Impacts of Motivation in Employee Performance Essay Example for Free

Impacts of Motivation in Employee Performance Essay 1. INTRODUCTION 1.1 Back Ground of the Study The study was attempted to investigate analytically the major causes of employees’ motivation in Commercial Bank of Ethiopia. To accomplish this, the research was considered to take appropriate data that relevant to the problem. Since, Commercial Bank of Ethiopia is the major sector that supports the current development of Ethiopia economy and the five years of transformation plan, so it should be better to take study to identify the major causes that affects of employees’ motivation toward their work and to propose necessary tools of solution to mitigate the problem. This will be at least a solution currently and in the future for the organization. The major initiatives to conduct this study are also one of the researchers is working in Commercial Bank of Ethiopia that observe most of employees are not satisfied or motivated to work. This forced the rest researchers to examine the basic problems of human resource management unable to conduct how frequently motivate employees’ in the existing work place using financial and non financial tools. If this problems not solved, it may affects the image of the organization, belongingness workers etc†¦gradually. Considering this, it should be necessary to conduct study to identify the major causes of employees’ dissatisfaction in their work place that affects motivation, and the drawback of motivation packages relative to the image of the organization and its strategic plan which is to be â€Å"Classic Bank In The World†. To do an extensive study, the researcher performed methodological ways of gathering data pursuant to the problems and objective of the study paper. The employees are one of the vital resources or ingredient that will help organization to achieve its objectives. Employees supply their talents, knowledge, skill and experience towards to the achievement of organizational objectives. To get maximum performance from employees, the organization must have the necessary motivational scheme that encourages employees for better performance. Optimizing performance of employees by motivational factors is challenging and sensitive due to uniqueness of working force which came to organization from different socio-economical background. Performances of motivated employees create high productivity, innovativeness and good attitudes towards the organizations. There is a relationship between motivational factors and some facts of the employees behavior such as performance, turnover, absenteeism, poor attendance, willingness to do more, creativity, flexibility, and commitment to the organization. So motivation has important implications because it affects the individual quality of work, life, and performance. Therefore, managers are expected to have necessary skill on how to motivate employees. Commercial Bank of Ethiopia as a service rendering organization thereby maximizing its profit, its quality of service is highly determined by devotion of its employees. Therefore, the bank has to give importance to the recruitment of educated employees, to staff training and the improvement of workers’ benefit packages. Besides, it has to revise its benefit package with a view to motivating its staff towards greater efficiency and competence. In general, the study was focused on to investigate the real causes of employees’ dissatisfaction at their work place in the Bank and its impacts toward the image, rest of employees’ belongingness. 1.2 Back Ground of the Organization Currently, the Commercial Bank Ethiopia (CBE) has 15 district offices and above 300 branches throughout the country serving as market outlets. As the largest bank and development partner of the Ethiopian Government, the CBE has transferred Birr 1.23 Billion in 2008 1 to the coffers/treasure of the state. In 2005/2006, the market share of the Bank was 24% and 76% for credit extension and deposit mobilization, in that order. The Commercial Bank of Ethiopia (CBE) is the leading Bank in the country. It has over 8,600 employees and close to 2 million accounts holders throughout the country, and total asset of Birr 73.7billion, total deposit and other liabilities of Birr 56.1 billion and outstanding loans of Birr 22.9 billion, and close to 70 years of solid accumulated banking experience. The CBE is in the forefront of the banking industry in meeting the financial needs of the various sectors, sub-sectors and ongoing varied investment projects in the economy. It has diversified credit portfolio with loan facilities extended ranging from farmers’ cooperatives to commercial farmers and large manufacturing and construction project. Commercial Bank of Ethiopia currently has given services for customers such as Deposit, Loan service, foreign currency service etc†¦ The CBE has a vision to be world a worldwide class commercial bank by 2025.It has also set a strategy of exceeding customers and stake holder’s expectation through service excellence and business growth supporting the development efforts in the country. Commercial Bank of Ethiopia currently played a great role for the development of the economy to achieve the million goal of the country. (CBE Public Relations Documentation, 2011). 1.3 Statement of the Problem It is obvious that currently Commercial Bank of Ethiopia is a major blood for the current economic growth of Ethiopia. In order to fulfill this, the company mobilized big amount of foreign and domestic currency to facilitate and support high investment process in the economy. To perform effectively this, the firm should have well developed human resource management tools to enhance the work forces motivation toward their work which help to create loyal and belonging employees in the work area. This has a direct relationship with the service quality level to satisfy the existing and prospect customers. Moreover to introduce new and modern type of working system throughout the organization, there should be also a sound strategy of workers motivation program, which helps to increase workers retention in the bank. Organizations that only focus on its goal, without considering the factors of employees motivation toward their works has become a cause of fragility of the business in the long run. In this essence, employees that are not satisfied in their organization could not be initiated to exert more efforts effectively in the organization, instead they will look for other opportunities externally and vote with their feet by moving their allegiance to competitors, and this will affect the firms in the long run. The outcomes of the research will help the organization to take the necessary corrective measurements in the future and to revise its motivation strategy of employees. Because of the above major problems, the existing employees’ lack confidence on the bank. Moreover, the bank faces problem of employees’ turnover due to lack of effective motivation, this also results in high cost of getting experienced employees and recruiting of new one. Therefore; regarding the above problem, the study attempted to respond the following basic research questions. 1.What is the feeling and attitudes of employees towards to motivational factors used in Commercial Bank of Ethiopia? 2.What are the consequences of job dis-satisfaction in Commercial Bank of Ethiopia? 3.What are the consequences of lack of motivated employees’ performance? 4.What is the effect of motivation on employees’ loyalty to the organization? 5.What kind of action should be taken by the bank to increase employees’ motivation toward work areas? 