Motivation is a psychological state that is said to exist whenever internal and/ or external forces trigger,
direct, or maintain goal-directed behaviors.

What motivates employees is a complex topic and no single theory adequately addresses all aspects of
motivation. However, here are a few general approaches recommended by Don Hellriegel, Susan E. Jackson,
and John W. Slocum in their book on Management.

A. Managerial Approach:
Focuses on the behaviors of managers-- in particular, their use of goals and rewards.
The managers that employees work with on a day-to-day basis can directly motivate employees
through personal, one-on-one communication. For example, they can work with employees to set
realistic goals and then use recognition, praise, and monetary means to reward employees for
achieving their goals.

B. Job and Organization Approach:
Emphasizes the design of jobs and the general organizational environment. Enriched jobs are more
motivating than jobs that are narrow in scope. However, the organizational context is also important
and human resource management policies and practices are generally an important aspect of the
organizational context. The appropriate benefits, reward structure, and development opportunities
may attract new employees to the organization, but whether such policies serve to increase employee
effort and desire to stay with the company depends partly on whether employees perceive them as
fair and equitable.

C. Individual Differences Approach:
Treats motivation as a characteristic of the individual.
Individual differences are unique needs, values, competencies, and other personal characteristics that
employees bring to their jobs. These characteristics vary from person to person. So, one person can
be motivated by money and prefer a job that offers such an opportunity, while another may be motivated
flexibility and preferring a job that provide flexible work arrangements.
Effective managers understand the individual differences that shape each employee's unique view of work
and use this understanding to maximize each employee's effectiveness.

D. Integrated Approach:
The three general approaches are most useful when they are combined and integrated.
Managers who understands what motivates employees and what detracts from employee motivation
have a good basis for diagnosing and rectifying the causes of performance problems.

* design jobs with high motivating potential
* state the behaviors and performance achievements that are desired and explain how they will be rewarded
* provide frequent and constructive feedback
* provide rewards system for desired behaviors and outcomes
* provide only what employees value and are equitable
* diagnose and remove barriers to performance