Who like their work want to do it in their usual ways, which may become unacceptable to the organization due to ineffective and irresponsible management behavior (Riley, 1993, p. 218). Working conditions. D. Riley (1993) distinguishes three categories of working conditions in terms of contribution and reward. The first includes the physical and psychological environment, the second includes various benefits and support for employees, and the third includes the degree of employee autonomy (Riley, 1993, p. 197).
Clearly, working conditions belong
To extrinsic motivators because they can control the organization. The importance of various benefits and physical and psychological working chinese uk conditions in motivating employees is obvious. The latter are especially important, and the organization can often control them. Changing psychological conditions is difficult because people’s attitudes and behavior may have to be chang.
Analyzing autonomy, we see that most people want
To have freom and independence. According what exactly does it consist of to D. Daley (1986), everyone likes to participate in management decisions relat to their work. For some people, this is the most important condition of employment. The importance of autonomy for employee motivation is also not by McGregor, creator of the “y” theory, according to whom physical and mental work is as natural as play or recreation, so employees seek responsibility and realize themselves by achieving goals they are dicat to.
Instead, giving employees more autonomy
Freom, and self-control can encourage material data them to make better use of their intellectual abilities and increase their contribution to organizational performance (Daley, 1986, p. 134). Money. Monetary reward is one of the most important elements of the motivation system, from which the measurement of employees’ contribution to work begins. Each working person perceives monetary reward as a way of motivation differently, but the most important thing is that the reward should be fair, so that the employee feels that the work perform is reward according to merit.