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

Though n sensation opposes the fact that penury is the real brainish engine of every action, there is considerable differences among the theorists about its mechanism, specially when it comes to search the possibility to bring out the best out in the employees of an organization, where one school of purview advocates for outside demand for instant solution and the opposite insists on capitalizing the long-term efficacy of built-in motivation. Under the present stage setting of economic downturn, this issue is extremely important, as extrinsic motivation generally involves money.Therefore, this paper explores the core elements of motivation and concepts of extrinsic and intrinsic rewards from relevant literature, out front coming into its own conclusion. Core of Motivation The core of motivation contains cardinal elements cargon Consciousness, Inverted Qualia and Absent Qualia. These tercet together create motley mental states. Consciousness It has six major identifiab le states like 1. convey of awareness When someone is aware of some issue (Rosenthal, 1986). 2. Qualitative states Sensing something out of something like enjoying a meal or experiencing a pain.Such dwells are called qualia, and are regarded as intrinsic, private, ineffable and nomadic features of experience, (Dennet, 1990). 3. Phenomenal states A state involving more than than sensory qualia, covering spatial, temporal and conceptual organization of experiences about the domain of a function and the persons inference about it. 4. What-it-is-like states Associating a sense of experience with an early(a). 5. Access intendedness Its like seeing a thing and ideating something and past deciding on something, where there may or may not be whatsoever relationship among the above-said three stages.6. Narrative consciousness This stream of consciousness contains a series of thoughts from the perspective of an actual or merely virtual self (Dennett, 1991). Inverted Qualia It refer s to a personal software placement of intrinsic and intricate experiences, with which reality decipher various external signals and react to them, where the nature of experience governs the nature of response. The difference in perception causes modify qualia, as for example someone might like green afternoon tea and detest coffee for no unexplainable reasons.This trait has a grueling connection with intrinsic motivation (Dennet, 1991) Absent Qualia The concept of bump off qualia claims that working(a) duplicates of a creature would do the same. As for example, if Mr. X likes tea and dislikes coffee, then his absolute clone would also do the same, for which the clone would not quest an intricate and intrinsic package of experiences (Dennet, 1991). This concept backs the idea of getting precede through extrinsic reward as for example, if Mr. X and Mr. Y do identical jobs under identical conditions, then if Mr. X feels satisfied with bullion reward, Mr. Y would too fo llow the suit without a second thoughtThis study thus highlights cardinal sets of hidden relationships, one, between 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 such desires. Put into an imaginary diagram, the mechanism of human mind basis date somewhat like down the stairs Mechanism of Motivation Motivating ToolsFrom the organisational perspective, the ways and means to motivate the employees can be many. However, the common ones among them are, 1. refunds 2. storage 3. Morale 5. business concern-enrichment 6. Reinforcement 1. Rewards System Rewards or recognition system has a great bearing on the emotional plane of humans. Every demeanour 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 health and success of the confederation (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 expert in the related field. 5. Reinforcement. By all means, it is a tool to control the employee bearing (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 (2 001), 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 mirth 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 aline rewards with group activities. The basic parameter of the formulating a reward structure, however, is expected to follow out the common logic like optimizing the ability of the workforce as a whole, though in practice it might go down to an individual, in particular where the work patterns are not interdependent. This positioning commands a quick look back 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 intangible and working on the plane of ones perception, where the journey is being enjoyed over the outcome. inessential Rewards Extrinsic rewards are supposed to generate perceptions of external causation (Deci, 1975) by being mostly tangible in nature a lift in salary 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 coveted 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, besides subscribing to the power of stimulus. Reaction No matter how much Hull (1943) and Skinner (1953) wanted to establish extrinsic motivation as the best motivating tool to earn belligerent advantage, extrinsic motivation carries a hidden comprise besides the cost involved in its implem entation. Researchers 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 keep generates two effects for the management, like gaining control over activity or repair 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 situation was y=z where production was z. Now in the absence of reinforcement and with the put to work 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 motivation, 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. coda 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 nerve Development Journal, 20(6), pp. 322-331. Deci, E. and Ryan, R. (1985) Intrinsic motivation and self-determination in human behaviour. innovative 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, cook 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). wherefore teams dont work. In R. S. Tindale, J. Edwards, & E. J. Posavac (Eds. ) Applications of theory and research on groups to social issues. New York Plenum.