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Hysteresis ‘Motivation-Work’

May 6, 2012

Hysteresis exists when the behavior of the system depends on the current conditions, as well as those of the past; the system can have many internal states. This effect is visible in case of an employee, especially when the rate of change of motivation for work is much different from his speed of adapting to new conditions. The relationship between motivation for work and results produced by an employee is a trend that could be divided in three significant areas. Areas from the extremities of the trajectory is near the origin of the coordinate axes (motivation and work are zero) and also near to work potential of the employee (his maximum productivity). The usual trajectory for human resource management is located somewhere in between the extreme zones.

Trajectory obtained by increasing the motivation to work and the other one resulted in a decrease, are different, meaning that there is a hysteresis: the same motivation of the employee, the company obtained from it a higher yield curve when the motivation is decreasing, to the growth trajectory. Starting to fall from high levels of motivation, the employee is already involved in business activities, he is integrated into his workstation, is better trained and more experienced, more related to organizational structure and technological process. During the growth trajectory of motivation the employee for work, the company achieved an increase of more accelerated its efforts in relation to the reasons given. Instead, the path loss of motivation, employee effort decreases faster than decreases motivation. In other words, no matter how high is employee motivation achieved, much more will be requested by the company, and vice versa, no matter how much it will reduce the company paid employee motivation, the employee will be able to work less and less. These correlations are not valid in the proximity of extreme values of the two curves. Increase motivation, starting from zero, there is some inertia in response employee who believes that motivation is not enough to merit the effort could make. Near his maximum capacity effort to further increase motivation does not increase equally the results. Lower motivation, the results do not decrease immediately as fast as decreased motivation, and near the other end, to the origin of axes, lower results is also slow, being dependent rather by considerations pertaining to safe operation of equipments and maintaining the operation regimes above minimum required values.


From → Mgmt & Org

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