Motivation is what we call our driving force, our 'get up and go'. It stimulates our senses into the achievement of goals that have been set out for us . It is this reason that we consider motivation to be detrimental to the facets of management within the work force. Its ability to shape the workforce into its own driving force is what becomes important to the success of work organisations.
             The meaning of motivation is tending to initiate motion; power; that which induces a person to act eg: desire, fear, and circumstance. (Oxford Dictionary, 1987). Motivation can also be associated from having enthusiasm to do or be something. "Enthusiasm" comes from a Greek word "entheo", which means the inspiration within us. By linking these two words we can form a basis for our inspiration.
             Research and analysis from organisational psychologists has allowed a link between motivation and the forming of a predicted satisfaction from work, known as Intrinsic motivation, and motivation gained from factors external to work, known as Extrinsic motivation. Intrinsic motivation emphasises valued outcomes or benefits that come from within the individual itself. This may include feelings of accomplishment, self-esteem, competence and satisfaction. Extrinsic motivation is a form of motivation that emphasises valued outcomes or benefits granted by others in the form of promotion, pay increases, praise and recognition. As discussed in "Organizational Behaviour", by Huczynski and Buchanan, Taylorism lacked intrinsic motivation in his thesis, leaving employees the only option for extrinsic motivation. With this it develops in them an instrumental orientation to work. This refers to an outlook that sees work as an instrument to the fulfilment of other goals and individual needs. The main motives behind our behaviour are wealth, status and power. Behaviour is triggered to accomplish these goals and crea...