6.What are the basic factors for employees’ motivation in the work area? Is it financial or non financial benefits? 1.4 Objective of the study Due to lack of effective motivation, most employees are dissatisfied to their work place; this creates desperate work forces that perform their work till to get other opportunities of work in order to get the root of the problem the study set the following objectives. General objective The general objective of the study was to identify the causes and impacts of lack of employees’ motivation and to identify the basic causes of dissatisfaction of employees to ward their work, which aggravated lack of employees’ motivation. Specific Objective †¢To indicate which is the basic factors for lack of employees motivation currently in the bank †¢To show the relation between lack of employees’ motivation impacts and employees’ turnover. †¢To assess the potential consequences of lack of employees’ motivation in the Bank. †¢ To set appropriate recommendation for the problem based on the findings. 1.5 Significance of the study The study identified the major causes of employees’ dissatisfaction, which is a major factor that affects motivation of employees at the work area. The outcomes of the research help to increase employees’ satisfaction at their works that support to increase the service level of customers’ satisfaction. Moreover, increase of work force motivation has also a direct relationship to minimize turnover in the bank. The other advantages of increase of motivation of employees at the work area are enables employees to enhance their loyalty for the organization and at the same time employees’ belongingness increase. This also helps for the reputation of the image of the bank. Employees will increase their efficiency to serve their customers with smiling face. Moreover also; the study provided a hint for other researchers as a reference, and the findings of the study will help to give valuable information for top management to establish new system to increase employe es’ motivation. 1.6 Scope of the study The study considered major causes of employees’ lack of motivation in the Bank especially focusing in the area of Addis Ababa core operation. It scopes limited to study employees’ lack of motivation in Addis Ababa area only, by taking as a population and sample of the existing employees. 1.7 Limitation of the Study The major limitation of the study is constraints of time and collecting appropriate data from respondents since there was few samples unwillingness to return the questionnaires properly. 1.8 Research Methodology 1.8.1 Research Design The study applied the following types of research method to investigate the problems. The research is designed by using both Primary Secondary data. 1.8.2 Source of Data Methods of Data Collection The method of data collection carried out by distribution of questioners, which consist of both closed and open-end questioners. The questioners were being the main instrument of primary data collection. The secondary data gathered from different books, literature review, internet and printed materials. 1.8.3Sampling Design Techniques A sampling technique of random sampling adopted by taking the sample from the selected four city branches and two departments of Manager and non-manager line staff employees of commercial bank of Ethiopia. The total population was taken 200. 1.8.4Methods of Data Analysis Descriptive and explanatory methods of data analysis applied. Test hypothesis for possible interdependence and effect relation ships conducted for easy understanding of trends of some patterns of distribution, table, percentage and interpretation of data conducted based on the response and theoretical concepts. 1.9 Organization of the paper The study paper included four chapters. The first chapter is about the introduction part which contains back ground, statement of problems, objective of the study, significance, methodology of research, limitation of the study and organization of the paper. In Chapter II, Theoretical concepts from internet are included. Chapter III included the important part of the study, which is data analysis and interpretation, this lead to the final Chapter IV, which described the summary of findings, conclusions and recommendation of the paper. CHAPTER TWO 2. LITERATURE REVIEW OF MOTIVATION 2.1 Motivation and Motivation Theory The term motivation is derived from the Latin word movere, meaning to move. Motivation can be broadly defined as the forces acting on or within a person that cause the arousal, direction, and persistence of goal-directed, voluntary effort. Motivation theory is thus concerned with the processes that explain why and how human behavior is activated. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). The broad rubric of motivation and motivation theory is one of the most frequently studied and written-about topics in the organizational sciences, and is considered one of the most important areas of study in the field of organizational behavior. Despite the magnitude of the effort that has been devoted to the study of motivation, there is no single theory of motivation that is universally accepted. The lack of a unified theory of motivation reflects both the complexity of the construct and the diverse backgrounds and aims of those who study it. To delineate these crucial points, it is illuminating to consider the development of motivation and motivation theory as the objects of scientific inquiry. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). 2.2 Historical Development Early explanations of motivation focused on instincts. Psychologists writing in the late 19th and early twentieth century have suggested that human beings were basically programmed to behave in certain ways, depending upon the behavioral cues to which they were exposed. Sigmund Freud, for example, argued that the most powerful determinants of individual behavior were those of which the individual was not consciously aware. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). According to Motivation and Leadership at Work (Steers, Porter, and Bigley, 1996), in the early twentieth century researchers began to examine other possible explanations for differences in individual motivation. Some researchers focused on internal drives as an explanation for motivated behavior. Others studied the effect of learning and how individuals base current behavior on the consequences of past behavior. Still others examined the influence of individuals cognitive processes, such as the beliefs they have about future events. Over time, these major theoretical streams of research in motivation were classified into two major schools: the content theories of motivation and the process theories of motivation. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). 2.3 Major Content Theories Content (or need) theories of motivation focus on factors internal to the individual that energize and direct behavior. In general, such theories regard motivation as the product of internal drives that compel an individual to act or move (hence, motivate) toward the satisfaction of individual needs. The content theories of motivation are based in large part on early theories of motivation that traced the paths of action backward to their perceived origin in internal drives. Major content theories of motivation are Maslows hierarchy of needs, Alderfers ERG theory, Herzbergs motivator-hygiene theory, and McClellands learned needs or three-needs theory. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). 2.3.1 Maslows Hierarchy of Needs. Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist in a hierarchy consisting of physiological needs, security needs, belongingness needs, esteem needs, and self-actualization needs. Physiological needs are the most basic needs for food, water, and other factors necessary for survival. Security needs include needs for safety in ones physical environment, stability, and freedom from emotional distress. Belongingness needs relate to desires for friendship, love, and acceptance within a given community of individuals. Esteem needs are those associated with obtaining the respect of ones self and others. Finally, self-actualization needs are those corresponding to the achievement ones own potential, the exercising and testing of ones creative capacities, and, in general, to becoming the best person one can possibly be. Unsatisfied needs motivate behavior; thus, lower-level needs such as the physiological and security needs must be met before upper-level needs such as belongingness, esteem, and self-actualization can be motivational. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). Applications of the hierarchy of needs to management and the workplace are obvious. According to the implications of the hierarchy, individuals must have their lower level needs met by, for example, safe working conditions, adequate pay to take care of ones self and ones family, and job security before they will be motivated by increased job responsibilities, status, and challenging work assignments. Despite the ease of application of this theory to a work setting, this theory has received little research support and therefore is not very useful in practice. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). 2.3.2 Alderfer’s Erg Theory. The ERG theory is an extension of Maslows hierarchy of needs. Alderfer suggested that needs could be classified into three categories, rather than five. These three types of needs are existence, relatedness, and growth. Existence needs are similar to Maslows physiological and safety need categories. Relatedness needs involve interpersonal relationships and are comparable to aspects of Maslows belongingness and esteem needs. Growth needs are those related to the attainment of ones potential and are associated with Maslows esteem and self-actualization needs. 1.The ERG theory differs from the hierarchy of needs in that it does not suggest that lower-level needs must be completely satisfied before upper-level needs become motivational. ERG theory also suggests that if an individual is continually unable to meet upper-level needs that the person will regress and lower-level needs become the major determinants of their motivation. ERG theorys implications for managers are similar to those for the needs hierarchy: managers should focus on meeting employees existence, relatedness, and growth needs, though without necessarily applying the proviso that, say, job-safety concerns necessarily take precedence over challenging and fulfilling job requirements. (http://wwww.csb.gov.hk/hkgcb/hrm/pdf). 2.3.3 Motivator-Hygiene Theory. Frederick Herzberg developed the motivator-hygiene theory. This theory is closely related to Maslows hierarchy of needs but relates more specifically to how individuals are motivated in the workplace. Based on his research, Herzberg argued that meeting the lower-level needs (hygiene factors) of individuals would not motivate them to exert effort, but would only prevent them from being dissatisfied. Only if higher-level needs (motivators) were met would individuals be motivated. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). The implication for managers of the motivator-hygiene theory is that meeting employees lower-level needs by improving pay, benefits, safety, and other job-contextual factors will prevent employees from becoming actively dissatisfied but will not motivate them to exert additional effort toward better performance. To motivate workers, according to the theory, managers must focus on changing the intrinsic nature and content of jobs themselves by enriching them to increase employees autonomy and their opportunities to take on additional responsibility, gain recognition, and develop their skills and careers. 2.3.4 Mcclellands Learned Needs Theory. McClellands theory suggests that individuals learn needs from their culture. Three of the primary needs in this theory are the need for affiliation (n Aff), the need for power (n Pow), and the need for achievement (n Ach). The need for affiliation is a desire to establish social relationships with others. The need for power reflects a desire to control ones environment and influence others. The need for achievement is a desire to take responsibility, set challenging goals, and obtain performance feedback. The main point of the learned needs theory is that when one of these needs is strong in a person, it has the potential to motivate behavior that leads to its satisfaction. Thus, managers should attempt to develop an understanding of whether and to what degree their employees have one or more of these needs, and the extent to which their jobs can be structured to satisfy them. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). 2.4 Major Process Theories Process (or cognitive) theories of motivation focus on conscious human decision processes as an explanation of motivation. The process theories are concerned with determining how individual behavior is energized, directed, and maintained in the specifically willed and self-directed human cognitive processes. Process theories of motivation are based on early cognitive theories, which posit that behavior is the result of conscious decision-making processes. The major process theories of motivation are expectancy theory, equity theory, goal-setting theory, and reinforcement theory. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). 2.4.1 Expectancy Theory. In the early 1960s, Victor Vroom applied concepts of behavioral research conducted in the 1930s by Kurt Lewin and Edward Tolman directly to work motivation. Basically, Vroom suggested that individuals choose work behaviors that they believe lead to outcomes they value. In deciding how much effort to put into a work behavior, individuals are likely to consider: †¢Their expectancy, meaning the degree to which they believe that putting forth effort will lead to a given level of performance. †¢Their instrumentality or the degree to which they believe that a given level of performance will result in certain outcomes or rewards. †¢Their valence, which is the extent to which the expected outcomes are attractive or unattractive. All three of these factors are expected to influence motivation in a multiplicative fashion, so that for an individual to be highly motivated, all three of the components of the expectancy model must be high. And, if even one of these is zero (e.g., instrumentality and valence are high, but expectancy is completely absent), the person will have not motivation for the task. Thus, managers should attempt, to the extent possible, to ensure that their employees believe that increased effort will improve performance and that performance will lead to valued rewards. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). In the late 1960s, Porter and Lawler published an extension of the Vroom expectancy model, which is known as the Porter-Lawler expectancy model or simply the Porter-Lawler model. Although the basic premise of the Porter-Lawler model is the same as for Vrooms model, the Porter-Lawler model is more complex in a number of ways. It suggests that increased effort does not automatically lead to improved performance because individuals may not possess the necessary abilities needed to achieve high levels of performance, or because they may have an inadequate or vague perception of how to perform necessary tasks. Without an understanding of how to direct effort effectively, individuals may exert considerable effort without a corresponding increase in performance. