The paper "Motivation in Youth " is a great example of a business assignment. The task of a supervisor in the place of work is to get effects done through the workforce. To do this the supervisor ought to be able to motivate the workforce. But that is easier said than done! Motivation practice plus theory are tricky subjects, stirring on to a number of regulations. Despite the mammoth research, essential along with functional, the theme of motivation is not clearly understood and also then badly practised. 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 the 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.
• The Accel team 2006, avilable at: http://accel-team.com/motivation/ accessed on the 10th of January 2009.
• Casimir G, 2001, Combinative aspects of leadership style: The ordering and temporal spacing of leadership behaviours. Leadership Quarterly, 12: 245-278
• Einstein W .O. 1995, the challenge of leadership: A diagnostic model of transformational leadership. The Journal of Applied Management and Entrepreneurship, 1: 120-133
• George, J.M., & Jones, G.R. 2002. Organizational Behaviour. Upper Saddle River, NJ: Prentice Hall.
• Hooijberg, R., & Choi, J. 2000. From selling peanuts and beer in Yankee stadium to creating a theory of transformational leadership: An interview with Bernie Bass. Leadership Quarterly, 11: 291-306.
• Leonard, 1999; Selden & Brewer, 2000). Leonard, N.H., Beauvis, L.L., & Scholl, R.W. 1999. Work motivation: The incorporation of self-concept-based processes. Human Relations, 52: 969-998.
• Wofford , 2001
• (Selden & Brewer, 2000), Selden, S.C., & Brewer, G.A. 2000. Work motivation in the senior executive service: Testing the high performance cycle theory. Journal of Public Administration Research and Theory, 10: 531-550.
• Shamir, B. 1990. Calculations, values and identities: The sources of collective work motivation. Human Relations, 43: 313-332.
• Spirrison, C.L., & Gordy, C.C. 1994. Nonintellective intelligence and personality: Variance shared by the Constructive Thinking Inventory and the Myers-Briggs Type Indicator. Journal of Personality Assesment, 62: 352-363.
• Steers, R.M., & Porter, L.W. 1991. Motivation and work behavior. New York: McGraw Hill.
• Yammarino, F.J., Spangler, W.D., & Bass, B.M. 1993. Transformational leadership and performance: A longitudinal investigation. Leadership Quarterly, 4:81-102
• Humphreys, 2001; Humphreys, Weyant, & Sprague, 2003Humphreys, J.H. 2001. Transformational leadership and support for e-commerce: The moderating effects of leader practical intelligence. Journal of e.Commerce and Psychology, 2: 38-69.
• Humphreys, J.H. 2002. Transformational leader behavior, proximity, and successful services marketing. Journal of Services Marketing, 16: 487-500.
• Humphreys, J.H., Weyant, L.E., & Sprague, R. D. 2003. Organizational commitment: The roles of emotional and practical intellect within the leader/follower dyad. Journal of Business and Management, 9: 189-209.
• Isaac, R.G., Zerbe, W.J., & Pitt, D.C. 2001. Leadership and motivation: The effective application of expectancy theory. Journal of Managerial Issues, 13:212-226.
Lowe, K.B., Kroeck, K.G., & Sivasubramaniam, N. 1996. Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. Leadership Quarterly, 7: 385-425
• Jacobsen, C. 2001. Dynamics of charismatic leadership: A process theory, simulation model, and tests. Leadership Quarterly, 12:75-112.
• Wofford, J.C., Whittington, J.L, & Goodwin, V.L. 2001. Follower motive patterns as situational moderators for transformational leadership effectiveness. Journal of Managerial Issues, 13: 196-21
• The Pros and cons of primary research techniques, 2008, Wynresearch.com avilable at: http://www.stridingout.co.uk/how-to-do-your-market-research-/primary-research-techniques-pros-and-cons.html Acessed on the 10th of January 2009.
• Yin RK case study: design and methods Second Edition, proceeding of the 12th international conference on Info systems 1991.
• Hakim, 2000 Hakim Catherine title : Research Design successful designs for social and Economic research Published London Routledge , 2000 2nd Edition
• Carter McNamara, MBA, PHD Authencity Consulting LLc, Copyright 1997-2008, Adapted from the Field guide to Non Profit Programmer design, Marketing and Evaluation and field Guide to consulting and organizational development.
• Fisher M. Nijkamp P. (1993), Geographic Information Systems, Spatial Modelling and Policy Evaluation, Berlin: Springer-Verlag. 280 p. Volume comprising background articles with a specific.