. . . . . . . . . . . . . . . . . . . . . . "54938"^^ . "Slovo \u201Emotivace\u201C m\u00E1 p\u016Fvod v latinsk\u00E9m \u201Emovere\u201C \u2013 h\u00FDbati, pohybovati. Je obecn\u00FDm ozna\u010Den\u00EDm pro v\u0161echny vnit\u0159n\u00ED podn\u011Bty, kter\u00E9 vedou k ur\u010Dit\u00E9 \u010Dinnosti, k ur\u010Dit\u00E9mu jedn\u00E1n\u00ED. Dle Bedrnov\u00E9 a spol. (2012) jsou motivy rozd\u011Bleny na souvisej\u00ED s prac\u00ED samotnou, tzv. motivace intrinsick\u00E1 \n* pot\u0159eba \u010Dinnosti v\u016Fbec \u2013 pot\u0159eba \u201Ezbavit se\u201C nadbyte\u010Dn\u00E9 energie \n* pot\u0159eba kontaktu s druh\u00FDmi lidmi \u2013 za intrinsick\u00FD motiv je pova\u017Eov\u00E1na zvl\u00E1\u0161t\u011B u t\u011Bch povol\u00E1n\u00ED, jejich\u017E z\u00E1kladn\u00EDm pracovn\u00EDm obsahem je pr\u00E1v\u011B kontakt s lidmi \n* pot\u0159eba v\u00FDkonu \u2013 jej\u00EDm\u017E v\u00FDznamn\u00FDm aspektem je radost \u010Di uspokojen\u00E1, kter\u00E9 \u010Dlov\u011Bku p\u0159in\u00E1\u0161\u00ED pro\u017Eitek \u00FAsp\u011B\u0161n\u00E9ho v\u00FDkonu \n* touha po moci \u2013 jej\u00ED\u017E uspokojen\u00ED alespo\u0148 v ur\u010Dit\u00E9 m\u00ED\u0159e nab\u00EDzej\u00ED vy\u0161\u0161\u00ED pozice v hierarchii pracovn\u00EDch pozic \n* pot\u0159eba smyslu \u017Eivota a seberealizace \u2013 jej\u00ED\u017E uspokojen\u00ED nab\u00EDz\u00ED pr\u00E1ce poskytov\u00E1n\u00EDm p\u0159\u00EDle\u017Eitost\u00ED k \u010Dinnostem, kter\u00E9 jsou smyslupln\u00E9, jejich\u017E v\u00FDsledky jsou hodnotn\u00E9 a v nich\u017E \u010Dlov\u011Bk nejen prok\u00E1zat sv\u00E9 osobn\u00ED kvality, ale jejich\u017E v\u00FDkonem m\u016F\u017Ee sv\u00E9 osobnostn\u00ED p\u0159edpoklady d\u00E1le rozv\u00EDjet. A tak\u00E9 na motivy, kter\u00E9 naopak le\u017E\u00ED mimo vlastn\u00ED pr\u00E1ci, tzv. motivace extrinsick\u00E1 \n* motiv pen\u011Bz \n* motiv jistoty \u2013 kter\u00E1 je do jist\u00E9 m\u00EDry identick\u00E1 s pot\u0159ebou pen\u011Bz, je v\u0161ak v\u00EDce spojena s budoucnost\u00ED \u010Dlov\u011Bka \n* motiv sebepotvrzen\u00ED \u2013 spojen s presti\u017E\u00ED zast\u00E1van\u00E9 pracovn\u00ED \u010Di jin\u00E9 spole\u010Densk\u00E9 pozice \n* motiv soci\u00E1ln\u00EDch kontakt\u016F \u2013 pro jej\u00ED\u017E uspokojen\u00ED poskytuje pr\u00E1ce a v\u0161e, co s n\u00ED souvis\u00ED \n* sexualita \u2013 mo\u017Enost nav\u00E1zat kontakty Teorie motivace zkoum\u00E1 proces motivov\u00E1n\u00ED, proces utv\u00E1\u0159en\u00ED motivac\u00ED. Vysv\u011Btluje, pro\u010D se lid\u00E9 p\u0159i pr\u00E1ci ur\u010Dit\u00FDm zp\u016Fsobem chovaj\u00ED, pro\u010D vyv\u00EDjej\u00ED ur\u010Dit\u00E9 \u00FAsil\u00ED v konkr\u00E9tn\u00EDm sm\u011Bru. Popisuje to, co mohou organizace ud\u011Blat pro povzbuzov\u00E1n\u00ED lid\u00ED, aby uplatnili sv\u00E9 schopnosti a vyvinuli \u00FAsil\u00ED zp\u016Fsobem, kter\u00FD podpo\u0159\u00ED spln\u011Bn\u00ED c\u00EDl\u016F organizace i uspokojen\u00ED jejich vlastn\u00EDch pot\u0159eb. Podle Armstronga (2007) mezi nejvlivn\u011Bj\u0161\u00ED teorie pat\u0159\u00ED: Teorie instrumentalisty \u2013 tvrd\u00ED, \u017Ee odm\u011Bny nebo tresty slou\u017E\u00ED jako prost\u0159edek k zabezpe\u010Den\u00ED toho, aby se lid\u00E9 chovali nebo konali \u017E\u00E1douc\u00EDm zp\u016Fsobem. Teorie zam\u011B\u0159en\u00E9 na obsah \u2013 zam\u011B\u0159uje se na obsah motivace. Tvrd\u00ED, \u017Ee motivace se v podstat\u011B t\u00FDk\u00E1 podnik\u00E1n\u00ED krok\u016F za \u00FA\u010Delem uspokojen\u00ED pot\u0159eb a identifikuje hlavn\u00ED pot\u0159eby, kter\u00E9 ovliv\u0148uj\u00ED chov\u00E1n\u00ED. Tak\u00E9 je zn\u00E1m\u00E1 jako teorie pot\u0159eb. Teorie zam\u011B\u0159en\u00E9 na proces \u2013 zam\u011B\u0159uje se na psychologick\u00E9 procesy ovliv\u0148uj\u00EDc\u00ED motivaci a souvisej\u00EDc\u00ED s o\u010Dek\u00E1v\u00E1n\u00EDmi, c\u00EDli a vn\u00EDm\u00E1n\u00EDm spravedlnosti."