Introduction
In this research, a relational analysis was carried out that offers an overview of the academic articles focused on the subject of study, mainly from international journals in English, published from the year 2000 to the present and found on platforms such as: Google Scholar , Elservier, Taylor and Francis Online and Emerald Insight. The first studies on IS emerged in the mid-1990s, but they were not empirical studies focused on pleasure of working at the job settings. It was identified that in the field of rural tourism emerged at the beginning of the year 2000. The first search was carried out in Google Scholar using the query pleasure of working at the job. Due to the scarcity of studies linking pleasure of working and the job environment, a second search was carried out using the rest of the platforms mentioned (Fonseca and Jordão, 2014).
Material and Method
In the study of motivation was also imposed the holistic humanist perspective byCatalinMamali in the work “Motivational balance and co evolution” – “The holistic humanist perspective was gradually born, some ideas, concepts, techniques belonging to it were shaped in the framework of research carried out under the sign of the physicals’ ideal” (CatalinMamali, 1981, p. 36).
He formulates the main characteristics of this perspective:
-Socio-cultural conditioning of human values and motives is a perspective of postulating an evolution of motivation which is distinguished by the conditioning of the transition from one stage of development to another personality, by the transformations that took place at the level of the individual’s motivational structures;
– Another characteristic of this perspective refers to the “reevaluation of the principle of homeostasis” (Catalin Mamali, 1981, p. 37-38),and it is a vision that postulates the existence of a motivational structure which belongs to an integrated system so it is not necessary to analyze an isolated reason, but a constellation of reasons;
– It is wrong to make a classification of human reasons because the personality is aware ofdifferent degrees of its own motives and the motives of others; the awareness of motives is also accompanied by a structuring of attitudes towards it;
– The motivational structure should relate to the dynamics of social and individual values. There are theories that propose a reevaluation of human needs that are instinctive in nature(Dunn and Zimmer, 2020);
– Another perspective says that the distinction should be between extrinsic means and intrinsic means of stimulating the activity; and this highlighted the concept of anticipation, overcoming the vision of the determinism of human actions(Wong and Ladkin, 2008).
Analysis and Results
About motivation, psychologist Abraham Maslow createdthe best-known theory of it which was adopted by most companies to obtain from employees a greater desire to perform. Maslow established a pyramid of needs that influence people’s behavior and people’s unsatisfied needs can be used as motivating factors (Caulfield, Lee and Baird, 2022)..
Maslow’s pyramid contains 5 categories of needs:
Physiological needs – refer to basic needs: food, water, shelter, protection, mobility/transportation;
Physical and social security needs – refer to financial security, the security of a job, a salary, a pension, etc.;
Social or affiliation needs – they are satisfied in a social context, in relation to those around and belonging to groups;
Esteem and social recognition needs – refer to self-esteem, to the respect of people from the same group;
Self-actualization and affirmation needs – refer to personal development and the fulfillment of professional potential (Buchem, Tur and Ibáñez, 2020).
Motivational patterns of employees
People with an Internal pattern
The source of motivation is inside them;
The quality of the work is decided by themselves;
They Hardly accept opinions from external contributors;
They have their own very solid internal standards
People with an External pattern
The source of their motivation is external;
They need feedback toknow they did a good job;
They need to compare withexternal standards;
They often need someone else to decide. (Ball et al., 2016; ‘Erratum to: Evaluating inclusive gender identity measures for use in quantitative psychological research (Psychology & Sexuality, (2018), 9, 4, (343-357), 10.1080/19419899.2018.1497693)’, 2019)
Forms of motivation of employees
The methods by which managers choose to motivate their employees are of several kinds, depending on several criteria, and the most well-known forms of motivation currently used are the following:
Positive – promotions, salary increases, bonuses, profit percentages, positive feedback, appreciations,;
Negative – salary reductions, penalties, demotions, verbal reprimands;
Affective – measures to make the employee feel good at work, to be appreciated and sympathized by colleagues and bosses, also subordinates;
Cognitive – satisfying the employee’s intellectual needs, for example the need to be informed;
Intrinsic – measures that cause the employee to get involved inhis own initiative, because through this action he satisfies certain needs;
Extrinsic – motivating the employee to get involved in projects because they bring him results that will determine a positive reaction from the members of the organization;
Economics – salaries, premiums or salary penalties in case of errors;
Spirituals– communication of trust from management, expression of praise and thanks or honorary titles.
