Positive Motivation in Education and Its Impact Assignment Sample

Subject Name : Accounting & Finance

Positive Motivation

Is the organizational behaviour concept that engages in inspiring others to change their behaviour or making individuals complete tasks by luring them with the promotion or any other profits (Hossain & Urme, 2022). I got the chance to teach this concept in high school. In order to motivate students, I told them that I will offer prizes to students who score higher grades. I worked well in improving the performance of students. It also helped in creating a positive attitude and a highly productive school environment. Positive motivation is a form of motivation that lay emphasis on determining the best outcome. It is significant as it may help in building confidence, raise productivity and enhance morale.

Diversity in the workplace is referred to the company that intentionally employs a workforce consisting of individuals of varying religions, gender, age, ethnicity, race, education, sexual orientation and other features (Cho et al., 2017). In the workplace, I used to hire people belonging to diverse backgrounds as they will bring unique and new perspectives and raise work productivity. Herein, employees see a representation of a wide array of thinking, and I will likely sense more comfortable being myself, directing to much better performance of employees. As everybody knows, companies laying focus on diversity is not just the smart step to do for the success of business, but also the correct thing to do for humanity (Marchington et al., 2016). A workplace that is open to diversity has a greater chance of attracting a broader range of talented applicants.

Attitude is an integral feature trait of an individual and it influences how the person can behave in the social environment (Sari & Ali, 2022). Three components of attitude include –

The cognitive component focuses on attributes, thoughts and beliefs an individual may link with the object. It intends to impact the general knowledge of the person with regard to thoughts and beliefs and govern social behaviour (Friedenberg et al., 2021).
The affective component is where the individual feels emotionally attached to the person. It majorly lay emphasis on the feelings and emotions of a person and intends to bring that to the surface.
The behaviour component focuses on the tendencies of the individual to behave in a specific manner towards the person (Steers & Sanchez-Runde, 2017). It tends to depict the main motivation of an individual for a long or short duration.

Attitude is a major part of job satisfaction when an individual links themselves with the job. Any person that considers their job respectable in the workplace can behave in several ways that indicate several 3 elements of attitude. I behave positively regarding the know-how of their job; it acts as the part of cognitive component. I feel happy doing my respectable job, and this reflects an affective component. I keep myself motivated in my job role and responsibilities and this indicates a behavior component.

References

Cho, S., Kim, A., & Mor Barak, M. E. (2017). Does diversity matter? Exploring workforce diversity, diversity management, and organizational performance in social enterprises. Asian Social Work and Policy Review, 11(3), 193-204.

Friedenberg, J., Silverman, G., & Spivey, M. J. (2021). Cognitive science: an introduction to the study of mind. Sage Publications.

Hossain, M. Z., & Urme, U. N. (2022). Impact of Incentive Programs on Organizational Growth: A Case Study. ABC Research Alert, 10(1), 17-30.

Marchington, M., Wilkinson, A., Donnelly, R., & Kynighou, A. (2016). Human resource management at work. Kogan Page Publishers.

Sari, D. P., & Ali, H. (2022). Literature Review Measurement Model of Individual Behavior and Organizational Citizenship Behavior: Individual Characteristics, Work Culture and Workload. Dinasti International Journal of Management Science, 3(4), 647-656.

Steers, R. M., & Sánchez‐Runde, C. J. (2017). Culture, motivation, and work behavior. The Blackwell Handbook of cross‐cultural management, 190-216.