@cs . . . . . . . . . "Work motivation"@en . . . . . "Motivace v pracovn\u00ED \u010Dinnosti"@cs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . "1095833395"^^ . . . . . "35231573"^^ . . . . "Work motivation \"is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration.\" Understanding what motivates an organization's employees is central to the study of I\u2013O psychology. Motivation is a person's internal disposition to be concerned with and approach positive incentives and avoid negative incentives. To further this, an incentive is the anticipated reward or aversive event available in the environment. While motivation can often be used as a tool to help predict behavior, it varies greatly among individuals and must often be combined with ability and environmental factors to actually influence behavior and performance. Results from a 2012 study, which examined age-related differences in work motivation, suggest a \"shift in people's motives\" rather than a general decline in motivation with age. That is, it seemed that older employees were less motivated by extrinsically related features of a job, but more by intrinsically rewarding job features. Work motivation is strongly influenced by certain cultural characteristics. Between countries with comparable levels of economic development, collectivist countries tend to have higher levels of work motivation than do countries that tend toward individualism. Similarly measured, higher levels of work motivation can be found in countries that exhibit a long versus a short-term orientation. Also, while national income is not itself a strong predictor of work motivation, indicators that describe a nation's economic strength and stability, such as life expectancy, are. Work motivation decreases as a nation's long-term economic strength increases. Currently work motivation research has explored motivation that may not be consciously driven. This method goal setting is referred to as goal priming. Effects of primed subconscious goals in addition to goals that are consciously set related to job performance have been studied by Stajkovic, Latham, Sergent, and Peterson, who conducted research on a CEO of a for-profit business organization using goal priming to motivate job performance. Goal priming refers to the achievement of a goal by external cues given. These cues can affect information processing and behaviour the pursuit of this goal. In this study, the goal was primed by the CEO using achievement related words strategy placed in emails to employees. This seemingly small gesture alone not only cost the CEO very little money, but it increased objectively measured performance efficiency by 35% and effectiveness by 15% over the course of a 5-day work week. There has been controversy about the true efficacy of this work as to date, only four goal priming experiments have been conducted. However, the results of these studies found support for the hypothesis that primed goals do enhance performance in a for-profit business organization setting. It is important for organizations to understand and to structure the work environment to encourage productive behaviors and discourage those that are unproductive given