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Motivation Increases Productivity
People are one of the most important assets in business. They have unlimited potential to contribute in the achievement of objectives. Their aggregate productivity propels the operations of the company. It dictates the overall performance, which creates an attractive corporate culture.
The value of human resource productivity is a managerial concern. Employee motivation is the classic response on this matter. This has been utilized for ages by many different entities, small- and large-scale businesses alike. It fosters mutual growth in an employer-employee relationship. Indeed, motivation increases productivity.
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The Interrelationship between Motivation and Productivity
Motivation and productivity are twin concepts in organizational development. First, motivation works as the means toward attaining productivity as an end. Another point: Motivation is the best cause to reach productivity as a favorable effect. Lastly, motivation is the stimulus to trigger productivity as a response. All these are concrete connections between the two factors.
People need motivation just as pieces of equipment need fuel and operators. This is highly demanded to ensure that they are always at their optimum working condition. In turn, this will absolutely lead to optimum productivity.
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Extrinsic and Intrinsic Motivation
There are basically two ways to motivate a person. One is through material satisfaction, by providing tangible rewards. Another is through nonmaterial satisfaction by providing intangible rewards. A balanced mix of motivational tools is significant to serve its purpose. That is to satisfy the idea that motivation increases productivity.
Extrinsic motivation is commonly practiced by most organizations to boost performance. It involves the provision of an attractive compensation and benefits package. This includes salary, health and personal insurance, and bonuses. There are also performance credits given in the form of a quarterly bonus, performance bonuses, gift checks, paid vacation, etc.
Intrinsic motivation is simple and practical. It is an advisable practice to bring out the best in every employee. It can be done through providing effective systems for promotion, training and development, and recognition. The act of praising employees for a job well done is one way to do so. These are priceless tools to motivate them because employees are more motivated if what they are doing interests them. This is much more beneficial if the task delegated to the employee coincides with his interests.
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Quantitative and Qualitative Productivity
Standards are set to align performance. They comprise objectives against which actual output is compared. There are two prominent performance measures. These are quantitative and qualitative evaluation methods. Both measures are inimical to the assessment procedures. As motivation increases productivity, the latter should be gauged accordingly.
Quantitative measure is done with the aid of statistical and numerical tools. These entail some calculations to arrive at a rate or percentage. The results are then interpreted as either acceptable or not acceptable. Favorable performance is either at par or above par. Unfavourable performance is obviously below par. This is likely reliable, being objective in nature.
Qualitative measure is done through testimonials. There are many sources to consider such as customers, co-workers, and the immediate head. Their statements are relevant to the expected functions of the employees found at the job description and specification. This is subjective in nature; careful scrutiny is advised.
No doubt, motivation increases productivity. It is but critical to upkeep consistency in the provision of extrinsic and intrinsic rewards for consistent performance.
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Sunken, Sandra. Motivating your employees can increase productivity. Ventura County Star, 04/20/2008, at http://www.vcstar.com/news/2008/apr/20/motivating-your-employees-can-increase/
Posti, Chris. Motivating your employees for higher productivity. O&P Edge, November 2005, at http://www.oandp.com/articles/2005-11_01.asp