Motivation /english/

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ИHОСТРАHHЫЕ ЯЗЫКИ

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PLAN
Introduction
I. The Concept of Motivation
1. What Motivates People ?
2. The Motivational Process in Organizations
II. The Expectancy Theory of Motivation
1. Valence of Rewards
2. Performance-Reward Instrumentality
3. Effort-Performance Expectancy
III. Developing Motivational Principles
1. Matching Rewards to Employee Needs
2. Matching Rewards to Performance
3. Matching Jobs to Employees
Conclusion
Literature
INTRODOCTION
People join and work in organizations to satisfy their needs. They are attracted to organizations that have the means of satisfying their needs. These means are called incentives of rewards; organizations use them to induce people to contribute their efforts toward achieving organizational goals. The continued existence of an organisation depends on its ability to attract and motivate people to achieve these personal and organizational goals.
I. THE CONCEPT OF MOTIVATION
Motivation is defined as goal-directed behavior. It concerns the level of effort one exerts in pursuing a goal. Managers are concerned with this concept because it is closely related to employee satisfaction and job performance.
If managers are asked to list the problems they face, the problem of motivating employees is likely to be near the top. Employee motivation is a major concern of managers as well as scholars because motivation is closely related to the success of an individual, an organisation, and society. Through motivational efforts, people achieve their personal, or organizational, and societal goals. In an age of high labour costs and limited natural resources, the effective utilization of human resources is a key to solving many organizational and economic problems.
Yet motivating employees is becoming increasingly complex and difficult. As people become better educated and economically more independent, the traditional means of motivation ¦ formal authority and financial incentives become less effective. In addition, the ever increasing contraints pla

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