work motivation's role in influencing workplace behavior and performance. Motivational systems are at the center of behavioral organization. Emmons states, \u201CBehavior is a discrepancy-reduction process, whereby individuals act to minimize the discrepancy between their present condition and a desired standard or goal\u201D (1999, p. 28). If we look at this from the standpoint of how leaders can motivate their followers to enhance their performance, participation in any organization involves exercising choice; a person chooses among alternatives, responding to the motivation to perform or ignore what is offered. This suggests that a follower's consideration of personal interests and the desire to expand knowledge and skill has significant motivational impact, requiring the leader to consider motivating strategies to enhance performance. There is general consensus that motivation involves three psychological processes: arousal, direction, and intensity. Arousal is what initiates action. It is fueled by a person's need or desire for something that is missing from their lives at a given moment, either totally or partially. Direction refers to the path employees take in accomplishing the goals they set for themselves. Finally, intensity is the vigor and amount of energy employees put into this goal-directed work performance. The level of intensity is based on the importance and difficulty of the goal. These psychological processes result in four outcomes. First, motivation serves to direct attention, focusing on particular issues, people, tasks, etc. It also serves to stimulate an employee to put forth effort. Next, motivation results in persistence, preventing one from deviating from the goal-seeking behavior. Finally, motivation results in task strategies, which as defined by Mitchell & Daniels, are \"patterns of behavior produced to reach a particular goal."@en . . . . . . . . . . "Work motivation \"is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration.\" Understanding what motivates an organization's employees is central to the study of I\u2013O psychology. Motivation is a person's internal disposition to be concerned with and approach positive incentives and avoid negative incentives. To further this, an incentive is the anticipated reward or aversive event available in the environment. While motivation can often be used as a tool to help predict behavior, it varies greatly among individuals and must often be combined with ability and environmental factors to actually influence behavior and performance. Results from a 2012 study, whic"@en . . . . . . "Slovo \u201Emotivace\u201C m\u00E1 p\u016Fvod v latinsk\u00E9m \u201Emovere\u201C \u2013 h\u00FDbati, pohybovati. Je obecn\u00FDm ozna\u010Den\u00EDm pro v\u0161echny vnit\u0159n\u00ED podn\u011Bty, kter\u00E9 vedou k ur\u010Dit\u00E9 \u010Dinnosti, k ur\u010Dit\u00E9mu jedn\u00E1n\u00ED. Dle Bedrnov\u00E9 a spol. (2012) jsou motivy rozd\u011Bleny na souvisej\u00ED s prac\u00ED samotnou, tzv. motivace intrinsick\u00E1 A tak\u00E9 na motivy, kter\u00E9 naopak le\u017E\u00ED mimo vlastn\u00ED pr\u00E1ci, tzv. motivace extrinsick\u00E1 Teorie motivace zkoum\u00E1 proces motivov\u00E1n\u00ED, proces utv\u00E1\u0159en\u00ED motivac\u00ED. Vysv\u011Btluje, pro\u010D se lid\u00E9 p\u0159i pr\u00E1ci ur\u010Dit\u00FDm zp\u016Fsobem chovaj\u00ED, pro\u010D vyv\u00EDjej\u00ED ur\u010Dit\u00E9 \u00FAsil\u00ED v konkr\u00E9tn\u00EDm sm\u011Bru. Podle Armstronga (2007) mezi nejvlivn\u011Bj\u0161\u00ED teorie pat\u0159\u00ED:"@cs . . . . . . .