Psychological Capital Results
There are certain aspects of my Psychological Capital results that I agree will while others I do not. For instance, in psychological resilience I do believe my actions score than just a moderate result. I am capable of powering through adversities and particularly be able to commit to my desired goals (Wang, Sui, Luthans, Wang, & Wu, 2014). In this case, this is probably because of my optimism towards life. I do belief that life has its own causing us to experience a rollercoaster of emotions so that in the end we can have a better moment. Through those moments of sadness and despair my attitude is that there is a good outcome just around the corner. Unfortunately, this was registered as my lowest score.
Strategies to Advance your Career
Self-efficacy is a good option of advancing my career by presenting a bold and self-confident attitude in my ability to tackle the intended task. To effectively identify ways of improving my skills in my career I could improve my level of qualification (Wang et al., 2014). In this case, once I tell an interviewer that I am really good at my job he or she will use my certification as a clear evidence of the same. Resilience could also help in advancing my career by showing how well I can cope with adversities at the workplace. I will refrain from engaging in wrangles with other workers while I attempt to provide them with the same skills to ensure cohesive relations between staff members.
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Goal-Setting to Increase Motivation and Improve Job Performance
There is nothing at the work-place that motivates an individual more than achieving goals. Therefore, to increase the motivation of a worker, direct supervisors may set short-term goals that can easily be attained. These goals could be achieved in a month or even a weak but should be significant enough to prompt an individual to keep moving forward. In this way, goal-setting also becomes a means of improving job performance (Wang et al., 2014). An employee will have the opportunity to assess their performance based on the current achievement. If it took three weeks to achieve a goal required within a month, it is becoming evident that the worker’s performance exceeds expectations.
Employee Engagement and Job Satisfaction on Job Performance
Employee engagement refers to the relationship between organization and the worker where the right conditions are available to guarantee the latter is committed, gives their best and upholds the values and goals of the company. Such conditions include integrity, trust and communication. Job satisfaction refers to the feeling of being content with one’s job or simply loving what you do (Brunetto, Teo, Shacklock, & Farr ‐ Wharton, 2012). Similar factors as that for employee engagement help realize this feeling but may also add on to security, career path and pay benefits. In this case, the conditions for employee engagement and job satisfaction influence one to undertake their work very seriously and with a greater intent to achieve the goals and vision set by the organization.
Motivational Theories and Job Performance
Extrinsic motivation identifies the behavioral attitude that is drawn from rewards that are mainly external including salary, fame, and praise. This theory of motivation identifies that these external rewards are a good way of motivating workers. In this case, it is impossible to get the best out of the senior manager when his salary is the same as that of his assistant or junior worker (Landy, & Conte, 2016). Therefore, the organization should develop equal pay packages that will allow for effective competition and significant motivation to perform even better.
Intrinsic motivation is the complete opposite of the above, as it involves the behavior exhibited due to the rewards from within (Landy, & Conte, 2016). Such cases may refer to creative careers or ones where critical thinking is necessary. A doctor who is driven intrinsically to achieve new challenges will not consider salary as a primary factor for taking up a job. In fact, some may take lower pay so as to challenge themselves as they seek to achieve a better outcome for themselves or others. Intrinsic motivation helps achieve a long-lasting drive to achieve more.
McGregor's Theory X and Theory Y stress two significant elements of motivation for the workers. In theory X, the employees are not willing to work however, with the presence of external motivation like salary or punishment; they are prompted to undertake their particular roles. On the other hand, theory Y identifies role played by job satisfaction and ability of employees to take on tasks without supervision (Landy, & Conte, 2016). It is essential to evaluate the workforce to recognize the nature of their behaviors and implementing an appropriate management style.
Maslow's needs hierarchy is a motivational theory depicting the human needs in a five-tier model within a pyramid. The creator of the theory indicated that persons are motivated to fulfill particular needs with some coming before others (Landy, & Conte, 2016). In this case, the most basic is for physical survival through food, shelter, water and clothing. This need is followed by safety, love and belonging, esteem, and self actualization needs. The first four are depicted as deficiency needs as they show something lacking in the lives of the people. However, the top level is a being needs depicting it is not always necessary. In this theory, job performance is achieved once basic needs are met and motivation increases once the lower level ones are met.
Acquired needs theory was coined by David McClelland indicating that the life experiences of an individual significantly influence their needs as time passes by. There are there primary categories of needs including; need achievement, need affiliation and need power (Landy, & Conte, 2016). Achievers are driven to succeed so as to receive recognition for their effort, hence will seek low risk tasks. Affiliation seekers intend to realize cohesive relationships with others hence prefer excelling as a group and fear standing out. For the power hungry, they seek to achieve power to exert control over others or achieve greater goals. In each case, the drivers for motivation increase performance of an individual as they provide a goal to realize.
References
Brunetto, Y., Teo, S. T., Shacklock, K., & Farr ‐ Wharton, R. (2012). Emotional intelligence, job satisfaction, well ‐ being and engagement: explaining organizational commitment and turnover intentions in policing. Human Resource Management Journal , 22(4), 428-441.
Landy, F. J., & Conte, J. M. (2016). Work in the 21st Century, Binder Ready Version: An Introduction to Industrial and Organizational Psychology . New York: John Wiley & Sons.
Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes. Journal of Organizational Behavior , 35(1), 5-21.
