'Intrinsic Motivation and Team Communication Essay\r'

'The greatest anguish of the companies after recession is how to bring out the advance(p) in the employees with less funds and poor merchandise response. Since the market is demanding more for less, companies are now squeeze to sell products at reduced margins. This state of personal business shows that the proverbial employee drawment policy through adventitious retorts can non be weaponed under such situation. Moreover, the sales graph is getting down on whiz hand, while the competition is getting stiffer.\r\nTherefore, the best (and possibly only) option lying before the companies is to adopt the unalienable motivation policy, which does not involve monetary reward. However, it is invariably tough to break away from the convention, since the application of extrinsic rewards to engage the employees has be muster commonplace. Yet there is hope, if the findings of the researchers regarding the instrument of motivation chip in anything to go by. The Guiding well-off\ r\nEven in 1985, researchers like Deci and Ryan (1985) used ascription theory and suggested that humans constantly reassess the lands for their appearance besides others. Before that, Lepper et al. (1973) had observed that extrinsic reward (money) acts as a tool for reinforcement, which actually generates twain effects for the management, like gaining control over action at law or fastening the process, and two, the backlash effect in absence seizure of reinforcement. The example below would explain it better:\r\nA group or an psyche gets a reward of x amount of money for a period y, where x+y=m, m beingness the increased rate of production. Before that, the situation was y=z where production was z. Now in the absence of reinforcement and with the influence of attribution theory, the situation would put up like y-x = n, where n < z. This clearly goes against the basic reason for motivating the employees, i. e. , to enhance the profit of the organization. This also shows th at something is missing, which could have played catalyst in between, and that something is ‘love for move around’.\r\nThe modern researchers have picked up the issue practiced from here. â€Å"Engagement occurs when an employee connects emotionally with his work,” says Paul Glen (2007), thereby underpinning the qualification of inwrought reward in employee engagement, since it aims to emotionally engage the actors. The Solution Yet it is tough to overtly implement intrinsic reward policy by result heaps of â€Å"well-done” certificates, as the employees may not adapt to this sudden shift of reward policy, oddly when even a penny counts after recession.\r\nIt is where the strategy of fostering team up communication can come in handy, which is also backed by â€Å"prediction Value supposition” of Martin Fishbein (Expectancy, 2004), where he observed that â€Å" plenty mold themselves to the world in accordance with their expectations/belief s and evaluations. ” An stiff team communication does that much-needed job †it converts the employee expectation from personal gain to team-gain, and team-gain becomes possible only when the individual worker meets the expectation of other team-members.\r\nThis process manifests through both intra-team communication and inter-team communication, which generates high-degree of intrinsic motivation among team members that automatically creates an emotional bondage with their work. Consequently, members of the team become aware of the roles of each member and try to finish individual assignments in time to meet the expectation of the team members. Upon doing so, they enjoy job satisfaction on umpteen accounts †as fulfilling a team of colleagues’ expectation raises the aim of mutual trust, self-confidence and individual relationship.\r\nThese are the elements of intrinsic motivation, which rules over money. And what comes out as the by-product? confederacy b enefit, of course! References Expectancy Value Theory. (2004). Web document. Retrieved July 7, 2009, from http://www. tcw. utwente. nl/theorieenoverzicht/Theory%20clusters/Public%20Rela tions%2C%20Advertising%2C%20Marketing%20and%20Consumer%20Behavio r/Expectancy_Value_Theory. doc/ Glen, P. (2007). You can’t outsource retention. Computerworld, July 16, 2007.\r\n'