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The Influence Of Job Motivation On The Psychological Well Being Of Employees
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CHAPTER ONE
1.0 Introduction
A milestone in success of an
organization is to fulfill the continuous changing needs of organization
and employees; heavy responsibility falls on top management to develop
strong relationship between them. Organizations expect employees to
follow the rules and regulations, work according to the standards set
for them; the employees expect good working conditions fair pay, fair
treatment, secure career, power and involvement in decisions. These
expectations of both parties vary from organization to organization. For
organizations to address these expectations, an understanding of
employee’s motivation is required (Beer, Spector, Lawrence, Mills &
Watson 1984).
Deeprose (1994) examined the effective reward system
improve employee motivation and increases employee productivity which
contribute to better enhanced organizational performance. Baron (1983)
argues that there is very close relationship between motivation and job
performance. Both performance and motivation are directly proportional
to each other. The premeditated success For an organization lies in
focusing attention at all levels specifically on important business
actives which can be achieved through effective performance management
Nel, Gerber. Van Schults, Sono & Werner (2001) Robert, (2005) took
into account the work of Baron, (1983) in which he mentioned that not
only motivation can influence performance, but performance can also
influence motivation, if followed by rewards.
Organizations need to
unleash the talents and motivations of all their employees if they are
to achieve peak performance (Burke & Cooper, 2007, Katzenbach, 2000,
Ulrich, 1997). There is considerable evidence, however, that many
organizations are falling short (Burke & Cooper 2008; Sirota,
Mischkind & Melzer, 2005). Recent efforts to improve organizational
performance have begun to emphasize positive organizational behavior
concepts and positive emotions (Cameron, Dutton & Quinn, 2003;
Leiter & Bakker, 2009; MayGilson & Harter 2004; Bakker &
Schaufeli; 2008. This includes concepts such as optimism and engagement,
trust.
Stress has become one of the most serious health issues of
the twentieth century, a problem not just for individuals in terms of
physical and mental disability, but for employers and government who
have started to asses the financial damage. Matteson & Ivancevich
(1987) estimates that stress causes half of absenteeism, 40% of
turnover, and 5% of total lost productivity due to preventable
occupational stress ($300 billion for the US economy annually).
Occupational stress has serious consequences for both individual
employees and organizations.
The problem of occupational stress is
particularly relevant for countries undergoing enormous economic and
economic change. Nigeria is one of such society, with transformation of
the industrial structure from labor-intensive to technology-intensive,
as well as rapid westernization in both work and life styles. In this
context, it is important for psychologists, occupational physicians,
managerial executives and even government policy-makers to understand
the problem of occupations stress, and to produce practical guidelines
and interventions to enhance employee, well-being.
Usually, work
motivations can be revealed by investigating the question “what do
people want from their jobs� Herzberg, Mausner & Snyderman (1959)
found two general types of work motivations: intrinsic and extrinsic
factors, and further lined these two to job satisfaction and
dissatisfaction, respectively, using this dichotomy of work motivations,
we may well argue that people who have strongly intrinsic motivations
such as self-fulfillment and self growth will be more seriously affected
by lack of control in their jobs. Similarly, people who have strong
extrinsic work motivations such as pay and work conditions will care
more about demands in their jobs. Hence it is possible that work
motivations may alter the job stressor-strain relationship, and not as a
moderator.
There is also increasing evidence that social support,
both within the work settings, that is, help from colleagues or
supervisors and outside the work settings, that is, help from friends
and families can buffer the impact of occupational stress (House, 1981;
Cummings, 1990).
1.2 Background to the Study
Within the behavior
sciences in general and occupational health psychology in particular,
there has been a specific focus on the importance of well being both
physical and mental health, in affecting success in many life
situations, including the work place. Indeed Seligman Steen, Park &
Peterson (2005) challenged the field by asking “can psychologist take
what they have learned about the science and practice of treating mental
illnesses and use it to create a practice of making people lastingly
happier?
Psychological well being has been found to be related to
both work and personal life outcomes. In other words, although
co-relational, the inference from this research would prove that one’s
psychological well being levels to desired outcomes at work and in life.
Worrall
& Cooper (2006) recently reported that a low level of well-being at
work is estimated to cost about 5-10% of gross National Product per
annum, yet quality of working life as a theoretical construct remains
relatively unexplored and unexplained within the organizational
psychology research literature.
A recent publication of National
Institute of Clinical Excellence (NICE) (2007) emphasizes the core role
of assessment and understanding of the way working environments pose
risks for psychological well-being through lack of control and excessive
demand the emphasis placed by the National Institute of Clinical
Excellence on assessment and monitoring well being springs from the fact
that these processes are the key first step in identifying views for
improving quality of working life and addressing risks at work.
Why
do people work hard and does their motivation for working long hours in
terms of their satisfaction and well being? Several streams of research
based on these questions. First, a growing body of research on
workaholism has shown that different types of workaholics exist (Scott,
Moore & Miceli. 1997; Spence & Robbins 1992) and that some types
of seem to be work satisfied and psychologically health while other
types are dissatisfied with their jobs and careers, with their family
relationships and in psychological distress (Buelens & Poelmans,
2004; Burke, 2007; Machlowitz, 1980; Kanni, Waskabayash: & Fling,
1996; Robinson, 1998; Spence & Robbins, 1992B).
Second, extensive
research on sources of motivation (e.g., the effects of intrinsic
versus extrinsic goals) and different processes or motivations for
realizing these goals (e.g. internal versus external motivations) – the
“what†and “why†of goal pursuits – has shown that individuals motivated
by extrinsic goals and external sources of motivation report lower
levels of satisfaction and psychological health (Deci & Ryan, 1985;
2000, Deci, Koestner & Ryan, 1999, Ryan & Deci 2000). Burke
(2007) has shown that different types of workaholics are motivated by
different beliefs and fears about people and their larger social and
work environment.
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ABSRACT - [ Total Page(s): 1 ]The study examines the influence of Job motivation on the Psychological well being of employees amongst school teachers of some selected schools and staff of Daar communication Alagbado Lagos. The knowledge derived from this study was used to test the three hypotheses.The findings of the test led to the rejection of the hypothesis that job motivation would influence the psychological well being of employees, no direct relationship was found between motivation and psychological well being. The re ... Continue reading---
