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RUNNING HEAD: DISCUSSION BOARD FORUM 2
Discussion Board Forum 2
Byungjoo Han
Liberty University
Dr. Laurie Barnes
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DISCUSSION BOARD FORUM 2
Discussion Board Forum 2
Motivation is such an essential component of organizational behavior that I have been
needed with my experience in either military and current workplace. Kinicki and Fugate (2018)
define motivation as the psychological processes that underlie the direction, intensity, and
persistence of behavior or thought (p. 162). On the other hand, less motivated employees may
have either job dissatisfaction or burnout. My organization has a relatively good system to
motivate employees by providing many benefits such as competitively paid vacations, healthcare
plan, and continuing educations. We, as a federal employee of Veterans Affairs, have a once-a-
year opportunity of getting up to $1,000 bonus by achieving Excellent on four sections of
performance evaluation. However, they still lack extrinsic motivation due to the lukewarm
management of performance evaluation. Because of only having general goals instead of specific
and difficult lead to higher performance (Kinicki & Fugate, 2018, p. 183), many of my team
members including myself only received average performance evaluations due to central
tendency perceptual error which rated most of us as average on all elements regardless of actual
performance (Kinicki & Fugate, 2018, p. 217-218). So, no one received $1,000 bonus for the
year of 2017. Consequently, this incident led to job dissatisfaction. If our management team
applied goal-setting theory using SMART tool which is an abbreviation of Specific, Measurable,
Attainable, Result-oriented, and Time-bound, then eventually our motivations would have been
well met with them.
Dr. Fischer (2018) mentioned that the intrinsic motivation is the most effective means of
motivating employees. But in my case, extrinsic motivation is still essential. Dr. Fischer (2018)
illustrated the importance of extrinsic motivation with an example of payment program. I have
done many management tasks including organizing events, managing projects, and taking care of
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DISCUSSION BOARD FORUM 2
junior employees. Verhulst and Boks (2014) mentioned the importance of getting the advocacy
of a group of people within the organization that have the power and authority to launch a
change. By having an autonomy, my motivation and job satisfaction should be okay. But with my
current salary equivalent to the assistant position instead of project manager, this creates
discrepancy on me. To me, my organization does not achieve either internal or external equity
(Fischer, 2018). Some study suggested that the results indicate that monetary rewards in the form
of salary raises do impact faculty intended retention; however, perception of fairness of these
salary raises is more important than the actual raises (Gevrek, Spencer, Hudgins, & Chambers,
2017). My organization should implement this as well. Having perception of fairness of salary
will significantly increase the motivation of employees. Currently, my motivation toward the
organization and the task is not as high as I expected due to these reasons.
However, I must acknowledge myself as a God's disciple. The scripture says, "So,
whether you eat or drink, or whatever you do, do all to the glory of God." (1 Corinthians 10:31,
English Standard Version). I should do my best in our job to reflect the love of Christ. The
scripture also says, "He who loves money will not be satisfied with money, nor he who loves
wealth with his income; this also is vanity." (Ecclesiastes 5:10, English Standard Version). I
should not follow the monetary rewards for every aspect of my life. It is difficult to follow
Christ and live in this modern world. I should balance the personal desire of financial rewards
and spiritual rewards.
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DISCUSSION BOARD FORUM 2
References
Fischer, F. (2018). Lesson 3 – Motivation in the workplace [Presentation]. Retrieved from
https://learn.liberty.edu/bbcswebdav/pid-21523779-dt-content-rid-207207385_1/xid-
207207385_1
Gevrek, D., Spencer, M., Hudgins, D., & Chambers, V. (2017). I can't get no satisfaction: The
power of perceived differences in employee intended retention and turnover. Personnel
Review, 46(5), 1019.
Kinicki, A., & Fugate, M. (2018). Organizational behavior: A practical, problem-solving
approach plus connect. New York, NY: McGraw-Hill Education.
Verhulst, E., & Boks, C. (2014). Employee empowerment for sustainable design. The Journal of
Corporate Citizenship, (55), 73.
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