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Who, today, begins employment with a view to remaining in that organisation for the next five years, let alone until retirement? We are living in a time in which short-term employment and self-managed careers are the norm. Employees have taken charge of their own destiny, often moving from company to company to advance their careers, and employers are having to fight harder to keep their staff. The cost of replacing an employee has been estimated by the Institute of Personnel and Development (IPD) at up to £15,000, depending on the experience and skills of that individual . As well as the direct costs of advertising, recruitment and training there are indirect costs such as lost production, reduced performance levels, unnecessary overtime and low morale. Therefore, it becomes obvious that people are the foundation of organisational success. However large or small a company is, it is employees at all levels that can make or break it. Without a capable and motivated workforce, an organisation will struggle to survive in today’s fiercely competitive business climate. Winning the competition for skills is the first step to winning the competition for customers.
Pinder describes work motivation as the set of internal and external forces that initiate job-related behaviour, and establish its form, direction, intensity, and duration. Work motivation is a middle-range notion that deals only with events and facts that concern people in a work context.
Motivation is connected with goal-directed behaviour. People are motivated to do something if they believe it will benefit them. The process of motivation is set off by someone recognizing an unfulfilled need. A goal is then instituted which, it is thought, w ...