Motivation is considered to be all employees’ intrinsic enthusiasm towards achieving and accomplishing activities related to their workplace. Motivation is the ultimate inherent drive of individuals that helps them in taking decisions and actions (Reeve, 2014). The motivational factors in individuals are affected by their intellectual, social, biological and emotional elements. However, motivation is a complex force, which cannot be easily defined, inherent and a driving force that at times gets influenced by certain external factors. Motivation is existent in every individual. Every individual, employee has a people, events, activities and objectives present in his or her life that drives their motivation. Therefore, it can be comprehended that motivation towards any particular aspect of an individual's life is existent in his or her consciousness and actions (Weiner, 2013).
In the workplace, it is the responsibility of the employer to find ways to inspire the motivational force inside employees. For the employees to work in an extremely motivational environment, there is a need for the presence of essentially fulfilling and extrinsically cheering factors. Employee motivation covers the aspects of employee need fulfillment and workplace expectations and other workplace factors that are extremely helpful in enabling employee motivation. These factors do the job of motivating employees challenging for the employers. Employers comprehend the need of providing a motivating work environment for their employees (Heckhausen, 2012). However, many employers fail to understand the importance of this as a driving force in the achievement of their vision and mission. At times, employers understand the significance but lack the skill and knowledge for providing the same to foster employee motivation. The positive results of employee motivation like creativity, increased productivity, proactively and empowerment is lost on many leaders. In this report, these factors and their effects on organizational behaviour and the overall organizational development would be discussed with the help of three empirical research works, which would be analyzed and interpreted to help in the advancement of this research area (Herzberg, Mausner & Snyderman, 2011).
In the article by Adam Grant and James Berry, “The Necessity Of Others Is The Mother Of Invention: Intrinsic And Prosocial Motivations, Perspective Taking, And Creativity” the authors talk about the role of intrinsic motivation and role it plays in fueling creativity in individuals. They have gone through previous researches and found equivocal results. The workplace is becoming extremely dynamic, knowledge-based and uncertain, and organizations are depending on employees more and more for generation of creative ideas (Grant & Berry, 2011). For long, scholars and practitioners have attempted to comprehend the factors motivating creativity in individuals. It has been believed for several decades that creativity is driven by intrinsic motivation. However, there have been equivocal opinions about the link between intrinsic motivation and creativity. Therefore, there has been observed a more in-depth and direct attempt to tackle this linkage. The main objective of this article is to discuss and solve the confusion regarding the incoherent association among intrinsic motivation and creativity. For that, the article takes help of motivated information processing theory from social psychology that helps in offering a capable theoretical structure for both elucidation and resolution of the discrepancies. What the inside begin of motivated information processing theory is that motivation shapes mental processing: delegates particularly observe, encode, and hold information that is dependable with their longings. As needs are, when agents are distinctively motivated, their desires to learn, examine their interests, and associate with their advantage will lead them to focus on astute considerations. In any case, to convey inventive contemplations, laborers furthermore need to deal with accommodation. Late headways in motivated information processing theory prescribe that laborers are most likely going to deal with support when they experience prosocial motivation—the longing to benefit others—which urges them to consider others' perspectives. In this way, it has been estimated that when guided by the prosocial motivation to take others' perspectives, laborers will channel their characteristic motivation toward conveying musings that are novel, and in addition important, likewise fulfilling higher creativity. The audit has given simultaneous evidence in support revealing that perspective taking, as delivered by prosocial motivation, strengthens the connection between trademark motivation and creativity.
In the article by Sharon K. Parker, Uta K. Bindl and Karoline Strauss, “Making Things Happen: A Model of Proactive Motivation” proactivity has been stated as a driving process that drives the setting of goals and achieving them too. The makers perceive an extent of proactive goals that individuals can look for after (Parker, Bindl & Strauss, 2010). These vary on two estimations: the future they expect to acknowledge (finishing a predominant individual fit inside one's working environment, upgrading the affiliation's inward working, or enhancing the affiliation's essential fit with its condition) and whether the self or situation is being changed. The makers then perceive “can do,” “reason to,” and “energized to” motivational states that provoked proactive, objective setting and manage objective endeavoring. Can do motivation rises out of perspective of self-feasibility, control, and (low) cost. Reason to motivation relates to why someone is proactive, including reasons spilling out of inherent, composed, and perceived motivation. Energized to motivation insinuates started positive loaded with feeling states that induce proactive target control. The makers propose more distal antecedents, including particular complexities (e.g., character, qualities, learning and limit) and also significant assortments in leadership, work diagram, and social climate, which affect the proactive motivational states and like this bolster or prevent proactive target methods.