So,there are a variety of reasons that make people work: for money, to earn the necessary means of existence, to get promotion, to avoid criticism and sanctions, and finally the satisfaction of a well donejob, the feeling of duty to the community in general, compared to the one who benefits directly from the products of work, professional prestige, etc.
People who are motivated at work have positive behaviors, such as positive attitude towards the organization, completing tasks with enthusiasm and in a timely manner, creativity and assuming responsibilities, low number of absentees.
Demotivated employees’ behaviourincludes:decrease in productivity, counterproductive behavior, incompetence, ceilings, delays or absenteeism.
It is important for managers to recognize demotivated employees and the causes that triggered their demotivation.
But the real challenge for managers is to form groups within work teams. The group feeling at the workplace is built with the help of people who share the same values. Therefore, the human resource is the strong point on which every organizational behavior should be built (Ju and Zhang, 2020).
Conclusions
The field of organizational behaviour provides insights which enable managers to increase work quality and efficiency through employee engagement, job design, benefit packages and balancing work-life conflicts.
Because motivation is a property of the employee, it is important that managers recognise individual differences and seek to create a work environment which satisfies the employee’s needs, goals and expectations, whilst keeping sources of dissatisfaction to a minimum.
Studies suggest job satisfaction influences staff turnover, absence and employee wellbeing, and that satisfied employees are more likely to demonstrate organizational citizenship behaviors such as helping others and performing beyond the call of duty.
Technology also creates new challenges for managers. Virtual teams and telecommuting require new methods of motivation to ensure employees are creative, flexible and committed.
The environment is important. Community is important. Scheduling social interactions outside the workplace (like teambuilding scavenger hunts!) is important (Dilbil and Basaran, 2017).
References
- Ball, J. et al. (2016) ‘The Role of Emotions on Customer Commitment and Repurchase Intentions’, American Journal of Marketing.
- Buchem, I., Tur, G. and Ibáñez, J. M. S. (2020) ‘Designing for ownership in technology-enhanced learning (TEL): a core element for learners’ SRL and agency’, Interaction Design and Architecture(s), (45). doi: 10.55612/S-5002-045-001PSI.
- Caulfield, J. L., Lee, F. K. and Baird, C. A. (2022) ‘Navigating the Ethically Complex and Controversial World of College Athletics: A Humanistic Leadership Approach to Student Athlete Well-Being’, Journal of Business Ethics. doi: 10.1007/s10551-021-05027-4.
- Dilbil, A. and Basaran, Z. (2017) ‘Effect of School Yard Playgrounds on Development and School Attachment Levels of Children’, Universal Journal of Educational Research, 5(12A). doi: 10.13189/ujer.2017.051321.
- Dunn, J. C. and Zimmer, C. (2020) ‘Self-determination theory’, in Routledge Handbook of Adapted Physical Education. doi: 10.4324/9780429052675-23.
- ‘Erratum to: Evaluating inclusive gender identity measures for use in quantitative psychological research (Psychology & Sexuality, (2018), 9, 4, (343-357), 10.1080/19419899.2018.1497693)’ (2019) Psychology and Sexuality. doi: 10.1080/19419899.2018.1515167.
- Fonseca, S. and Jordão, F. (2014) ‘Adaptation and validation study of the Eustress Scale for Portuguese teachers’, Psychologica, 1(57). doi: 10.14195/1647-8606_57_1_6.
- Ju, C. and Zhang, S. (2020) ‘Research on User’ Continuous Usage of Online Healthcare Services From the Perspective of Affect Appeal’, Journal of Technology in Behavioral Science, 5(3). doi: 10.1007/s41347-020-00128-9.
- Wong, S. C. keung and Ladkin, A. (2008) ‘Exploring the relationship between employee creativity and job-related motivators in the Hong Kong hotel industry’, International Journal of Hospitality Management, 27(3). doi: 10.1016/j.ijhm.2008.01.001.
