According to a Japanese proverb, "No man will find the best way to do a thing unless he loves doing it." According to Herzberg, workers are motivated by two factors: those that give satisfaction and those that don't. The factors that satisfy include achievements, recognition, responsibility and professional advancement and the factors that cause dissatisfaction includes supervision, interpersonal relationships, working conditions, job security, benefits and salary.
[...] In the dining area Conversation was related to food and weather break of 5 min per hour for 5 customers was provided and A tent shaped sign was displayed indicating that food was available thus providing a topic of conversation. Results showed that the positive response because of smile was from 41% to 67% and because of the break, from 19% to 35%. The idea of tent was not successful at all. Large mid-eastern paper mill The mill had 1400+ employees safety-teams and 50 individuals per group. [...]
[...] Extinction occurs when there is no feedback to a person who is engaged in acceptable behavior. Eventually, the behavior would decrease and then finally stop. When behavior is gradually molded by successively pinpointing desired behavior with the help of positive reinforcement, it is called Shaping. For example, the training program of a surgeon at a hospital. NJ Transit is a big organization dealing with travel. Bus drivers come in contact with numerous passengers every day. The passengers usually thank the driver on teaching their destination. [...]
[...] Conclusion Emerson said “Nothing great was ever achieved without enthusiasm.” Motivation is a theoretical concept that suggests why people choose to engage in a particular behavior at a particular time. According to Robert C. Beck, “People engage in activities that are expected to have desirable outcomes and avoid activities that are expected to have unpleasant outcomes.” Productivity is increased by working harder and smarter. It is true that we can lead a horse to water but we can't make it drink. [...]
[...] The Implementation and outcome of behavioral modification in an organization Pinpointing employee behavior involves close monitoring by the manager. The instances on which the behavior occurred need to be recorded and used in the feedback process. For example, a school principal, in providing feedback to a Professor, mentioned that he was not receptive to instructions, and verbally aggressive towards students and his colleagues leading to two fights. He was also upbraided for unpunctuality and unprofessional behavior. He was also often distracted in class. [...]
[...] Some practical examples: In 1981, Diamond international company faced a big problem related to the manufacture of paper egg cartons as it faced competition from Styrofoam containers. In response, they set up a Club' to improve fortunes. Employees were given points for above average performance. If they worked for 1 year without accidents, they were given 20 points, if they had 100% attendance points and so on. On the annual anniversary of company, the points were added and the record was mailed home. [...]
APA Style reference
For your bibliographyOnline reading
with our online readerContent validated
by our reading committee