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). 2.4.2 Equity Theory. Equity theory suggests that individuals engage in social comparison by comparing their efforts and rewards with those of relevant others. The perception of individuals about the fairness of their rewards relative to others influences their level of motivation. Equity exists when individuals perceive that the ratio of efforts to rewards is the same for them as it is for others to whom they compare themselves. Inequity exists when individuals perceive that the ratio of efforts to rewards is different (usually negatively so) for them than it is for others to whom they compare themselves. There are two types of inequity—under-reward and over-reward. Under-reward occurs when a person believes that she is either puts in more efforts than another, yet receives the same reward, or puts in the same effort as another for a lesser reward. For instance, if an employee works longer hours than her coworker, yet they receive the same salary, the employee would perceive inequity in the form o f under-reward. Conversely, with over-reward, a person will feel that his efforts to rewards ratio is higher than another persons, such that he is getting more for putting in the same effort, or getting the same reward even with less effort. While research suggests that under-reward motivates individuals to resolve the inequity, research also indicates that the same is not true for over-reward. Individuals who are over-rewarded often engage in cognitive dissonance, convincing themselves that their efforts and rewards are equal to anothers. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). According to the equity theory, individuals are motivated to reduce perceived inequity. Individuals may attempt to reduce inequity in various ways. A person may change his or her level of effort; an employee who feels under-rewarded is likely to work less hard. A person may also try to change his or her rewards, such as by asking for a raise. Another option is to change the behavior of the reference person, perhaps by encouraging that person to put forth more effort. Finally, a person experiencing inequity may change the reference person and compare him or herself to a different person to assess equity. For managers, equity theory emphasizes the importance of a reward system that is perceived as fair by employees. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). 2.4.3 Goal-Setting Theory. The goal-setting theory posits that goals are the most important factors affecting the motivation and behavior of employees. This motivation theory was developed primarily by Edwin Locke and Gary Latham. Goal-setting theory emphasizes the importance of specific and challenging goals in achieving motivated behavior. Specific goals often involve quantitative targets for improvement in a behavior of interest. Research indicates that specific performance goals are much more effective than those in which a person is told to do your best. Challenging goals are difficult but not impossible to attain. Empirical research supports the proposition that goals that are both specific and challenging are more motivational than vague goals or goals that are relatively easy to achieve. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). Several factors may moderate the relationship between specific and challenging goals and high levels of motivation. The first of these factors is goal commitment, which simply means that the more dedicated the individual is to achieving the goal, the more they will be motivated to exert effort toward goal accomplishment. Some research suggests that having employees participate in goal setting will increase their level of goal commitment. A second factor relevant to goal-setting theory is self-efficacy, which is the individuals belief that he or she can successfully complete a particular task. If individuals have a high degree of self-efficacy, they are likely to respond more positively to specific and challenging goals than if they have a low degree of self-efficacy. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). 2.4.4 Reinforcement Theory. This theory can be traced to the work of the pioneering behaviorist B.F. Skinner. It is considered a motivation theory as well as a learning theory. Reinforcement theory posits that motivated behavior occurs as a result of reinforces, which are outcomes resulting from the behavior that makes it more likely the behavior will occur again. This theory suggests that it is not necessary to study needs or cognitive processes to understand motivation, but that it is only necessary to examine the consequences of behavior. Behavior that is reinforced is likely to continue, but behavior that is not rewarded or behavior that is punished is not likely to be repeated. Reinforcement theory suggests to managers that they can improve employees performance by a process of behavior modification in which they reinforce desired behaviors and punish undesired behaviors. (http://www.csb.gov.hk/hkgcb/hrm/pdf.fcle/e-motivation). 2.5 People Motivation- Non – financial Notes Most business recognizes the need for non- financial methods of motivation. The main ones are described briefly below. 2.5.1 Job Enlargement Job enlargement involves adding extra, similar tasks to a job. In job enlargement, the job itself remains essentially unchanged. However, by widening the range of tasks that need to be performed, hopefully the employees will experience less repetition and monotony. With job enlargement, the employees rarely need to acquire new skills to carry out the additional task. A possible negative effect is that job enlargement can be viewed by employees as a requirement to carry out more work for the same pay. (http://tutor ). 2.5.2 Job Rotation Job rotation involves the movement of employees through a range of jobs in order to increase interest and motivation. For example, an administrative employee might spent part of the week looking after the reception area of business, dealing with customers and enquires. Some time might then be spent manning the company telephone switch board and then inputting data onto a database. Job rotation may offer the advantage of making it easier to cover for absent colleagues, but it may also reduce productivity as workers are initially unfamiliar with a new task. Job rotation also often involves the need for extra training. (http://tutor ). 2.5.3 Job enrichment Job enrichment attempts to give employees greater responsibility by increasing the range and complexity of tasks they are asked to do and giving them the necessary authority. It motivates by giving employees the opportunity to use their abilities to the fullest. Successful job enrichment almost always requires further investment in employee training. (http://tutor ). 2.5.4 Team Working and Empowerment Empowerment involves giving people greater control over their working lives. Organizing the labour force into team with degree of autonomy can achieve this. This means that employees plan their own work, take their own decision and solve their own problems. Teams are set targets to achieve and may receive and may receive rewards for doing so. Empowerment teams are an increasingly popular method of organizing employees at work. (http://tutor ).

