Motivation is defined as an internal drive that activates behavior and gives direction.

The phrase motivation theory describes how and why human behavior is activated and directed. Management can cultivate motivation in others by applying the four intrinsic rewards underlying intrinsic motivation in an effort to enforce job satisfaction. These rewards provide a sense of meaningfulness- while working employees feel that the job is worth the time and the mission adds substance to the entire picture, a sense of choice- the opportunities one feels to select task activities that makes senses for one to perform them in ways that seem appropriate (Kinicki pg. 157), sense of competence- allows the individual the feeling that the job he performs is good and meets the customers expectations. Coaching is an excellent way to cultivate and support employees. Finally, sense of progress which is the accomplishment one receives in achieving a task main purpose and objectives. According to Kinicki A. and Kreitner R (2009) intrinsic motivation drives positive feelings associated with doing well on the job.

In my past job performance appraisals should be done. Personally, this is the responsibility of management a position that I am not currently in. However, my feelings are that performance appraisal provides a guideline for employees. These give the individuals a sense of meaningfulness and acceptance. When performance appraisals are done, employees have a tendency to have a positive objective of their job performance. When appraisals are not done in most organizations employees tend to slack off on the job. Personally, the challenge to perform at these types of organization has the equivalence of wanting to drive a vehicle and the engine will not start. Organizations set goals and implement organization visions statements regularly. When there is no vision the people will soon falter in their goals. Management plays a crucial role in cultivating job satisfaction. According to research by Shore, T. & Strauss J. (2008), performance appraisals are based on achieving organizational goals. Most organizations have in play some type of performance appraisal as a means to improve organizational demands. Human resources decisions are based on appraisal when assessing promotions, training opportunities, career advancements, and salary increases. Affecting the status of the employees, employers are ethically and legally held responsible for conducting such appraisals. One problem that employers face when performance appraisals are not done results in improper terminations.

Performance appraisal has been determined to cause some negative feedback in the organization and can pose some problems for employees. Performance appraisal oftentimes causes difficulties such as identifying poor employment development needs, cynical results causes mistrust between employees and subordinates as well as decrease motivation. The best interest of the organization to retain employees is to maintain harmony and increase morale among employees thereby foster solid relationships within the organization (Shore and Strauss 2008). The theory of motivation that best describes my motivational problem is indirectly related to McClellands. McClelland need theory suggests a need for affiliation, achievement and power as the driving forces of motivation (Kinicki and Kreitner 2009 p. 147). By asserting these three motives he suggests that companies create achievement training that motivates the employee to optimal levels of performance. The second suggestion is such that these three forces are used to provide employees to a better position within the organization. The third incentive of these suggestions is such that managers provide challenging work hence; employees will rise to the occasion due to a drive to achieve a goal. McClellands hierachy of need assess that members in higher management should absolutely desire power and have a low need for affiliation. He also believes that those in management positions who have a need to achieve, are not always the best suitable for higher management positions. Thus, McClelland concludes that employees are motivated to achieve goals and therefore, the organizations should provide the training techniques and challenging task in order to reach the desired objective.

One of the most important attributes of motivating employees is to promote a goal-conscious environment and take deliberate steps toward goal setting. This starts with a shared vision. Managers must ensure that all employees feel they share ownership of the challenges and goals of the practice and that they understand how they are part of the solution. Frequent and deliberate communications in group settings set the stage for a shared vision and collective ownership of the challenges ahead. Individual sessions between the manager and employee are also essential to foster the goal-setting process. The most important aspect of managing and motivating employees is the

understanding that each employee has individual needs and unique personal goals, and different facets of the job that translate to meaningful work and a sense of purpose. Meaningful work comports to job satisfaction and productivity. Successful managers exhibit adaptive, flexible management styles and strive to personalize their management approach to optimize productivity and promote a sense of accomplishment for each employee. Individual goal-setting sessions between the manager and employee will foster an understanding of what makes each employee thrive. Understanding whats important on an individual level requires intuitive and sound management techniques. Anything that employees care deeply about or expend effort for can be a source of motivation. Employees may expend effort for physiological needs, family needs, security, financial stability, and other deeply held beliefs. They also expend energy on.

Finally to change the motivational behavior that best fits my motivational problem is to provide feedback. McClelland need theory enforces behavior through both instructional and motivational feedback. Instructional feedback reinforces new behavior. Therefore, feedback motivates when the content suggest a reward or the promise of a reward to an employee. When feedback is done it is often received from the employee by management or staff members. Managers can use feedback to improve their employees performance and job satisfaction. Motivational feedback goes hand in hand by coupling challenging goals with specific feedback to obtain a particular directive.

Reference

Kinicki, A. and Kreitner, R. (2009). Organizational Behavior, Key concepts, skills and best practices:

McGraw-Hill Irwin

Shore, T. and Strauss, J (2008). The political context of employee appraisal: Effects of organizational

Goals on performance ratings, International Journal of Management, Vol. 25, Iss 4 p. 599-612, 778