In the article by Xiaomeng Zhang and Kathryn M. Bartol, “Linking Empowering Leadership and Employee Creativity: The Influence of Psychological empowerment, Intrinsic Motivation, And Creative process Engagement” the research has been manufactured and attempted a theoretical model associating drawing in leadership with creativity through a couple intervening elements. Using study information from master delegates and their directors in a tremendous information development association in China, the investigation found that, of course, empowering leadership emphatically impacted mental fortifying, which in this way influenced both natural motivation and inventive process engagement. These last two variables then affected creativity (Zhang & Bartol, 2010). Fortifying part identity coordinated the association between empowering leadership and mental reinforcing, while leader comfort of creativity coordinated the relationship between mental reinforcing and imaginative process engagement. This research makes five different types of contribution. To begin with, the general responsibility is that the investigation has collected and attempted a sensible model that strikingly fuses empowering leadership theory with basic creativity hypotheses. Despite the way that different surveys have inspected associations between leadership style and specialist creativity, empowering leadership has been shockingly truant from thought. Be that as it may, as the investigation has battled and especially illustrated, there are strong theoretical motivations to envision that connecting with leadership will be particularly arranged to effect nuts and bolts central innovative outcomes, a question that has been maintained observationally here. The results reinforce proposition by creativity specialists that leadership approaches watching out for the underpinnings of creativity may be intense means for enabling creativity. Second, the survey adds to both the leadership and the reinforcing abstract works by taking a gander at and certifying mental fortifying as an interceding instrument through which empowering leadership finally impacts agent creativity. Third, the audit is fascinating in clarifying the relationship of mental reinforcing with inherent motivation, and in addition innovative process engagement. More especially, the survey shows that, obviously, mental reinforcing was determinedly related to natural motivation. Fourth, the survey especially adds to the creativity composing by showing the centrality of innovative process engagement in clearing up inventive laborer outcomes. More especially, a couple of creativity researchers have demonstrated the centrality of distributing more conspicuous research keenness in regards to the innovative strategy itself if the perception of how imaginative outcomes are an expert is to create. Finally, this survey in like manner shows mediation by trademark motivation between mental fortifying and agent creativity particularly and moreover roundabout, through its effect on innovative process engagement. The results exhibit that natural motivation working through creative process engagement by implication influences inventive execution that is more grounded than its quick effect on imaginative execution.
The three discussed articles all deal with motivation and the factors that lead to the motivation of the employees in the workplace. The three identified elements from the article analysis are leadership, proactivity and creativity in driving motivation in the employees at their workplace. What has been found from this discussion is that a proactive personality is strongly associated with specialist creativity. In addition, work creativity need and executive reinforce for creativity commonly influenced the association between proactive personality and laborer creativity. Specifically, proactive agents demonstrated the most lifted specialist creativity when work creativity need and director reinforce for creativity were both high.
The differences in the three articles are found in the employed research methods. We can see regression analysis, standard deviation and literature analysis used in the data collected in the three articles. The practical implications of these researches are for organizations and the employees. Administrators normally hope to vitalize creativity by making conditions that are useful for intrinsic motivation, for instance, plotting testing and complex errands, giving self-govern, and making solid feedback and evaluation structures. The examination prescribes that these practices hazard enhancing intrinsic motivation without also building up the prosocial motivation and perspective taking that can support the era of musings that are inventive in the setting. In that limit, we recommend that directors propelled by filling creativity will surmise that its ideal to make conditions that support prosocial motivation and perspective taking. For example, chiefs may clearly introduce open entryways for perspective taking among agents and their clients or suppliers, structure open entryways for laborers to team up with the beneficiaries or end customers of their work or pass on the sincerity of customers' and associates' issues. These conditions can overhaul prosocial motivation and perspective taking by engaging agents to feel for others' needs and end up being more aware of the refinement that their considerations can make in others' lives.
Behind the success of every business, organization employees play a significant role. The entire study has provided an in-depth understanding of the impact of employee motivation for receiving good performance from them. Based on the three distinct articles depicted by eminent scholars the value and importance of employees' motivation for organizational success has been portrayed throughout the entire study. In the first article, the author has shown a vivid relation between intrinsic motivation and creativity. Intrinsic motivation is driven by the rewards that encourage an individual employee for performing well towards rendering the business success. The second article deals with the importance of proactive motivation in receiving a good performance from the employees. While working within particular business organizations both the business leaders as well as employees have to be proactive in maintaining a team rapport. Any communication barrier, psychological barrier or religious barrier can affect the systematic and rhythmic flow of business. The third article has portrayed an effective relation among intrinsic motivation, creativity, proactive motivation and leadership. In this specific study, the articles have critically evaluated on how the contribution of an efficient leader is highly important in order to reach the peak of success
Grant, A. M., & Berry, J. W. (2011). The necessity of others is the mother of invention: Intrinsic and prosocial motivations, perspective taking, and creativity. Academy of management journal, 54(1), 73-96.
Heckhausen, H. (2012). Motivation and action. Springer Science & Business Media.
Herzberg, F., Mausner, B., & Snyderman, B. B. (2011). The motivation to work (Vol. 1). Transaction publishers.
Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of management.
Reeve, J. (2014). Understanding motivation and emotion. John Wiley & Sons.
Weiner, B. (2013). Human motivation. Psychology Press.
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of management journal, 53(1), 107-128.
Amabile, T. M., & Pillemer, J. (2012). Perspectives on the social psychology of creativity. The Journal of Creative Behavior, 46(1), 3-15.
De Jesus, S. N., Rus, C. L., Lens, W., & Imaginário, S. (2013). Intrinsic motivation and creativity related to product: A meta-analysis of the studies published between 1990–2010. Creativity Research Journal, 25(1), 80-84.
Ma, Y., Cheng, W., Ribbens, B. A., & Zhou, J. (2013). Linking ethical leadership to employee creativity: Knowledge sharing and self-efficacy as mediators. Social Behavior and Personality: an international journal, 41(9), 1409-1419.
Rego, A., Sousa, F., Marques, C., & e Cunha, M. P. (2012). Authentic leadership promoting employees' psychological capital and creativity. Journal of Business Research, 65(3), 429-437.
Sun, L. Y., Zhang, Z., Qi, J., & Chen, Z. X. (2012). Empowerment and creativity: A cross-level investigation. The Leadership Quarterly, 23(1), 55-65.
Yidong, T., & Xinxin, L. (2013). How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116(2), 441-455.
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