Literature Review1.1 Introduction: The task of a supervisor in the place of work is to get effects done through workforce. To do this the supervisor ought to be able to motivate workforce. But that is easier said than done! Motivation practice plus theory are tricky subjects, stirring on to a number of regulations. Despite of the mammoth research, essential along with functional, the theme of motivation is not clearly understood and also then badly practiced. To recognize the element of motivation all need to realize the human character itself. Also there is where the problem is.
Every individual’s nature can be very undemanding and also very compound at the same time. A sympathetic and admiration of this is a requirement towards efficient worker motivation inside the place of work and as a result the efficient administration and management. (Accel, 2006) 1.2 The objectives: To identify theories models and concepts related to motivation within a workforce. To identify how young people are motivated to work. To discover how, the younger workforce feels about motivation on job by conducting primary research. The advantages and disadvantages of motivating the younger workforce.
How can organizations in the highly globalized world of today, make sure that they are motivating the younger workforce enough? 1.3 Background: It almost a routine now that we get to hear all of the time from almost all our clients that, this younger generation is harder to motivate than any other they have ever had, and, the kids of today do not care about the quality or the pride of workmanship. This is gloomy and it is also sourcing a lot of problems for the employers of today.
When they finish telling us their horror stories about these young workers, they always conclude with, “They only respond to threats and power. ”Then when it is inquired about the turnover levels and the quality of performance in that age group. Inevitably, they realize that there is a high turnover and low performance, to which they respond how are threats and power really working for you? ” We find time and time again that supervisors and bosses use their authority and exert power for all of the wrong reasons. It’s quick. They think they can get away with it.
It’s what they learned from their supervisors. In reality, though, it has destructive and far reaching consequences. Supervisors too often forget or overlook the fact that resorting to power kills relationships and ultimately motivates people to become resistant to requests and reasonable expectations. Power is temporary and does not last. It even makes us look stupid. Imagine that you repeatedly catch an employee not wearing his eye protection, even though he knows perfectly well that it is required by company policy. So you lay into him: “I told you to wear your safety glasses!
Put them on NOW, or else! ” The employee gives in and starts wearing his safety glasses. Problem solved right? Probably not. What you don’t see is that yelling and threatening is having other, sometimes “latent” effects. When you aren’t around, the problem employee works slower, sabotage the job so that you look bad, and lowers the workgroup’s morale by complaining to his coworkers behind your back. So we are facing a dilemma. If young employees only seem to be motivated by power and managing through power leads to so many undesirable consequences, how are we to motivate our younger workers and hold them accountable?
Are we simply doomed to high turnover and bad performance? (RAD Group, 2008)