Motivation is defined as how much an individual is willing to perform certain actions or behavior. Motivation is considered to be a psychological concept that can be used in a variety of situations, including the workplace.
Positive reinforcement is praising or rewarding an individual who behaves or performs in a certain manner. The equity theory is defined as the theory of how different workers view the ratio of their work efforts compared to the resulting rewards. Organizations can use the equity theory to their advantage by taking note of employee behavior regarding rewards and productivity and, when possible, altering their reward system based on those individual employees.
All information on this web site is © copyright 1999-2016 Michael Carroll of the NLP Academy. Ich glaube, dass die Ungeduld, mit der man seinem Ziele zueilt, die Klippe ist, an der gerade oft die besten Menschen scheitern. Wer sein Ziel nicht erreicht, hat es entweder nicht genug gewollt, oder er hat versucht, um den Preis zu feilschen. Der Mensch ist ein zielstrebiges Wesen, aber meistens strebt es zu viel und zielt zu wenig. Jay Bruce #32 of the Cincinnati Reds congratulates Shin-Soo Choo #17 after his catch against the center field wall to rob a hit from Anthony Rizzo of the Chicago Cubs during the game at Great American Ball Park on April 24, 2013 in Cincinnati, Ohio.
In the workplace, motivation is defined as how willing an employee is to perform their work duties in a timely, efficient and productive manner. When people are motivated, they are more likely to behave and perform their actions in a certain way. Organizations can use positive reinforcement to increase workplace motivation by positively reinforcing behavior such as working well and productivity.

According to the equity theory, employees tend to compare their personal productivity ratio to that of their fellow employees, which can influence their productivity and work effort considerably.
For example: If an organization recognizes that a certain employee is more motivated when they are rewarded less compared to their peers, they can ensure that management acts accordingly. An employee who has motivation is more likely to get their work done on time, get their work done well, and be willing to go above and beyond their work duties if they are asked to increase their performance. Psychology can be used in the workplace to allow employers the knowledge they need to motivate their employees and to keep motivation high. When behavior is reinforced in a positive way, the likelihood for similar behavior is increased. You may reproduce and disseminate any of our copyrighted information for personal use only providing the original source is clearly identified.
By contrast, when motivation is lacking or low, then workplace productivity will also decrease because employees are not as motivated to perform their work on time—or perform at all. The most typical methods of motivation in the workplace are simply motivation by necessity—that is, reminding employees that if they do not perform a certain way, or perform for a certain amount of time, then they will not be receiving income or will be receiving less income from their employers. Additionally, other employees are more likely to mimic said behavior in the hopes of also being positively reinforced and rewarded.
Motivation is considered to be an essential and crucial aspect of the workplace due to fact that, without motivation, employees would not perform their job duties. Although this motivation is effective in theory, it can lead to job dissatisfaction and a higher employee turnover rate unless other aspects of workplace motivation are also addressed. Another way that motivation can affect the workplace is called the domino or trickle-down effect. While necessity motivation can be effective, it is considered to be short-term motivation which does not solve or address other psychological aspects of individual or groups of employees.

In order to use positive reinforcement to motivate the employee and their peers, a manager praises the employee in front of their co-workers. If one individual is not feeling motivated to work and is not performing to the best of their ability, this is likely to cause other individuals within the company to feel a lack of motivation and decrease their job performance.
The following are two influential concepts that can improve workplace motivation in the long-term, leading to better productivity, a better quality of work, and a lower rate of employee turnover.
This praise is positive reinforcement that not only affects the employee being rewarded, but those around the employee who also desire to be praised and rewarded. When more than one employee is lacking motivation, this can lead to entire sectors within a company exhibiting an overall lack of productivity or quality work. Positive reinforcement can create long-term motivation due to a desire to receive praise, rewards, and to “top” other employee’s positive reinforcement. Using the aforementioned example, a co-worker might attempt to double their quota in order to receive an even more intense amount of praise than the individual employee. It should be noted that businesses must be wary of using positive reinforcement too frequently or improperly—as a rule, employees will become used to the positive reinforcement and thus less motivated by it, unless the organization ensures that they continually increase the exclusivity of the positive reinforcement. For example: If an employee finishes a certain task in 6 hours the first time and is positively praised, they should not be praised again until they finish the task in a reasonably lesser amount of time. If the employee is praised every time they complete the task in 6 hours, they will not be motivated to work any faster.

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