American Politics in the Context of Obama’s Election and the First 100 Days Essay Example for Free

Ameri commode Politics in the Context of Obamas Election and the First 100 Days Essaythough n maven opposes the fact that motivation is the real driving engine of every action, there is considerable differences among the theorists ab push through its weapon, especially when it comes to explore the possibility to bring out the best out in the employees of an organization, where one school of imagination advocates for extrinsic motivation for instant solution and the other insists on capitalizing the long-term efficacy of ingrained motivation. Under the present context of economic downturn, this issue is extremely important, as extrinsic motivation primarily involves money. Therefore, this paper explores the core elements of motivation and concepts of extrinsic and native reenforcements from relevant literature, before coming into its own conclusion. Core of Motivation The core of motivation contains tether elements equal Consciousness, Inverted Qualia and Absent Qualia. The se three together produce various mental states. Consciousness It has six major identifiable states alike(p) 1. State of awareness When someone is aware of something (Rosenthal, 1986). 2. Qualitative states Sensing something out of something like enjoying a meal or experiencing a pain.Such experiences are called qualia, and are regarded as integral, private, ineffable and nomadic features of experience, (Dennet, 1990). 3. Phenomenal states A state involving more than afferent qualia, covering spatial, temporal and conceptual organization of experiences about the world and the persons inference about it. 4. What-it-is-like states Associating a sense of experience with another. 5. Access consciousness Its like sightedness a thing and ideating something and then deciding on something, where there may or may not be any relationship among the above-said three stages.6. tarradiddle consciousness This stream of consciousness contains a series of thoughts from the perspective of an ac tual or merely virtual self (Dennett, 1991). Inverted Qualia It refers to a personal mail boat of intrinsic and intricate experiences, with which humans decipher various external signals and respond to them, where the nature of experience governs the nature of response. The difference in perception causes inverted qualia, as for example someone might like green tea and detest coffee for no un apologiseable reasons.This trait has a strong connection with intrinsic motivation (Dennet, 1991) Absent Qualia The concept of absent qualia claims that functional duplicates of a creature would do the same. As for example, if Mr. X likes tea and dislikes coffee, then his absolute clone would in any case do the same, for which the clone would not need an intricate and intrinsic package of experiences (Dennet, 1991). This concept backs the idea of getting result through extrinsic reward as for example, if Mr. X and Mr. Y do identical jobs under identical conditions, then if Mr. X feels satisf ied with cash reward, Mr.Y would too follow the suit without a second thoughtThis study thus highlights twain sets of hidden relationships, one, among inverted qualia and intrinsic motivation/rewards, and two, between absent qualia and extrinsic motivation/rewards. In any case, humans (apparently) involuntary association with rewards too has its routes in their perceptions, which maintain a master list of individual desires, and accordingly propel them to fulfill much(prenominal) desires. Put into an imaginary diagram, the mechanism of human mind can look somewhat like below Mechanism of Motivation Motivating ToolsFrom the organizational perspective, the ways and means to motivate the employees can be many. However, the common ones among them are, 1. Rewards 2. Retention 3. Morale 5. Job-enrichment 6. Reinforcement 1. Rewards System Rewards or recognition dodging has a great port on the emotional plane of humans. Every behavior comes out of pain and gain principle, says Khera (2004, p. 110). There can be many types of tangible gains like money, vacations or gifts, or they can be intangible, like recognition, appreciation, sense of achievement, growth, responsibility, sense of fulfillment, self-worth, etc.2. Retention It highly motivates the employees, as Retention is critical to the long term wellness and success of the company (Heathfield, 2008). 3. Morale The elements like praise, love and faith can charge up anyone under any circumstance. 4. Job Enrichment It relates to the in-house grooming of the employees to become an just in the related field. 