Psychologists define motivation as "that which gives impetus to our behavior by arousing, sustaining, and directing it toward the attainment of goals" (Wortman and Loftus, 353). Because I supervise five individuals on a full-time basis and twenty people in the absence of my manager, I am particularly interested in ways to motivate employees. The purpose of this article is to gain knowledge, so that I might assist others in performing their job duties to the best of their ability while maintaining their quality of work life.
The work of Abraham Maslow helps explain why the process of motivation is not a simple process that can be administered externally. Rather, according to Maslow, it is the result of needs within everyone that make people act the way they do. Under his hierarchy theory, people are first motivated by the desire to secure first-level needs of food and shelter for survival. After that, security and safety become major motivators, followed by assimilation into social groups where ego needs can be satisfied to the final step of self-actualization (Personnel, 3411-3412).
Examination of how this hierarchy fits into present-day society will explain why the tools of motivation have been forced to change from early industrial times. Employees today have basically satisfied their first- and second-level needs as assured levels of income and purchasing power have basically risen above survival requirements. For this reason, pay alone is no longer the universal motivator. Now the workforce is more educated and able to handle creative, mental work. In fact, the employees demand it in order to satisfy e upper-level needs they find themselves at (Personnel, 3411-3412).
So what motivates employees? The "rewards" an employee may seek from the employment relationship can have varying it effects on attitude and performance. In one instance, they can actually