High achievement is my primary motivation driver at the workplace. I measure my success against completed tasks, met expectations, and new responsibilities that challenge my skills. Although meaningful relationships at work are essential, I consider these relationships as resources that should help achieve individual or group targets. These relationships are critical because I would be more likely to leave a job because of interpersonal conflict rather than career progression. Because I am a high achiever instead of a controller, I now know that I am more doer than a talker. Job positions focused on tasks as a measuring unit instead of managing others appeal more to me.
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Basic needs are a crucial motivation for me. I am more concerned with a job’s security, especially regarding healthcare and retirement benefits. A well-funded company guaranteeing job security is not an essential basic need compared to proper working hours, well-defined breaks that include vacations, and an adequately defined job description. Remuneration that enables me to provide adequately for my family is a better motivation than close relationships. I would consider leaving that company if these basic needs are unmet.
Evaluating my motivation drivers in the workplace, I have realized that every worker has diverse motivation drivers that are not necessarily a higher paycheck or periodical bonuses. Knowing what drivers my staff will inform me how to package my praise and acknowledgment (Jain et al., 2019). I have also discovered that motivation drivers can overlap and become blurry unless exposed by doing a motivation activity. A highly motivated workforce requires a supervisor to know each staff member’s motivation and focus on these individuals. Motivation is a critical factor that pushes people to give their best at the workplace and help an organization achieve its business objectives.
Jain, A., Gupta, B., & Bindal, M. (2019). A study of employee motivation in the organization. International Journal of Engineering and Management Research, 9(6), 65-68. Web.