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Work motivation
Work motivation "is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration"〔Pinder, C. C.(2008). Work motivation in organizational behavior (2nd edition). New York: Psychology Press〕 Understanding what motivates an organization's employees is central to the study of I–O psychology. Motivation is a person's internal disposition to be concerned with and approach positive incentives and avoid negative incentives. To further this, an ''incentive'' is the anticipated reward or aversive event available in the environment.〔Deckers, L. (2010). Motivation; Biological, Psychological and Environmental. (3rd ed., pp. 2–3). Boston, MA: Pearson.〕 While motivation can often be used as a tool to help predict behavior, it varies greatly among individuals and must often be combined with ability and environmental factors to actually influence behavior and performance. Results from a recent 2012 study, which examined age-related differences in work motivation, suggest a “shift in people's motives” rather than a general decline in motivation with age. That is, it seemed that older employees were less motivated by extrinsically related features of a job, but more by intrinsically rewarding job features.〔Inceoglu, I., Segers, J., & Bartram, D (2012). Age-related differences in work motivation''Journal of Occupational and Organizational Psychology, 85''(2), 300-329.〕
It is important for organizations to understand and to structure the work environment to encourage productive behaviors and discourage those that are unproductive given work motivation's role in influencing workplace behavior and performance,.〔Jex, S.M. & Britt, T.W. (2008). Organizational Psychology. Hoboke, New Jersey: John Wiley & Sons, Inc.〕〔Mitchell, T.R.; Daniels, D. 2003. Motivation. ''Handbook of Psychology'', Vol. 12. Industrial Organizational Psychology, ed. W.C. Borman, D.R. Ilgen, R.J. Klimoski, pp. 225–54. New York: Wiley.〕 There is general consensus that motivation involves three psychological processes: arousal, direction, and intensity. Arousal is what initiates action. It is fueled by a person's need or desire for something that is missing from their lives at a given moment, either totally or partially. Direction refers to the path employees take in accomplishing the goals they set for themselves. Finally, intensity is the vigor and amount of energy employees put into this goal-directed work performance. The level of intensity is based on the importance and difficulty of the goal. These psychological processes result in four outcomes. First, motivation serves to direct attention, focusing on particular issues, people, tasks, etc. It also serves to stimulate an employee to put forth effort. Next, motivation results in persistence, preventing one from deviating from the goal-seeking behavior. Finally, motivation results in task strategies, which as defined by Mitchell & Daniels, are "patterns of behavior produced to reach a particular goal."〔
==Theories==
A number of various theories attempt to describe employee motivation within the discipline of I–O psychology. Most of these theories can be divided into the four broad categories of need-based, cognitive process, behavioral, and job-based.〔
抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』
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