Research into motivation in sport

Research into motivation in sport This reviewed research is on motivation in sport. A variety of definitions and approaches to the study motivation will be discussed. One of the forms of motivation being discussed will be intrinsic and extrinsic motivation. Intrinsic motivations are very important for promoting satisfaction and long term participation in sport. There are three academic approaches to the study of intrinsic motivation: behavioral, cognitive, and motivational. Researchers have found that the intrinsic motivation of athletes seems very important for continuing participation, and elite performance in sport. Extrinsic motivation refers to motivation that an individual has that comes from outside sources. The motivating forces are external or exterior rewards such as money or awards. These rewards supply fulfillment and satisfaction that the mission itself may not supply. Another form of motivation has to do with gender. Researches have determined that there are motivational differences among male and femal e sports. Its also been determined that male and female athletes possess different strengths and weaknesses within the motivational climate. Some detailed differences stated were that men had higher levels of motivation in competition, social acknowledgment, strength and endurance, where women had stronger motivation to control weight. The last factor I will cover is cultural effect on motivation. Introduction to your Research Topic Intrinsic and extrinsic motivations are both adaptable and adjust in reaction to specific situations. While not easy to define, intrinsic motivation can be explained as an internal drive to perform an activity. While extrinsic motivation is known as an external motivating source that drives action. It is said that people attribute their behavior either to an internal or external source. Intrinsic motivation correlates positively when people attribute their motivation to internal sources, while extrinsic motivation is correlated to belief in an external source for their behavior (Wiersma, U. J., 1992). Extrinsic motivation, by definition, is changeable since it is an external motivator one can change the reward or external. Meta-analysis of intrinsic and extrinsic motivational research by Deci, Koestner and Ryan (1999) found that intrinsic motivation is negatively affected when tangible extrinsic motivation is attached to the behavior. This undermining of intrinsic motivation is post ulated to be the result of a perceived decrease in autonomy and competency by the individual receiving the extrinsic reward. Self-determination Theory states that humans have three innate needs: autonomy, competence, and relatedness. Of these, autonomy and competence are the key drivers of intrinsic motivation (Franken, 2002). As a result we see that intrinsic motivation can be changed by adding an extrinsic motivating component. Background of the Research Topic When you start discussing the nature of motivation of sport through gender, you have to ask yourself a question. Has the perceptions of sports progressed in ways that reflect participation in sport? Additional contribution in media exposure of high action sports has increased considerably since the earlier studies had examined attitudes toward gender-appropriate sports. Motivation in sports and exercise has been studied over the last century but only in recent decades has motivation by gender been analyzed. Studies in the area of motivation by gender in these sports and exercise fields: individual and team sports and exercise, martial arts, basketball, volleyball, track and field, and general sports participation and exercise (Kilpatrick, Hebert, Bartholomew, 2005). These results were the most consistent throughout the reports with other similarities and differences noted with each study. Deci, et al. (1999) stated that intrinsic motivation can also be improved by increasing an individuals perceptions of autonomy and ability. Deci, et al. (1999) also showed that research supported the notion that extrinsic motivations impact on intrinsic motivation was influenced by the controlling nature of those extrinsic rewards. For example, positive feedback that is not measured as controlling would likely add to a persons perceived ability to have a positive effect on their intrinsic motivation. Vallerand (2000) looks at motivation in a multidimensional approach that changes more than the differences in intrinsic and extrinsic motivation. He states that motivation for both is on a scale that ranges from a high to low level of willpower and that operates on three distinctive levels: global which is an individuals overall general motivation in a specific domain or field such as education or sports. Situational or the here and now. For each of these levels individuals can have dive rse motivation levels both intrinsic and extrinsic way. For instance, a person can be greatly intrinsically motivated to participate in sports, but less intrinsically motivated concerning education (global). However, if a person is feeling sick or tired, they may not have the equal intrinsic motivation to participate in sports activities that day (situational). Extrinsic rewards can be useful to both and impact situational motivation in both the short and long term. For example, that individual might be highly motivated to do well on a test and receive a good grade (extrinsic motivation) so that they can be eligible to play on their sports team (intrinsic motivation). Vallerand (2000) postulates that repeated levels of low levels of situational intrinsic motivation will likely have a diminishing effect on the larger contextual intrinsic motivation. He highlights research done on motivation to play basketball where intrinsic motivational levels were affected by situational motivation al levels during tournament games. This research has many implications for organizations and educational situations. While understanding that extrinsic motivation is one of the main drivers of the business world, compensation and other incentive packages need to address their impact on intrinsic motivation and be developed in ways that will reduce the adverse affects or possibly even add to the intrinsic motivational levels. More research on real life situations would be beneficial. Impact on sports Gender: Even though the experiences of many girls and women in the United States point to the opposite, research demonstrates that media always present sports as the a male dominated field (Duncan Sayaovong, 1990; Hardin, Lynn, Walsdoff, Hardin, 2002; Pedersen, 2002). Several studies have established that female athletes have been greatly underrepresented in the media (Bernstein, 2002; Pedersen, 2002). The rationale for this may possibly be that the mainly accepted sports in the country are those looked upon to be masculine sports (Messner, 2002). However, since Title IX, the progress of women into various sports that are not considered feminine has been extraordinary. Women participate in practically all types of sport, including those used to display the ultimate masculinity. Even though gender-role differences are natural in accepted perception, research has extensively demonstrated that, as an alternative, most are publicly constructed (Bandura, 1986; Messner, 2002). Gender stereotypin g is everywhere, unseen regulators of relationships and opportunities. Banduras social cognitive theory is a key in understanding the factors in socialization. The theory argues that behavior, environmental actions, and cognitive factors work to form attitudes and action. Individuals consider action and its result, projecting cost and adjusting accordingly. Therefore, action is not a result of imprinted histories as much as it is a result of cognized futures (Bandura, 1986, p. 19). Bandura