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THREE motivation impacts towards the company or employee

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THREE motivation impacts towards the company or employee

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1. The most commonly used motivation impact towards the company or employee is the Monetary incentives. Because that the money can equally influenced by having good working environment or opportunities for further career development among other motivators.

2. The intrinsic motivation, it is arises from task itself, intrinsically motivated when they seek enjoyment, interest, satisfaction of curiosity, self-expression or personal challenge in the work. After that, they have substantial freedom to make decisions, to express creativity and opportunities for advancement.
3.Extrinsic motivation is the motivation from outside, It takes place in the form of tangible monetary or nonmonetary, For example it can be pay rise, gift certificate, movie ticket, etc.
Play happens when you’re motivated by the work you’re doing. You enojy it, so it doesn’t feel like “work.” It feels like a creative process with a meaningful goal in mind, it actually can help company to earn more profit. Because motivation doesn’t come from pay, it comes from a sense of play.

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1)Provide a Good Working Conditions

The IKEA company motivate their employees is to provide a comfortable working environment. All of the IKEA employees can allocate their own working hours. IKEA company does not encourage their employees to work overtime because the intensity of work that employees experience is too large and would tend to be less efficient of less productive. Example:employees in IKEA stores in conclusion, a good environments are to ease the pressure on staff and enhance employee-manager relationship. they would bring motivation towards the work environment

2)Believes the motivation of employee development

The second motivation that IKEA company is to believes the motivation of employee development because that everyone needs to learn more. IKEA company will allow their employees to think and to measure their ability to learn the place and began to manage their own development. IKEA gave their employees a lot of opportunity to

Even the employees knowledge of the structure may not achieve the desired state, but IKEA is still willing to give them a chance.

3)Give rewards

IKEA company use rewards to motivate people to perform their basic bahaviour, regularly attending their jobs, and performing their jobs well. Extrinsic rewards are visible to other and employees will trying to do things they would not and performance of specific tasks or behaviour with well.

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IKEA was founded by Ingvar Kamprad in 1943, Sweden. Since that time, IKEA has grown into 27 countries where IKEA group has 315 stores. They also have his own sawmills and production factories in Swedwood. Which is 1990’s. they also have a 25 years in market and runs 4 stores in the Czech Republic where almost have 1500 co-workers contribute to IKEA success and fulfilling of their vision and business Idea. Peter Agnefjäll. President and IKEA group CEO said that A key to A key factor to our strong performance is that we have a long-term view, and don’t aim to maximize short-term profits. We strive to continuously create better products at lower prices to our customers and to make substantial investments in our future. In resources problem, they also making more from less. Which mean they turning waste into resources to make a responsible way and protect the natural resources. They hope they can play a part to create the wonderful life for the people who touched their business. For example, their material lends durability and warmth ages beautifully and is both renewable and recyclable. Also they making more form less goes back to our roots. But they always strive to do more to rethink how to make their product live longer with repair, reuse and recycling.

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Relationship between motivation and controlling

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Relationship between motivation and controlling

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1) When action controls are used to enhance action accountability, this may lead to an increase of extrinsic motivation on the part of the subordinates. The motivation literature increasingly points to the limitations of using rewards to motivate employees. SDT even argues that offering extrinsic rewards may endanger the intrinsic motivation of employees. Frey and Jegen (2001)

2) A central notion of action controls is also ‘action accountability’, which includes ideas about “rewarding good actions or punishing actions that deviate from the acceptable” (Merchant and van der Stede, 2007, p. 78)

3)“Enabling formalization, in contrast, designs organizational rules that reckon with the intelligence of workers so that formal procedures need not be designed to make the work process foolproof. Instead they can be designed to enable employees to deal more effectively with inevitable contingencies. Organizations attempt to design and operate formal systems that support users.” (Ahrens and Chapman, 2004, p. 279)