Toward an Integral Concept of Motivational Intrinsic and Career self-management” by Quigley

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Introduction

The intrinsic self-management of a career is tightly linked to motivation as well as inspiration and the chance to interact with team members. The goal of this article is to examine the most important aspects of motivation for career as defined in the work of Quigley as well as Tymon (2006) and examine the effectiveness of these elements through the lens of personal experiences.

Four components of intrinsic career Motivation

These elements are about the concepts of meaningfulness and competence, as well as choice and growth. The significance of these elements is defined in Quigley as well as Tymon (2006) as well as it is worth mentioning that it can be difficult to fulfill the demands of each of the four of the values. The result of these variables is an increase in the effectiveness of work as well as an effort to increase the effectiveness of the system. (Kipp, Amorose, 2008)

The meaningfulness element is about understanding the purpose and goals of the task and sets the right direction of the working development process. This is also a measure of confidence in the management team and the trust in the ultimate goal of the whole process. (Dembo, 2000)

The component of choice is the presence of freedom to act to achieve the objective. It is one of the essential elements for a productive work. Competence is the area of inquiry: any job is solved by splitting the task into smaller ones and competence is the area that workers look for the answer.

Progress is the ultimate most important, and also one of the main motivational factors. Even if previous elements aren’t present, progress towards solving the problem is what motivates and proves the efficiency of the effort put into it.

The meaning of these four components to me is the notion the intrinsic motivation of a person is an function of one’s personal view of the issue. In general, the four components are completely individualas the majority can work with no decision, and competency can be gained through trainings or seminars, as well as qualification enhancement courses, etc. According to me, meaning and advancement are the main motivations, and if they’re strong enough then the other elements are secondarily. ( Miller, 2010)

Strategies

It has been said that motivation is a matter of the person’s attitude toward the work. Thus, the approach of each individual to develop a strategy for motivation is crucial to achievement. The majority of the time, self-management techniques, incorporated into the motivation strategies can assist to increase motivational elements. But, the general principles of motivation strategies should be based on intrinsic aspects that are described in Quigley as well as Tymon (2006). Thus, the basic principles of self-motivation theories are linked to the notion that a person who is motivated has sufficient abilities, or the motivation to self-direct, is satisfied with the work they do and has a certain degree of responsibility may be imposed on them. The approach I might be pursuing is based on general principles of motivation, and considering that in my opinion, improvement and meaning are the primary motivators and the most effective self-management approach is to present the objectives of the project and then presenting how far we have come in achieving them. The most crucial and effective is teamwork. Team members can determine the goals of the missions and assignments The progress of the mission is rated more effectively within the group. It is thought that peer pressure and competition moment variables can be very effective in motivating in addition, it helps supervisors to control the process, and consequently, the pace of progress will be better.

Another option is personal involvement in the process. It is not just mechanical involvement, because a having a clear understanding of the goal is the primary element of self-management. Based on this, it must be understood that this approach is not effective without a clear understanding of the goals and the effectiveness of motivation is significantly higher when the number of tools to achieve is expanded.

The strategies in use to boost intrinsic motivation are built on the four components but the selection and competence are altered. This means that choice isn’t provided, since the tools for achievement are largely limited as is initiative. This is enhanced by dividing the responsibility areas, and the chance to join any group. Thus, the option to choose a group is available. For competence, youngsters aren’t equipped to complete the majority of tasks, but everybody is encouraged to build their skills by attending seminars, connecting to colleagues or taking advantage of information available on the web.

Another approach is to rely on the mutual exchange motive. This strategy is less effective because it’s not an intrinsically motivated: it requires external elements like interaction with the top-manager and also the integration with Fine-Reward System. Based on this, it is to be noted that the real significance of self-motivation strategies can be justified by the potential to improve self-discipline levels.

Conclusion

Self motivation is based upon four major components: meaning and choice, as well as competence and growth. In general, the two components of meaningfulness and progress are regarded as most efficient however, the other components must be altered, or enhanced by additional motivating factors. Therefore, the strategies used incorporate all four elements in different proportions.

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