emphasizes the role of the media in social learning so much that, he argues; television persuade has dethroned the primacy of interpersonal experience. As a result, life models the media (Bandura, 1986, p. 20). Findings of previous research Gender Motivation is a crucial factor within the sport and exercise field. Understanding what and how motivation works is equally important. Based on these reviews gender also plays a role within the motivational climate. Studies have revealed variations in motivational factors within each gender. In Chie-der, Chen, Hung-yu, and Li-Kangs journal 87 male and 87 female basketball players from the HBL were selected for the research. Four research questionnaires were used to measure four phenomena: participants goal orientation, the motivational climate they perceived, perceived personal athletic ability, perceived personal sport-related confidence (Chie-der, Chen, Hung-yu, Li-Kang,2003). Using a t test gender differences were detected. Males tended to record higher scores than females for sports related confidence variables. Males scored higher within ego orientation, perceived ability, and in physical performance. Females tended to score higher in task orientation, perceived task climate, and leadership styles (Chie-der, Chen, Hung-yu, Li-Kang,2003).   In Kilpatrick, Hebert, Bartholomews study 233 students were studied, 132 women, 101 men. The purpose behind this study was to compare sports participation and exercise motivation through a highly differentiated scale of physical activity. The second objective was to investigate the impact of gender on motivation. This study determined that men were more highly motivated then women when it came to endurance and strength, social recognition, challenge, and most notably competition, where women were more motivated by weight management (Kilpatrick, Hebert, Bartholomew, 2005). It was further suggested in this analysis that motivations to engage in sports differed from motivators to engage in exercise. It was also noted that more of the health related motives were linked to exercise opposed to sports participation thus indicating that sports participation are more closely related to intrinsic motives. It was suggested that ba sed on these findings that men leaned more closely to intrinsic motivation then women. This study further implied that men viewed exercise and fitness opportunities as a means to achieve ego related goals that support their sports participation where as women seemed to enjoy exercise and sports participation equally (Kilpatrick, Hebert, Bartholomew, 2005). Conclusions section It is concluded that it is important for coaches, teachers and parents to stress to young athletes the need to improve skills, teamwork and sportsmanship over the win at all costs attitude. Terms/concepts Self-determination Goal orientations Motivational climate Perceived competence Behavioral Cognitive Motivational Global motivation Situational motivation Perceptions References page JAM Murcia,(2008) Relationships among Goal Orientations, Motivational Climate and Flow in Adolescent Athletes: Difference by Gender,The Spanish Journal of Psychology, volume 11, number 1, 181-191. Kilpatrick, Hebert, and Bartholomew, (2005) College Students Motivation for Physical Activity: Differentiating Mens and Womens Motives for Sport Participation and Exercise, Journal of American College Health, volume 54, number2 Gareth W. Jones, Ken S. Mackay, and Derek M. Peters, (2006) Participation Motivation in Martial Artists in the West Midlands Region of England, Journal of Sports Science and Medicine CSSI, 28-34 Dongfang Chie-der, Steve Chen, Chou Hung-yu, and Chi Li-Kang, (2003), Gender Differential in the Goal Setting, Motivation, Perceived Ability, and Confidence Sources of Basketball Players, The Sport Journal ISSN 1543-9518 Gillison, Standage, Skevington, (2006), Relationships among adolescents weight perceptions, exercise goals, exercise motivation, quality of life and leisure-time exercise behavior: a self-determination theory approach, Oxford Journals, Vol. 21, no. 6 Deci, E. L., Koestner, R., and Ryan, R. M., (1999). Meta-analytic review of experiments examining the effects of extrinsic reward and intrinsic motivation. Psychological Bulletin (125). Retrieved on November 13, 2010 from EBSCOhost. Franken, R. E., (2002). Human Motivation. Wadsworth, Belmont, CA. Vallerand, R. J., (2000). Deci and Ryans Self-Determination Theory: A view from the Hierarchical Model of intrinsic and extrinsic motivation. Wiersma, U. J., (1992). The effects of extrinsic rewards in intrinsic motivation: A meta-analysis. Journal of Occupational and Organizational Psychology (65). Retrieved on November 13, 2010 from EBSCOhost.

DaVinvi The last Supper Essay -- essays research papers

The Last Supper has been and will be one of the most talked about works of Leonardo Da Vinci’s work of art. The work of art was started in 1495 and was completed in 1498; it contained the event depicted in the bible as the final days when Jesus announced that he would be betrayed by one of his twelve disciples.† Leonardo had chosen to depict the moment when Jesus says, â€Å"One of you will betray me†.1 The painting is located in the dining hall of Santa Maria delle Grazie in Milan Italy. The painting was commissioned by Duke of Milan, Ludovico Sforza. The painting it self has a massive presence of 15 feet high by 29 feet wide. Even though most facts stated that the painted was not completed until three years after it was started. It was also well known that Da Vinci was a procrastinator, meaning the he did not consistently work on the art for a time period of three years but on and off when he had the time, subjects and motivation. It is said that most of his ti me with the painting was looking for model for the art work it is said that when he working on the picture it’s self he would stare at it for hours and then climb the ladder and paint for hours. Later he would not be seen for days and then show up paint a few stokes ad leave again. Much of the work was sporadically done. The painting was done on a large dry stone wall that was first treated with a base or primer. The stone wall was sealed with a layer of pitch, gesso and mastic. From there it was painted with tempera. U... DaVinvi The last Supper Essay -- essays research papers The Last Supper has been and will be one of the most talked about works of Leonardo Da Vinci’s work of art. The work of art was started in 1495 and was completed in 1498; it contained the event depicted in the bible as the final days when Jesus announced that he would be betrayed by one of his twelve disciples.† Leonardo had chosen to depict the moment when Jesus says, â€Å"One of you will betray me†.1 The painting is located in the dining hall of Santa Maria delle Grazie in Milan Italy. The painting was commissioned by Duke of Milan, Ludovico Sforza. The painting it self has a massive presence of 15 feet high by 29 feet wide. Even though most facts stated that the painted was not completed until three years after it was started. It was also well known that Da Vinci was a procrastinator, meaning the he did not consistently work on the art for a time period of three years but on and off when he had the time, subjects and motivation. It is said that most of his ti me with the painting was looking for model for the art work it is said that when he working on the picture it’s self he would stare at it for hours and then climb the ladder and paint for hours. Later he would not be seen for days and then show up paint a few stokes ad leave again. Much of the work was sporadically done. The painting was done on a large dry stone wall that was first treated with a base or primer. The stone wall was sealed with a layer of pitch, gesso and mastic. From there it was painted with tempera. U...

