C. NEVINS-BENNETT
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competence information enhance intrinsic motivation”.
This is further confirmed by the interview as she is more
extrinsically than intrinsically motivated. Being extrinsi-
cally motivated has its disadvantages and Samantha may
have problems with company loyalty, trust and job satis-
faction. Samantha is always given tasks that are outside
her area of competence as stated in the interview. Since
she has a high desire for “meaning”, this may lead to job
dissatisfaction.
Noel has a high need for achievement which may be
problematic in the future. His need for achievement is
connected with a sense of success that can be quite
short-lived, leading into almost obsessive repetition of
achievement. While it is obvious that he is a good em-
ployee, his thirst to achieve at all cost and become highly
recognized may cause Noel to behave inconsiderably to
the needs of others. Noel is highly motivated and has a
strong desire for power. Power at work is often aligned
with position, expertise and personal charisma. The
problem which exists is that he is not empowered enough
on the job. Demotivators for Noel are the bureaucratic
redtape and organizational politics that hinders his per-
formance.
8. Strategies to Deal with Motivation
Problems
Employees must not indulge in self-limiting thinking,
but think empowering, expansive thoughts. This will
allow them to gain recognition
Choose to be happy. Commit yourself to happiness
and positive thinking because happy people are easily
motivated. Never quit when you experience a setback
or frustration. It is said that happiness leads to greater
wellbeing, low absenteeism, and increased job satis-
faction.
Identify and eliminate demotivators
Keep productively busy. In motivating organizations,
employees should leave work feeling that they ac-
complished something worthwhile. Ask your em-
ployers to delegate responsibility and authority which
is one of the fundamental ways to become motivated.
With more responsibility and authority, employees
will begin to act more like owners.
Don’t become passive within the organization, but
carry out self-improvement activities as a means of
improving your job.
Make work fun and enjoyable, but balancing such en-
joyment with increased productivity.
Job rotations, job sharing, and temporary work as-
signments are some of the ways to add variety.
9. Conclusion
In order to heighten motivation at work, all three em-
ployees must become more engaged, and dig in for their
inner strength, drive and will-power to carry on. The
most important aspect is to engage in work functions and
activities which are most important for them and makes
them happy, because well-being leads to greater organ-
izational productivity.
10. Future Research
For future research, the sample size of future studies may
be larger to determine how motivation in the work envi-
ronment is viewed by gender differences. Further re-
search could also look at the association of motivation
styles, symptoms and the motivation desired on per-
formance within the organization.
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