A Theoretical Reference Identified With Motivation In the Workplace |
Work is performed by people, and for each of thoseindividual people there is a complex interaction of reasons for them to do thework, to do it in particular ways, to particular standards and with particularlevels of energy and enthusiasm. This complex interaction is often summed up inone word: “motivation”. In this review a variety of perspectives on this essentialforce is examined and the implications for organisational practice areconsidered. Consistent with evidence from neuroscience, theworker may experience conflicting cognitive and affective motivations duringthe workday. In particular, the affective system values effort more highly aslong the worker’s performance is below a personal goal, or income target, andbecomes increasingly aroused as the goal approaches.