A study of relationship between motivations and the performance of teamwork

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The purpose of this chapter is to introduce important facets of this study. The introduction is presented in six sections which include: (a) Background of the study; (b) Problem Statement; (c) Research Question; (d) Research Objective; (e) Scope of the study; and (f) Significance of study.


Motivation is an internal drive that that makes a person move toward whatever goal they are trying to accomplish. To be motivated a person must have a motive, which is to say that they have to have a reason to take an action. Motivation is a conscious or subconscious choice that we make inside ourselves to decide to do something that we wish to accomplish.

Herzberg's theory of motivation and Maslow's hierarchy of needs is that a reference in this study and as the main theory to conduct this research. Herzberg, a psychologist, proposed a theory about job factors that motivate employees. Maslow, a behavioral scientist and contemporary of Herzberg's, developed a theory from Herzberg's theory about the rank and satisfaction of various human needs and how people pursue these needs.

Everyone finds motivation in their own ways and what is important to one person may not be as important to another person. For example, what motivates you to get up in the morning and go to work? Are you motivated because you love your job and can't wait to get there, or are you motivated because you know you need the money? Knowing what your motivation is will help with your attitude and how your day will turn out. Motivation is a psychological term and it can be described as a behavior. Motivation can't measure or see a person's motivation; just can do is watching the behavior. Motivation is all about the way a person thinks and then acts on what is important to them.

For a manager of a company, motivation can be one of the most important tactics to use when getting employees to want to do work. The more incentive and motivation employees are given, the more production the company will see. The key for an employer is to figure out what most will motivate the employees. If it is a small company, individual motivations may need to be given. If it is a larger company, more general motivations such as bonuses or time off. It will be up to the manager to get to know his employees and find out what things may be important to them.

It is important to know the definition of motivation so that one can know what it is and how it can be used. Knowing what motivation for the day or life is an important factor to help everyone keep focused and on the right track of what goals may be.

There are two types of motivation, internal and external. Some people find motivation in things that are important to them on an emotional or internal level. They set their goals on more brain stimulating or heartfelt things. External motivation would be goals that are more of a materialistic nature. Not better or worse than internal, but just what makes a person want to take action. Internal motivation is one that comes from inside and is usually prompted by a more long term goal. Internal motivation will occurs when the person attributes an internal experience to the cause of their behavior, and that valued experience occurs while pursuing the task.

Teams come and teams go; some teams are effective and some teams are ineffective. What distinguishes the effective team from the ineffective team? Successful teams are impassioned by what they do, the task at hand, and a vision that pushes them forward in their efforts. Teams have to be trusting, and communicate openly with one another. They have tools in place to provide and receive feedback, while both recognizing and utilizing the differences of the members. In the long run, they recognize the synergy that develops when individuals come together (Mink, Mink, & Owen, 1987).

Motivation and teamwork had a strong relationship. If every person in teamwork had a high motivation, then their performance is high. A high-performance team is going to strive for performances such that 2 + 2 = 5. In other words, the impact and influence of a high-performance team is going to be greater than the individual input of each of the members. The challenge facing the high-performance team is then to create situations where the team can achieve more than each team member can contribute individually. The high-performance team displays all of the characteristics of the real team include specific mutually agreed upon purpose, goals, approach and work products, open communication, empowerment, performance measurements, and a shared approach to leadership.

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