How can managers best ensure that employees are motivated at work?There are two reasons why people they do something, firstly because they want and are willing to do it, secondly because they do it I have no choice. If people do things when they have to, chances are they won't do more than necessary and will stop doing as soon as they can. Therefore, the term “motivation” is introduced, to make people eager and willing to do things. This essay will examine how the best managers can ensure that their employees are motivated at work, because this is important for an organization to achieve its goals. Before we begin, we need to clarify the term: motivation. Motivation deals with a set of independent/dependent variable relationships that explain the direction, magnitude and persistence of an individual's behavior, holding constant the effects of attitude, ability and ability. understanding the task and the constraints operating in the environment. To begin with, traditional Theory The only reason they work is to get rewards (simply in money). In this case, managers must constantly monitor their staff. In stark contrast to Theory X, Douglas McGregor introduced a total difference called Theory Y. He believes that people want to work and learn, not just to get paid, personal development is more important. important to them, they love to work while challenging themselves. Therefore, what managers do is design the plan to achieve the best outcome, both for the employees and the organization, and ensure that the plan works well. The above two paragraphs clearly show a relationship between employers and employees. ......logy2. Motivation and commitment in the context of the employment relationship. Lecture Notes CBS CB519. Page33. Employee motivation, organizational environment and productivity. Section 2: employee motivation. http://www.accel-team.com/motivation/index.html4. Maslow, A.H. (1943), “A theory of human motivation,” psychological review. Page 50.5. Guest, D. E. and Conway, N. (2002), Work pressure and the psychological contract. London: CIPD.6. Makin et al., Organizations and the psychological contract. Page 130.7. 2005 The Institute of Electrical Engineers, http://www.iee.org/OnComms/Circuit/jobs/careerladder/entering_management/psychological_contract.cfm8. Rousseau, D. M. (1995) Psychological contracts in organizations.9. Hackman, J. R., & Oldham, G. R. (1980). Work redesign, Reading, MA.10. Adam, J. S. (1963), Toward an understanding of inequity.