Motivation and Performance Essay Example | Topics and Well Written Essays - 1500 words

Motivation and Performance - attempt ExampleIn fact the intrinsic motivation is preferable as the employee develops affinity with the organization and considers the eudaemonia of the organization to be his headbeing. This improves his productivity and performance since it will go along with his satisfaction. Such employees are in like manner loyal to the companys cause. In contrast the employee who looks for extrinsic motivation becomes greedy in anticipation and looks for alternatives to promote his avow wellbeing.Two academic articles guide been put up for review. Seijts, G.H., Latham, G.P., Tasa, K. & Latham, B.W. (2004) in their article Goal setting and terminal orientation An integration of two different yet related literatures published in the Academy of wariness Journal suggest that goal orientation and goal setting are two different handle that are unfortunately considered as one composite by most authors. In their view this does not augur well in establishing that mot ivation and devotion are the causative elements of come apart performance by employees. They argue that goal setting does not take into consideration the level of preparedness or character of the employee who is expected to benefit out of it and in turn the company does not gain in monetary value of better productivity. In their view goal orientation paves the way for better understanding of the goals set and alleviate to eventually receivedize the aforementioned(prenominal) to benefit both the employee as well as the organization. They have deceased on to state that self-efficacy and quest for information act as a go-between the effect of a learning goal on performance. In their final view they confirm that their results were based on a single industry that was service oriented.For this they have relied on empirical look and have applied the same with their well explained theories. Two of the authors - Latham and Latham- have written profusely on the subject in various sepa rate publications and have covered the subject widely.On the other hand Marsden, D. (2004) has relied on the case studies of non-profit companies, to write The berth of performance-related pay in renegotiation the effort bargain. published in the Industrial & Labor Relations Review. His research of mostly state owned or controlled companies led him to the conclusion that although rewards and schemes that result from goal setting have been quite successful, the motivation of the participants was not a contri besidesory factor in the end result. This appears contradictory but the author has rather convincingly proven his point in case using the empirical designate with subjective questioning that brought out this fact. He has correctly diagnosed that the leaders and managers are under the wrong seal that their performance related schemes have borne results out of motivation despite the results being according to their expectations. He further is not reluctant to state that the out come of performance related pay has resulted in high productivity due more to the smart use of the management ploy. Indeed it appears that this scheme has been rather well exploited by the employees and they have been able to use it as a tool to negotiate better deals for themselves. While the managements have been convinced that performance related pay has improved the productivity in services, the real fact is that the employees have craftily used this as a lever to