Motivation

For people, purpose is heart-driven, as opposed to being mental-mind-ego driven. Purpose is what gives meaning to our existence. So, again, for me personally, motivation is related to purpose, and meaning. That difference in purpose since heart driven, and motive as ego-driven is what determines where folks stay, literally and figuratively, inside space between purpose together with purposelessness, and meaning and meaninglessness at your workplace, at home and with play.

In high of life, we move with action to result, action to result, action to help result. The question is usually, "What drives my measures? What drives the inspiration (energy) associated with my actions. The direction of one's life is quite often judged on this dynamic and many also judge "success" according to this movement from action to result. Vajda, Ph. D. All rights in all of the media reserved.
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The psychologist Abraham Maslow developed a theory that suggests we, humans, are motivated to satisfy five basic needs. These needs are arranged in a hierarchy. Maslow suggests that him and i seek first to satisfy the lowest level of needs. Once this is executed, we seek to satisfy each more impressive range of need until we now have satisfied all five needs. While modern research shows some shortcomings with this theory, Maslow's Hierarchy of Needs Theory remains a critical and simple motivation tool for managers to understand and apply. The Hierarchy of Needs is really as follows:

1. Physiological Needs (basic issues of survival like salary and stable employment)

2. Security Needs (firm physical and emotional environment issues including benefits, pension, safe work place, and fair work practices)

3. "Belongingness" Needs (social acceptance issues such as friendship or cooperation on the job)

4. Esteem Needs (positive self-image and respect and recognition issues including job titles, nice operate spaces, and prestigious career assignments.)

5. Self-Actualization Needs (achievement issues like workplace autonomy, challenging work, and subject matter expert status practical)

With Maslow's theory, an employee's beginning emphasis on the lower order needs of physiology and security makes sense. Generally, a person beginning their career are going to be very concerned with physiological needs such as adequate wages and firm income and security needs which include benefits and a safe work environment. We all want a good salary to meet the needs of our family and we want to work in a stable environment. Employees whose lowest level needs never have been met will make job decisions influenced by compensation, safety, or stability concerns. Also, employees will revert to satisfying their lowest stage needs when these needs are don't met or are threatened (such as during an economic downward spiral). This places an excess obligation on managers to act humanely when difficult organizational decisions including staff reductions have to be implemented. Callous implementation of difficult decisions will result in the remaining employees inside organization to feel threatened about the ability or desire of the organization to continue to meet their physiological and security needs.

When these basic needs are met, the employee will require his "belongingness" (or social) needs found. The level of social interaction a workforce desires will vary according to whether the employee can be an introvert or extrovert. The important thing point is that employees desire to work in an environment where they can be accepted in the organization and get some interaction with some others. Motivation