5. Reinforcement. By all means, it is a tool to control the employee behavior (Positive, 2000), which binds the company activities together. Other Factors Related to MotivationThere are three other factors that can be instrumental to keep employees motivated, and they are Job Satisfaction, Goal-setting and Performance appraisals. They are considered to be the self-boosters of the employees, and according to Murphy (2001), belief is a thought that causes the power of subconscious to be distributed into all phases of life. Motivation and Reward System Reward systems are created to fuel the employee cooperation, effort and overall satisfaction of all members of the company Cacioppe (1999).Other researchers like Hackman (1997) Shea and Guzzo (1987) too have endorsed this view, and suggested to align rewards with group activities. The basic parameter of the formulating a reward structure, however, is expected to apply the common logic like optimizing the ability of the workforce as a whole, though in practice it might go down to an individual, especially where the work patterns are not interdependent. This berth commands a quick review of the nature of intrinsic and extrinsic rewards.Intrinsic Rewards Deci (1975) says that intrinsic rewards evoke a sense of personal causation i. e., an inward mechanism serving as the guiding engine for the action, where its elements are usually intangi ble and working on the plane of ones perception, where the journey is being enjoyed over the outcome. extrinsic Rewards Extrinsic rewards are supposed to generate perceptions of external causation (Deci, 1975) by being mostly tangible in nature a hike in recompense or status, or material gains in other forms. However, researchers like Guzzo, (1979) defies any division in the reward system and considers it a single, usable tools to tweak the frequency of desired response of the employees towards a desired direction.Researchers like Hull (1943) and Skinner (1953) placed extrinsic reward as a direct link between stimulus and response, and their views include punishment as a stimulus too, overly subscribing to the power of stimulus. Reaction No matter how much Hull (1943) and Skinner (1953) valued to establish extrinsic motivation as the best motivating tool to earn competitive advantage, extrinsic motivation carries a hidden cost besides the cost involved in its implementation. Res earchers like Deci and Ryan (1985) used attribution theory and suggested that humans constantly reassess the reasons for their behaviors besides others.Before that, Lepper et al. (1973) had observed that reinforcement generates two effects for the management, like gaining control over activity or fastening the process two, the backlash effect in absence of reinforcement. The example below would explain it better A group or an individual gets a reward of x amount of money for a period y, where x+y=m, m being the increased rate of production. Before that, the land site was y=z where production was z. Now in the absence of reinforcement and with the influence of attribution theory, the situation would stand 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. Engagement occurs when an employee connects emotionally with his work, says Paul Glen (2007), and if one checks the mechanism of moti vation, one gets convinced that extrinsic motivation cannot influence the employees to connect emotionally with their work, as it is guided by absent qualia, i. e. , a momentary and involuntary chase, where emotion has no role to play.On the other hand, the intrinsic motivation is guided by inverted qualia, i.e. , conscious chase and that clearly takes along emotion in its journey and influence the human mind in no less than six ways. Conclusion The research and discussion above clearly shows that extrinsic motivation system can be a threat in disguise for the organizations especially under the present context of economic downturn, while intrinsic motivation can be the ideal solution under the same circumstance, where it can raise emotional attachment with the organization and inspire the employees to produce more for less.References Cacioppe, R. (1999). Using team-individual reward and recognition strategies to drive organizational success. Leadership and Organization Development J ournal, 20(6), pp. 322-331. Deci, E. and Ryan, R. (1985) Intrinsic motivation and self-determination in human behaviour. New York Plenum Press. Deci, E. L. (1975). Intrinsic motivation. New York Plenum. Denett, D. C. (1990). Quining qualia. In Mind and Cognition, W. Lycan (Ed. ), Oxford Blackwell, 519-548.Dennett, D. C. (1991). Consciousness explained. Boston Little, Brown and Company. Glen, P. (2007). You Cant Outsource Retention. Computerworld, July 16, 2007. Guzzo, R. A. (1979). Types of rewards, cognitions, and work motivation. Academy of Management Review, 4(1), pp. 75-86. Hackman, J. R. (1997). Why teams dont work. In R. S. Tindale, J. Edwards, E. J. Posavac (Eds. ) Applications of theory and research on groups to brotherly issues. New York Plenum.