Marketing Research Paper: Kudler Fine Foods :: Marketing Research Paper

"Kudler Fine Foods has experienced significant growth and is now focused on expanding the services, improving the efficiency of its operations and increasing the consumer purchase cycle as a means to increasing the loyalty and profitability of its consumers" (, ). This paper will justify the importance of marketing research in the development of Kudler Fine Foods marketing strategy and tactics. It will also identify the areas where additional market research is needed and analyze the importance of competitive intelligence and analysis in regards to the development of Kudler Fine Foods marketing strategy and tactics. Kudler is offering parties in the store to show customers how to prepare specialty foods. The draw for the consumers is to be trained by world-renowned chefs, local celebrities, other food experts, and even Kathy Kudler herself, and to be invited to exclusive, upscale events. The anticipated outcomes will be to increase the customer purchase rate of high margin food and beverage items and to get consumer to make an evening at Kudler Fine Foods part of their social network. This increased time in the store will increase the overall revenue per visit and increase the frequency of visits to the store. Consumers will receive multiple entries in high-ticket item contests by bringing a friend to the parties. While the firm’s preference is to have the events in-store, guests can have Kudler cooking classes at their home for a price premium. Programs such as this encourage consumer loyalty and word-of mouth marketing† (, ). As Kudler aims towards higher scale consumers using ins titutional advertising techniques, the draw of consumers would have to be analyzed due to day to day schedules of its consumers. Would consumers take time out of their busy lives to watch Kathy Kudler prepare dishes or would you have to have a high profile chef or celebrity present to actually draw the consumers in? Is Kudler the only establishment providing this feature? Additional research using surveys specifically orientated towards the area of finding out what consumers would visit the store if a well known chef or celebrity provided a cooking class. Knowing that famous chefs or celebrities are not cheap to come by, having consumers extend their stay at the store might outweigh the cost of putting the class on. â€Å"Kudler’s new initiative is tracking purchase behavior at the individual customer level and providing high value incentives through a partnership with a loyalty points program.

The Small Business Administration (SBA) Essay -- GCSE Business Marketi

The Small Business Administration (SBA) In July of 1953 the United States Congress amended an act called the Small Business Act. Many believed that the essence of the American economic system of private enterprise is free competition. Also, that only through full and free competition can free markets, free entry into business, and opportunities for expression and growth of personal initiative and individual judgment can be assured. Thus, the Small Business Act was amended. In order to carry out the policies of this Act there was hereby created an agency under the name "Small Business Administration". The United States Small Business Administration, more commonly known as the SBA, is a federal agency to protect and assist America's greatest resource, the small business. Since American enterprise is the backbone of our economy and the driving force behind economic growth and prosperity. ?The mission of the Small Business Administration (SBA) is to maintain and strengthen the Nation's economy by aiding, counseling, assisting, and protecting the interests of small businesses and by helping businesses and families recover from disasters.? The SBA's mission is to create economic development through small businesses. To put it in simple terms, the SBA helps businesses get started and helps established businesses grow. The SBA has many functions; here we discuss the six of the functions that small businesses should look at. The first function of the SBA is Business Development, based on management assistance through information, counseling, training and conferences, utilizing the following programs: Â · Services Corps of Retired Executives (SCORE) Â · Small Business Institutes (SBI) Â · Small Business Development Centers (SBDC) Â · ... ...er loans are primarily to help homeowners, renters, and businesses of all sizes for rebuilding there disrupted home or business. When the natural disaster victims need to barrow money to rebuild uninsured damages, it is a good way to go, when you go to the SBA because of the low interest rates, and long-term availability from the SBA. The key things about the loans are that they fix them to your economic standing. Since the SBA was implemented in 1953 the disaster loan assistance program has approved 1.14 million loans and has loaned out more than 16 billion dollars. The SBA has four distinct offices that deal with disaster loans and they are located in Sacramento California, Atlanta Georgia, Ft. Worth Texas, and Niagara Falls New York. The offices are located in very distinct areas of concentration. Due to the fact of geographical storms or natural disasters.

