance, if company morale is low, there is a very slim chance that the company as a whole will be doing well. People are driven by their need to feel satisfied and wanted at the same time.
Therefore, when others exhibit behavior that is non-favorable, it is most likely due to their lack of being satisfied. Behavior can either be motivated in a positive and negative direction. In the workplace, there can be instances where positive behavior is demonstrated in receipt of rewards for doing well or just simply being an employee. Everyone enjoys and desires to be appreciated. Therefore, Freud’s theory believes that it is our human nature to feel appreciated and then the appropriate behavior will be exhibited.
For instance, if there is a department of call center representatives who are restricted from taking breaks when desired, required to take a certain amount of calls throughout the day, and their quality is constantly being monitored, they are more prone to exhibit negative behavior. What motivates them to do better? Possibly, ordering lunch every now and again to show appreciation, allowing them to choose their lunch times for an entire week, or dressing casually every time it is someone’s birthday.
These types of incentives allow people to do well and behave in a favorable manner. Once people see that they are appreciated they become a lot easier to work with and the productivity will definitely increase. Increasing the productivity level will be reflective within the entire department and all will look good due to the group effort. Positive motivation brings forth positive actions that everyone can benefit from in the workplace. Everyone seems to get along better and management begins to see their employees for who they really are.
Teams are also created that create seamless friendships and most often a dedicated commitment to the organization which lasts for years. Unfortunately, this theory will not work in every situation in the workplace. There have been times where this theory had been implemented too late and employees had already developed their own way of unfavorable thinking. This way of thinking goes against everything that represents a positive outlook on anything. Team building, incentives, and work performance have all taken a dive and there is no way in restoring them.
The employees have already made up their minds that there is no benefit in retaining the job because they are not appreciated and it is obvious. The organization considers them to be the lowest on the “totem pole” and they will forever remain in that position. Therefore, turnover numbers begin to increase due to the employees’ desire to leave. An assessment then needs to be done in order to determine what will effectively turn things into a positive direction. New theoretical models of motivation in today’s changing environment can serve as an additional resource in creating a positive turnaround.
Failing to meet this challenge can easily occur. Due to the participants’ aspirations of improvement, this journey can be successful or unsuccessful. A theory of motivation may be created however, every participant must be willing to visualize a change and support it. Today’s work environment requires a lot more rewards and incentives. One must be shown the prize prior to performing and doing what is expected. Is this way the most moral and best way to show character? Some would say that a reward is owed to hem and some would say that they show up to work just to get the job done and they don’t expect anything. Both types of peoples’ behavior still exhibit a reward. The employee that believes that “something” is owed to them never strives to reach the top and their behavior represents just that. They show up to work late, does not take responsibility for their mistakes, and neglects the thought of quality work. In this case, their behavior is already negative. There is a very little chance of them reverting back towards a positive direction.
On the other hand, the other employee that just shows up to work expects something, as well and his behavior is reflective of that. This person in particular expects a paycheck. He may not need rewards and accolades to perform well. However, they expect forty hours and job stability. This person’s behavior reflects that as well. So, Freud has a valid point when stating that we all do something in order to get something and our behavior will be a reflection of it. We all may not want to be recognized publically.
But, we all want some type of recognition whether publically or privately. In order to create a new theoretical model it needs to be one that is beneficial and one that creates a high level of productivity. This theory can be one that motivates and rewards, as well. However, it must relate to today’s workforce. Today’s workforce has become used to being handed things instead of actually working. Their mindset has to shift from thinking that they are owed something to wanting to work because they desire a lot out of life and all that it has to offer.
Will all be receptive? No. So, how does this theory work? Possibly, allowing employees to wear jeans, work from home, and appoint more leadership roles to increase morale. Personally, this theory has instantly increased productivity and the morale of the entire organization. Employees’ are more focused and don’t mind working to standards or even exceeding them. Turnover decreases, people enjoy working from home, and they don’t mind communicating with one another via e-mail, etc… The manager also begins to see their employee from a different view, as well.
Everyone sees everything from a spectrum of progress. No one is out to get the other. Everyone benefits from this theory and the company can become productive as a whole. Retention is almost guaranteed and personal satisfaction can be fulfilled due to personal and group success. Today’s workforce requires all to be flexible and willing to change for the better. However, is it truly possible? References Civilization and Its Discontents. Sigmund Freud, Christopher Hitchens, Peter Gay. August 2010. pp. 22-189.