Motivation Model Interconnects Both Causal Concepts and

¶ … Motivation Model interconnects both causal concepts and the intrinsic relationship between them. Every employee within the company will have a well-defined set of internal needs, motives and objectives. These were probably in place by the time he applied for the position within the company, but it is also likely that he will have acquired several more within the company, as soon as he realized how things worked.

The internal needs and objectives of the employee give way to a certain type of behavior or a set of actions that characterize the respective individual within the company, may it be related to his performances or to his social actions and his relationship with fellow colleagues. The actions he performs allows the employee to fulfill goals which bring him the satisfaction related to the workplace.

This means that his actions need to be stimulated in such a way that he will be provided with satisfactory incentives bringing him close to the original objectives he had at the time he entered the company.

It is at this point that the employee may discover new needs and objectives within the company, as soon as some of the others have been fulfilled (promotion is a good example in this sense: as soon as he is promoted to a new position, the employee will begin to make plans about achieving the subsequent position within the company's pyramid). A leader within the company will need to adapt his cultural perception and inner values in order to best approach the individual needs of the employee.

In many ways, it is the duty of the leader to find both the right incentives and the right approach towards his employee and the constant means to further motivate him in achieving the best performances within the company (b) Darley's Law stipulates that in any company whether performance, as well as the afferent rewards and punishments, is measured using quantitative measures is likely to turn out, at some point or other, ethical problems.

This seems obvious, given the fact that quantitative measurement refer to the evaluation of hard facts and data, generally of benchmarks that everybody within the company has to reach. For all employees, as such, it seems only natural to go to all length to achieve those benchmarks, even if some of these methods may comprise an unethical part. According to Darley, it is often the case that the persons cheat when performing the evaluation or they somehow manipulate the system accordingly.

If we take the Enron example, everybody, including the CEO had reasons to go to any length in order to achieve their benchmarks, because they had a duty towards the persons situated in the upper levels of their managerial pyramid. For the CEO and the board of directors, one can account for pressures from the shareholders, aiming for the company to have higher performances.

On the other hand, we should mention that the economic principle according to which the main goal of a company is to maximize its profits gives way to a very obvious question: are we to assume that all companies have unethical behaviors in order to meet their goals? In my opinion, this is not the case and the fact that Enron went consistently over the line and passed from the ethical to the legal spectrum is what brought its downfall.

We need to trace a definite boundary between the ethical and the legal. An unethical issue is something which is not really nice, but the reverberations are also in the same spectrum. In the case of illegal things, you go to jail and you answer for your deeds in the legal spectrum. 2. The Basic Motivational Model is, first of all, the best explanation for enhancing a leader's RQ because it relates to the needs, objectives and motives of the employee.

In order for a certain employee to perform well and for the leader to be able to motivate him in that sense, the leader needs to find both what the employee is motivated by and the appropriate ways to thus perform. A high RQ is equivalent to a mutually profitable (win/win) relationship over a long period of time with a certain employee.

The way that the leader choose to approach a certain employee and the ways he will know how to stimulate and build upon that relationship will determine the employee's performance in the long run and his ability to provide potentially high results. In the end, the two main factors from the BMM that need to be taken into consideration is the motivator cause (what objectives does the employee have?) and the right means and ways to touch upon these (how to stimulate him?).

The Novel Rewarding Behavior (NRB) concept addresses this last aspect. The NRB brings the surprise in the motivator process. In some companies, a presence of ten years with the company will gain you a promotion and a $5,000 raise. This is something everyone in the company knows as soon as they are higher and may become one of the initial needs or objectives of the employee. On the other hand, the NRB allows the leader to present.