# data[].attributes.headline
1. Why do managers have to worry so much about employee motivation issues?

# data[].attributes.subject
1. Why do managers have to worry so much about employee motivation issues?

# data[].attributes.body
Productivity and quality: Motivated employees tend to be more productive and produce higher quality work, contributing to better overall performance.

Retention and turnover: High motivation reduces employee turnover, saving costs on recruitment and training of new staff.

Engagement and morale: Motivated employees are more engaged and have higher morale, fostering a positive and collaborative work environment.

Job satisfaction: When employees are motivated, their job satisfaction increases, leading to a more committed and loyal workforce.

Absenteeism and efficiency: Motivated employees are less likely to be absent, ensuring consistent workflow and operational efficiency.

# data[].attributes.body
People are most motivated by 3 main underlying psychological needs:

Competence: A sense of capability and effectiveness We feel we have the skills and abilities to succeed.

-> The feeling of succeed things not many can do and when I do it alone. It serves to boost my confidence.

Autonomy: A sense of control and choice over our actions.

-> The feeling of control makes me feel safe an stable. I want to do everything to keep my work from getting too chaotic.

Relatedness: A sense of connection and belonging to others. We feel supported by the community

-> When working in groups, I feel supported by other members then I would have to motivation to strive better to support them. Win win situtations.

# data[].attributes.body
People are motivated to set and achieve goals. Goals provide direction and focus for our behavior, and they can also give us a sense of accomplishment when we achieve them

Locke and Latham's Goal-setting Theory

1. Clarify: The more specific the goal, the better. Specific goals let you know exactly what you need to do to achieve it.

2. Challenging: The goal should be difficult enough to motivate you, but still achievable. A goal that is too easy will not create motivation, while a goal that is too difficult can lead to frustration.

3. Commitment: The more committed you are to achieving them, the more likely you are to persist through challenges and setbacks.

4. Feedback: Receiving regular feedback on your progress is crucial for staying motivated and adjusting your approach as needed.

5. Complexity: Goals should be challenging but achievable. Overly complex goals can be overwhelming and lead to decreased self-efficacy (belief in your ability to achieve the goal)

# data[].attributes.headline
5. People do the best work when they are motivated by a sense of purpose rather than the pursuit of money. AGREE or DISAGREE? 

# data[].attributes.subject
5. People do the best work when they are motivated by a sense of purpose rather than the pursuit of money. AGREE or DISAGREE? 

# data[].attributes.body
Agree - Employees are more engaged and passionate about their work because they feel they are part of something bigger than themselves.

# data[].attributes.body
Motivation can be defined as a driving force that compels individuals to take action and strive to achieve their goals or fulfill their needs

1

. It is a complex concept that involves various factors. Here are three key factors that contribute to motivation:

1. Needs: Needs are the fundamental requirements that individuals seek to satisfy. These needs can be physiological (such as food, water, and shelter), safety-related, social, esteem-related, or self-actualization needs. The fulfillment of these needs acts as a motivator, as individuals are driven to take action to meet their needs.

2. Values: Values are the beliefs and principles that individuals hold dear. They represent what individuals consider important and meaningful in their lives. Motivation can be influenced by aligning actions and goals with personal values

. When individuals perceive that their actions are in line with their values, they are more likely to be motivated to pursue those actions.

3. Goals: Goals are the desired outcomes or targets that individuals strive to achieve. They provide direction and purpose to individuals' actions and efforts. Setting clear and specific goals can enhance motivation by providing individuals with a sense of focus and accomplishmen

1

. Additionally, the pursuit of goals can be motivating when individuals perceive that they have the necessary skills and resources to achieve them.

# data[].attributes.body
Motivation can be defined as a driving force that compels individuals to take action and strive to achieve their goals or fulfill their needs

. It is a complex concept that involves various factors. Here are three key factors that contribute to motivation:

1. Needs: Needs are the fundamental requirements that individuals seek to satisfy. These needs can be physiological (such as food, water, and shelter), safety-related, social, esteem-related, or self-actualization needs. The fulfillment of these needs acts as a motivator, as individuals are driven to take action to meet their needs.

2. Values: Values are the beliefs and principles that individuals hold dear. They represent what individuals consider important and meaningful in their lives. Motivation can be influenced by aligning actions and goals with personal values

. When individuals perceive that their actions are in line with their values, they are more likely to be motivated to pursue those actions.

3. Goals: Goals are the desired outcomes or targets that individuals strive to achieve. They provide direction and purpose to individuals' actions and efforts. Setting clear and specific goals can enhance motivation by providing individuals with a sense of focus and accomplishment

. Additionally, the pursuit of goals can be motivating when individuals perceive that they have the necessary skills and resources to achieve them.

# data[].attributes.body
Where there is little pleasure in work itself or the job offers little opportunity for career advancement, personal challenge or growth, many people may appear to be motivated primarily, if not exclusively, by money.
For the vast majority of people, money is clearly important and a motivator at work but to what extent and how important depends upon personal circumstances and other satisfactions they derive from work. Although pay may still make people tick, there are a number of other important influences on motivation. For many people, the feeling of being recognised and valued appears more important than money in motivating them to stay in a particular job. Note also that money may seem important as symbolising successful task performance and goal achievement.

Example:
Weaver (1988) suggests that for many hourly workers in the hospitality industry, such as dishwashing, waiting or housekeeping staff, the work does not change much among different companies and there is little attachment to a particular company. For such staff, Weaver (1988) proposes a ‘Theory M’ programme of motivation based on direct cash rewards for above-average performance. A percentage base is calculated from the average performance of workers on the staff.