Business

Definition of motivation
For workers to deliver effectively, they need to be motivated. Motivation in work place is the use of certain values which boost personal behavior and perception towards certain things or activities (Maslow 12).
Factors of motivation
There are certain internal and external factors that influence or initiate different kinds of behavior in an organization.
1. Internal factors of motivation. The internal factors of motivation are the factors that are found deep within an individual will of doing things. Internal factors of motivation can be classified into three forms. These include the intrinsic, contribution and relational forms of motivation. Internal factors of motivation are the most productive form of motivation employers can yield from (cock 67). In intrinsic form, an individual will respond positively to a situation or an event due to the level of satisfaction heshe will get from the outcome. The form of action taken is generated by the experience extracted from the knowledge acquired in performing that task. This type of individuals tends to participate in activities that reward them personally and satisfy their curiosity. This is motivated by the urge to have fun when doing the activity and in return celebrate the achievements from the results.  In contributive form, a person is motivated by the idea that contributing positively towards the achievement of a task will bring happiness to other people. In relationship form, an individual is motivated to by the kind of relationship heshe bears with the person he she wants to please.
2. External factors of motivation.
This form of motivation is coerced by factors like attractive wage rates and work rewards, personal favors, reduced rules and regulations at work, governmental laws and various social norms in the society. Here the will of an individual to react positively to an event is based on the rewards that will be offered in exchange to the activity performed.  People will be pushed beyond their personal will in order to be rewarded in form of financial gains or respect from their peers and bosses. Mostly, negative results in organizations are experienced because people act in fear. People do not act for themselves but because of the gain heshe will get or by the rules he she are supposed to adhere to. However, motivating without rewarding will lead to no results either so strategic managers are advised to take into consideration the two forms of motivation but first start by realizing the internal factors.
Theories of motivation
In order to solve the difficulties involved in encouraging employees, several theories were put in place for managers to compare which suites their organizational needs in order to implement change.
The hierarchy of needs theory (Abraham Maslow)
Maslow characterized various types of common needs that need to be actualized before sharing. He called these needs The deficiency needs. He stated that if we can manage to satisfy this wants first, then we can manage to share with the rest. (Maslow, 12). Maslow classified his needs from the most important to the least. After reaching a level where one is self actualized, an individual starts to reach out to the rest. This is a state of happiness, increased creativity and improved interpersonal relationship.   
The two factor theory (Frederick Hertzberg)
Hertzberg stated that in an organization there are two factors which generate motivation. He realized that some led to satisfaction and others lead to dissatisfaction. He called the ones leading to dissatisfaction the hygiene factors (cock 23). He summarized these factors to the company itself and referred them as the hygiene factors. They include work conditions provided by the company, co-worker relations, wage rates, supervisory methods, rules and regulations imposed by the company and work security. He summarized the motivators into achievements in work, recognition, personal interests in the work and development gained from the work. He indicated that the motivators are simply the internal factors of motivation.
The X Y theory (McGregor)
McGregor devised that there are two types of people. He categorized those who like to work as Y and those who dislike work as X (Latham 123). He stated that group x dont like to work. They cannot work alone unless they are supervised and have to be pushed to achieve results. On contrary he described group y as being active and like to work. They perceive work to be fun and work hard towards achieving goals and objectives. Group y is very innovative and like learning new things. They accept responsibility to mistakes. Therefore McGregor recommended managers to evaluate there workers more often and do away with group x kind of people.
The theory of modifying behavior (B. F Skinner)
He advocated that managers should work on rewarding good behavior. He stated that rewarding good behavior in an organization could lead to improved performance. If an individual performs well in a particular task, the supervisor should write a note recommending him to the superiors (skinner 67). This will often lead to increased performance since human beings like to be appraised. On contrary, if the employee performs poorly in another task, then the supervisor is not supposed to recommend the negative results.
The theory of equality
People tend to compare themselves with others in the organization. The reaction of the comparison determines the form of motivation to be generated. It can either be positive or negative according to the outcome. These theory states that individual will compare themselves with others in the following situations (Reece  Rhoda 56)
Job positions  people relate there salaries to the ones of those who are in the same position.
Companies  people will relate their salaries with the ones of others in different positions in their organizations.
Market equity  comparison of wage standards between different organizations.
Cohort  people will compare their salaries with the ones of others in similar cohorts.
Self  This is evaluation of salaries offered in different times to the same person.
The response to these can lead either to a negative or positive form of motivation depending on the outcome.
Strategies of imposing motivation in the work place re-designing and empowerment
Designing a job to fit an employee in the workplace is a very important factor in enhancing productivity. An organization needs to be re-designed from time to time to create change. The first theory to be developed in re-designing jobs was the scientific theory. This recommended the use of work method analysis, the use of job specialization methods, employee rotation, enlargement and enrichment (Bauer  Erdogan 67). Work method analysis is the process of finding the best method to perform a task. Specialization means reducing a task to different categories. This reduces skills required and avoids repetition hence motivating employees. Rotating employees reduces the monotony of doing the same thing over and over again. This also leads to employees gaining knowledge on how to perform different tasks in different positions. Job enlargement means giving workers multiple tasks. These tasks enable employees to use their skills fully motivating them to work hard. Job enrichment means leaving employees to design their methods of performing tasks. This makes the employee feel in depended and trusted.
Job empowerment
This is the most rewarding form of employee motivation. Employee empowerment starts with first creating an environment of freedom and trust in the organization. Empowerment means making the employees feel equally powerful in the organizationempowermentThe removal of conditions that make a person powerless.. Empowerment gives employees the chance to participate in decision making thus making them feel appreciated and motivated to work hard. They appreciate the rules since they participated in structuring them. This form of motivation leads to increased innovative measures and commitment to the activities of the organization