The Will to Work: What People Struggle to Achieve - The Diigo Meta page

• 26 Mar 07
  

  Rebecca Nash

  Excellent article by Manfred Davidmann

  wendysweds commskills07 motivation job satisfaction management Manfred Davidmann

• 04 Feb 07
  

  Bill H

  retirement

  • People strive for satisfying work, for social security and for  independence, want to be masters of their own destiny through self-  employment. They would like the community to back the individual  in this, the individual in turn contributing to the community so  that it can help others and protect all.
  • The confrontation and struggle appear to be against  those who wish to run enterprises and wish to organise society on  authoritarian lines
  • there is no real conflict of interest  between those who lead and those who work. What we saw was that  what is good for the employees is good for the owners, that what is  good for the people is good for the leadership, that what benefits  the people also benefits the leadership.
  • people strive to maintain their position
  • People are aware of their own position in the community, of the  pecking order and of their place in it
  • When an individual's  level of working and income drop below his line then he is falling  behind colleagues of his own age doing similar work elsewhere and  feels this and becomes frustrated.
  • the individual wants and expects from the job, from the  management, is to be given challenging work,

  • Attaining goals leads to feelings of self-respect, strength and   confidence.

      

    Few people are able to continue a pattern of achievement and success   without the added encouragement provided by others recognising their   achievements.

      

    Continued failure and frustration and defeat can result in feelings of   inadequacy and a withdrawal from competitive situations.

      

    Persistent lack of rewards leads to a view of society as being hostile   and unrewarding.
  • 'Motivation towards better performance depends on the  satisfaction of needs for responsibility, achievement,  recognition and growth.   

    Needs are felt, and their intensity varies from one person   to another and from time to time, and so does the extent   to which they are motivating.

      

    Behaviour is learned, earned reward encourages even better  performance, thus reinforcing desired behaviour.'
  • One wants that which one does not have, one works to achieve that  which one needs and this could be either job satisfaction or money.
  • The American accountants and engineers investigated by Herzberg  were, like other American professional employees and managers,  considerably frustrated with the style of management and hence the  importance of self-improvement, achievement, and the desire for  greater responsibility as motivating factors. Money is of  secondary importance to those who are frustrated but the need for  job satisfaction is felt according to the degree of their  frustration.
  • Directors have all the job satisfaction they need or want. They  carry considerable responsibility and success often depends on  individual effort.
  • Herzberg considered job satisfaction was motivating but that money  is not. But we have just seen that at least as far as directors  are concerned, money is motivating and job satisfaction is not.
  • as yet, there is no demonstrable relationship  between job satisfaction and productivity'.
  • The result aimed at is profit and the incentive is a share of the  results obtained.
  • It seems that in the Unites States roughly 10% of employees respond  to incentive schemes.
  • Hence pay can be related to output, the so called payment-  by-results system.
  • Employees are paid with money and can be seen to be working for  money.
  • Management is not  just 'motivating' but is aiming to persuade its employees to  increase output and/or to reduce costs so as to improve  profitability.
  • Motivation' views the commitment of the individual to work and to  his workplace from the point of view of factors originating within  himself, from the point of view of individual needs, likes and  preferences.

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