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

Though none opposes the fact that pauperization is the real driving engine of every action, on that point is considerable differences among the theorists ab come out of the closet its apparatus, especi exclusivelyy when it comes to explore the possibility to bring out the best(p) out in the employees of an organization, where one school of thought advocates for foreign penury for instant solution and the other insists on capitalizing the enormous-term force of intrinsic indigence. Under the present condition of economic downturn, this issue is exceedingly important, as extrinsic pauperism primarily involves money.Therefore, this paper explores the core elements of motivation and concepts of extrinsic and intrinsic honours from relevant literature, before coming into its own conclusion. affection of Motivation The core of motivation contains three elements corresponding Consciousness, Inverted Qualia and negligent Qualia. These three together create various mental state s. Consciousness It has vi major identifiable states worry 1. State of cognizantness When soulfulness is aw atomic number 18 of something (Rosenthal, 1986). 2. Qualitative states Sensing something out of something standardized enjoying a meal or experiencing a pain.Such experiences be called qualia, and are regarded as intrinsic, private, ineffable and roving features of experience, (Dennet, 1990). 3. Phenomenal states A state involving more than sensory qualia, covering spatial, temporal role and conceptual organization of experiences about the world and the persons proof about it. 4. What-it-is-like states Associating a palpate of experience with another. 5. Access consciousness Its like seeing a thing and ideating something and then deciding on something, where there may or may not be each relationship among the in a higher place-said three stages.6. Narrative consciousness This stream of consciousness contains a series of thoughts from the perspective of an actual or merely virtual egotism (Dennett, 1991). Inverted Qualia It refers to a personal share of intrinsic and intricate experiences, with which cosmos decipher various external signals and respond to them, where the constitution of experience governs the nature of response. The difference in perception causes inverted qualia, as for example someone might like green tea and detest coffee for no unexplainable reasons.This trait has a strong connection with intrinsic motivation (Dennet, 1991) Absent Qualia The concept of off qualia claims that functional duplicates of a creature would do the same. As for example, if Mr. X likes tea and dislikes coffee, then his absolute clone would likewise do the same, for which the clone would not need an intricate and intrinsic package of experiences (Dennet, 1991). This concept backs the idea of getting result through extrinsic reward as for example, if Mr. X and Mr. Y do equivalent jobs under identical conditions, then if Mr. X feels satisfied wi th cash reward, Mr.Y would too follow up on the suit without a second thoughtThis study thus highlights twain 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) impulsive amourup with rewards too has its routes in their perceptions, which maintain a master list of various(prenominal) desires, and accordingly propel them to fulfill such desires. Put into an imaginary diagram, the chemical mechanism of human mind can look somewhat like infra Mechanism of Motivation Motivating ToolsFrom the organizational perspective, the ways and means to propel the employees can be many. However, the common ones among them are, 1. Rewards 2. Retention 3. Morale 5. romp-enrichment 6. Reinforcement 1. Rewards corpse Rewards or credit system has a great bearing on the emotional plane of humans. Every behavior comes out of pain and throw principle, says Khera (2004, p. 110). There can be many types of discernible 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 company (Heathfield, 2008). 3. Morale The elements like praise, love life 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 crack the employee behavior (Positive, 2000), which binds the company activities together. early(a) Factors colligate 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 employ ees, and according to Murphy (2001), belief is a thought that causes the power of subconscious mind to be distributed into all phases of life. Motivation and Reward System Reward systems are created to fuel the employee cooperation, effort and overall satisfaction 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 align rewards with group activities. The basic line of the formulating a reward structure, however, is expected to apply the common logic like optimizing the ability of the workforce as a whole, though in use it might go down to an individual, especially where the work patterns are not interdependent. This attitude commands a quick review of the nature of intrinsic and extrinsic rewards.Intrinsic Rewards Deci (1975) says that intrinsic rewards evoke a sense of personal spring i. e., an inward mechanism serving as the guiding engine for the action, where its elements a re usually intangible and working on the plane of ones perception, where the journey is existence enjoyed over the outcome. Extrinsic Rewards Extrinsic rewards are so-called to generate perceptions of external causation (Deci, 1975) by being mostly tangible in nature a hike in salary or status, or material gains in other forms. However, researchers like Guzzo, (1979) defies any segmentation in the reward system and considers it a single, usable tools to tweak the absolute frequency of desired response of the employees towards a desired direction.Researchers like hull (1943) and mule skinner (1953) placed extrinsic reward as a direct link between input and response, and their views include punishment as a stimulus too, as well subscribing to the power of stimulus. Reaction No matter how much Hull (1943) and Skinner (1953) wanted to establish extrinsic motivation as the best prompt tool to earn competitive advantage, extrinsic motivation carries a hidden cost besides the cost involved in its implementation. 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 reinforcement generates two frames for the management, like gaining control over activity or fastening 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 sum total of money for a period y, where x+y=m, m being the increased rate of ware. Before that, the situation was y=z where production was z. Now in the absence of reinforcement and with the influence 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. Conclusion 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 holy man solution under the same circumstance, where it can raise emotional accessory 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. Lead ership and Organization Development Journal, 20(6), pp. 322-331. Deci, E. and Ryan, R. (1985) Intrinsic motivation and self-determination in human behaviour. New 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, Brown 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). Why 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.