Need for Award - is a Key to Motivation

According to Maslow, everyone in society (except in some morbid cases) is continuous and strong for themselves, and generally has a high level of self-esteem and self-esteem. Needs or wants an evaluation of. Maslow therefore separates these needs by the need for internal and external compensation. 

The first (internal) includes the demands of self-esteem, self-confidence, ability, ability, appropriateness, achievement, independence, and freedom (independence). The second (external) includes respect, reputation, recognition, acceptance, reputation, dignity, attention, status, audit, and reputation from others. People with sufficient self-esteem are more confident. Therefore, it is potentially produced. Meanwhile, it causes a lack of self-esteem, feelings of inferiority, helplessness and even despair and nervous behavior. This level of freedom or independence of need is the need for a sense of non-attachment by suppressing the manifestation of the self. This request cannot be exchanged for fried rice packs or money. Because these needs are being met. It is not uncommon for workers at the management level to decide to quit their job. 

What's up? Wouldn't his wage compensation satisfy him? It has been found that it is not always possible for money to motivate an individual's behavior within an organization. In all the listed indications, organizations that rely on the performance of their finance staff do not seem to be able to achieve the expected results. Of course, money is one of the powerful motivating tools, but its use should be tailored to each employee's perceived value. Certain individuals of the time and condition may no longer feel money as a performance impetus. Individuals at this level have more challenges to explore their potential and talent instead of money. Not surprisingly, many CEOs suddenly resigned, believing that the company they work for had no further challenges. The desire to stand out or transcend more than others and the desire for competitiveness can be seen in the universal nature of human beings. With proper management, this need can lead to good organization. 

Unlike the needs of the lower layers, the above requirements are almost completely unmet. As part of a constructive approach, you can use participatory management and positive feedback programs to meet your reward needs. Autonomy and greater delegation of responsibilities to employees are proving effective in motivating better performance and performance. The success of the Mayo experiment demonstrates that monetary rewards are not as effective as psychological rewards. The problem is that many managers often forget to praise and sincerely acknowledge the achievements of their employees, but on the other hand, they do not reconsider throwing criticism at the poor work of their subordinates. Leadership expert William Cohen said that we don't waste great opportunities to recognize an organization's performance. 

In conclusion, awareness is one of the most powerful human motives. The famous psychologist B.F. Skinner added that in order to achieve maximum motivation, it is necessary to praise an action as soon as possible after it is considered good. Even Napoleon Bonaparte was startled to witness the power of cognition as a motive. Napoleon exclaimed after learning that his soldiers were willing to do anything to obtain the medals he had given them.