Country Side

Country Side Freedom surrounds those who aspire to achieve lonesome from the rest of the world. The perfect getaway is something that most people deserve once in a while. Complete solitary from everything and everyone nothing but fields for miles and miles away. The country side has a lot to offer the spectacular view and stunning landscape. It doesn’t matter whether it is winter, spring, fall or summer because either of these seasons changes the fact of how admiring the view is from a far. I am a victim of this ignorance. I never realize how precious and beautiful the country side is until I saw Harvey George W. ainting, New England Landscape, at the Andersons Gallery in Beverly Hills that opens my eyes into larger sense of beauty and strength. Harvey George W. was known for his Techniques of Fly Tying Fishing. Harvey was born on November 14, 1911, in Dubois, Pennsylvania. His father Archibald accepted a job as a stock farmer in Lansdale, Pennsylvania. That’s where he got inspired by painting the New England from his childhood memories. While Harvey was in the farm he had learned so many things and to appreciate what was handed to him, he did not come from a wealthy income family and all he could have done is go by what his expectation were.His Father Archibald teaches him how fish by the stream right off the stream. Even more he was being afflatus by the nature that surrounded him. Harvey is not a well-known artist but more for his achievements at Penn State University. At Penn State he teaches Fishing Tying for the first Time in history and that class was accredited in 1947. Also he got offered to run in the Olympics but then he was diagnosed with pneumonia and did not get to compete. In my perspective view, seeing this painting of the country side makes me want to forget about life and go there to escape from the everyday basis.The scenery is breath taking. The tree that is located on the center left hand is perfected it reflects how privacy i s supposed to be like. The stack of hay behind the giant tree is a symbol of freedom. The hay represents how everyone who would like to be stress free can just hide behind a tree and forget about their existence. The farm town is far away like it’s supposed to be and endless fields. This portrait reminds me of my own family ranch in Mexico; it made me realize that I am taking that part of my life for granted. Country Side Country Side Freedom surrounds those who aspire to achieve lonesome from the rest of the world. The perfect getaway is something that most people deserve once in a while. Complete solitary from everything and everyone nothing but fields for miles and miles away. The country side has a lot to offer the spectacular view and stunning landscape. It doesn’t matter whether it is winter, spring, fall or summer because either of these seasons changes the fact of how admiring the view is from a far. I am a victim of this ignorance. I never realize how precious and beautiful the country side is until I saw Harvey George W. ainting, New England Landscape, at the Andersons Gallery in Beverly Hills that opens my eyes into larger sense of beauty and strength. Harvey George W. was known for his Techniques of Fly Tying Fishing. Harvey was born on November 14, 1911, in Dubois, Pennsylvania. His father Archibald accepted a job as a stock farmer in Lansdale, Pennsylvania. That’s where he got inspired by painting the New England from his childhood memories. While Harvey was in the farm he had learned so many things and to appreciate what was handed to him, he did not come from a wealthy income family and all he could have done is go by what his expectation were.His Father Archibald teaches him how fish by the stream right off the stream. Even more he was being afflatus by the nature that surrounded him. Harvey is not a well-known artist but more for his achievements at Penn State University. At Penn State he teaches Fishing Tying for the first Time in history and that class was accredited in 1947. Also he got offered to run in the Olympics but then he was diagnosed with pneumonia and did not get to compete. In my perspective view, seeing this painting of the country side makes me want to forget about life and go there to escape from the everyday basis.The scenery is breath taking. The tree that is located on the center left hand is perfected it reflects how privacy i s supposed to be like. The stack of hay behind the giant tree is a symbol of freedom. The hay represents how everyone who would like to be stress free can just hide behind a tree and forget about their existence. The farm town is far away like it’s supposed to be and endless fields. This portrait reminds me of my own family ranch in Mexico; it made me realize that I am taking that part of my life for granted.

Recommendation Brief for an Internal Accountant Essay

Currently, a client with an out-of-control system is grasping for a change in order to regain their internal controls. For any company, internal controls are highly important for success. Internal controls assist with minimizing mistakes and dishonesty; however will not completely eliminate them. The client has an out-of-control system in operation and will definitely benefit from having an internal accountant. Therefore, it is extremely recommended that a well-qualified internal accountant be hired by the company. An internal accountant will provide management with the necessary information needed to handle issues that arise, as well as preform system audits to maintain internal accountability. Setting forth a reliable internal audit system will build stability within the company and assist with violations occurring with laws and regulations. The role of an internal accountant will include, but are not limited to, working closely with the owners and department managers to evaluate t he company’s performance in the most vital areas of operation and review the policies and procedures to ensure they are in line with the company’s mission and goals. More specifically, the internal accountant will evaluate the assets, financial accuracy, and that the standards of the government and industry are being followed correctly. The internal accountant will also serve as a security measure for the company and their assets. To directly describe the responsibility of an internal accountant the first action would be to assess the current system and create a plan of action to correct it. The audit will be focusing on deficiencies and areas of improvement. The plan will consist of correcting the items found to be working against the company and implementing suggested changes within. Once the internal accountant has completed their assessment, a formal written recommendation describing the current control system and the deficiencies, along with an explanation of how management can correct and improve the issues. The hiring of an internal accountant has many advantages, especially for a company with an out-of-control system such as  the client . The first would be the money saving attribute because there would be no need to hire an outside auditor. Minimizing deficiencies to prevent a long-term negative affect is another hopeful advantage, as well as improving the overall functioning of the company to be more efficient in operations and successful in hitting the company’s mission and goals that have been set. The ideal candidate for the internal accountant position will pose an exceptional knowledge base of the company’s industry operations and goals. This candidate will have access to confidential information that others may not possess, therefore being part of the company’s staff will be able to conduct evaluations of the system and provide management with the necessary tools to correct issues as they surface. Specific qualifications and requirements need to play a major role in the hiring process of the internal accountant. These items would include the proper amount of education and experience, to include the required licensing to conduct the appropriate job functions legally. Experience will play a pri mary role when it comes to written reports and timely problem solving techniques for the current out-of-control system. The client advantage to hiring a candidate with a certain amount of knowledge of the industry would be that the candidate will already have a direction based off of what they know works versus what does not work. As a final part to the hiring process, the internal accountant should display personal attributes that include basic characteristics. Attributes such as being confident, trustworthy, open-minded, and observant. Many other qualities would be looked upon as well. Thus, a recommendation to hire a well-qualified, knowledgeable, and experienced internal accountant would be an extreme advantage for the client. The client will need to display an open line of communication and maintain that communication for the success of the company’s internal controls. References FDIC. (2013, September 16). FDIC LAws, Regulations, Related Acts. Retrieved from Federal Deposit Insurance Corporation: http://www.fdic.gov/regulations/laws/rules/5000-3250.html