IndexIntroductionLiterature ReviewSummaryMy topic selection, Application of Work Motivation Theories to Business Situations, has many directional reasons why I chose this topic for my article. This theory is very interesting as industrial organizational psychologists must match the right motivation tactic to the right field of work, allowing for variations throughout the process as situations and employees can move from one process needed to be successful to another. I chose this process because in the military the workplace situation can change dramatically and have lasting effects on both personnel and resources. In the office where I work, we have employees who are in their sixties and airmen as young as 18. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay. These individuals are unique and would have different motivational approaches/processes for each to succeed and meet mission requirements. I believe this topic is the cornerstone of any successful organization be it civilian, military, public or private. Not paying attention to this theory and not allowing it to be flexible could also lead to mission failure and, in the case of the military, loss of equipment, lives, and the likelihood of losing the conflict altogether. Theories on work motivation can be divided into several elements. Each element is as important as the other. The first element is that the leader/supervisor must state or specify the individual/independent determinants or variables that influence the flow of behavior. Second, the theory must list and/or describe the nomological network of relationships between the latent variables and the implications or rather the outcomes of these relationships for observable behavior. Third, the leader/supervisor must specify the motivational consequences, dependent variable, or behaviors that are most likely to be affected by changes in the motivational system (Kanfer, 1990). IntroductionThe following is a summary of the references selected for the search. In each article a new direction towards the theory is found, but they all point to the conclusion that without applying work motivation theories to business situations, leaders and supervisors may miss the opportunity to tackle the problem head on. Or miss the opportunity to lead by example, reward those individuals who go beyond the standard work ethic or fail to bring new ideas that could revolutionize the workplace. Literature Review According to Buchner (2007), performance management has been identified as a management use of processes designed to optimize human/technical performance in a given organization. Process reliability is on point. Once this definition is established, organizational performance management can carry an unfavorable label if the process is considered accordingly from the reporting perspective, as it could be inferred as an unfavorable act performed towards people. Modern and progressive actions foreground the communication part, as a process of establishing an understanding of what is to be achieved and how it is to be achieved. Furthermore, as an approach to managing certain people, certain ways increase the achievement of success. While this is a better process, this definition continues to represent a top-down orientation. Champoux (1991) states that the theory ofOccupational characteristics of work motivation has enjoyed repeated examination since it was adopted in the early 1980s. When conducting research, two types of analytical strategies, moderator variable and similarities between individual independent and individual dependent variables. A closer look at the theory shows that it lists multivariate connections between both sets of variables. The theory shows a series of five fundamental job characteristics to show the level of a series of three critical psychological characteristicsstates. The variety of skills, the identity/meaning of the task are mostly related to the reliability of the work. In his research, Eden (1988) shows that the Pygmalion, goal setting, and need for recognition approaches use performance effort expectancy to explain work motivation. The motivation to show effort is distinguishable from the effort to choose a specific task. What is expected is identified as both a stable trait and a changing state. One conclusion of several hypotheses comes from expectancy/outcome theory. The motivation is justified. An intertwined model assumes that raising the level of expectations and setting difficult-to-achieve goals means strengthening efforts that can increase production. Gagné (2015) defines self-determination theory as human motivation that is increasingly used by organizations to make strategic human resources decisions and educate and train managers. It is defended by a look at the quality of worker motivation versus a look at quantity. Employee motivation focused on meaning and interest has proven to be more important than motivation based on pressure and rewards. Work environments that make workers feel included, free to make their own decisions, and connected to others facilitate the right kind of work values, goals, and motivation. Green, Finkel, Fitzsimons & Gino (2017) writes that the main characterization of the work ethic as a positive emotional state requires an important qualification: disengagement, that is, a state of low or limited energy. Disengagement comes to light when positive emotions disappear. However, it can be observed that dedication and persistence sometimes go hand in hand with negative affect, which suggests that work commitment can have both a positive and negative element. For example, an employee may work on a problem to solve, and this can be positive or negative depending on the task. Griffin and Wayne (1985) believe that the value of work motivation is that the motivation itself presents an overview of the lead theories of motivation, discusses and evaluates the research to give credibility to the theories, and identifies the true value of the theories for leaders/managers. Its coverage is unparalleled and has identified future directions for theory and research. Harrison (2007) states in his review that goal setting and self-efficacy are at the heart of work motivation. While reinforcement principles are important, they are not vital for some employees. We can talk about the role of organizational vision in work motivation, but this is not the foothold we need in work motivation. You need to look for social exchange theory as the theory can not only support goal setting but also self-efficacy. Looking at a different theory, Howard, Gagné, Morin, and Broeck (2016) state that self-determination theory questions that some individuals experience different types of motivation to varying degrees. Although these types of motivation have been shown to show different results, it has been lentlittle attention to how they react within individuals. The studies highlight the presence in the same temporal approach of certain types of motivation within employees using a personal approach on two samples of workers from different areas of the globe. Four motivation profiles of the same style were found across multiple samples, representative of the motivation, relationship-regulated, and uniquely motivated employees. Kanfer (2009) Talks about the study of the progress of motivation at work as it comes through the inspiration that comes from creating new realizations between scientific understanding and practical consideration and use. Using practical concerns related to work motivation with everyday concerns related to work motivation with modern scientific trends to encourage leaders/supervisors in developing new research programs in the field can lead to new work motivations, theories and possible new ways to limit loss but gain new perspectives. Kanfer & Ackerman(2004) go on to state that adult developmental mechanisms linking lifespan are critical as we are in a cross culture as the age range of employees varies greatly. When addressing the issue of correlated changes in motivation, it is suggested that contemporary, process-oriented theories of work motivation are insufficient to identify the causes of age-related differences in work progression and/or motivation. It is known that older workers, in the same arena as younger workers, are often more reluctant to engage in new skills training. This is where social exchange theory would be beneficial for both younger workers and those planning for retirement. Latham & Pinder (2005). Talks about various theories that talk about motivation. These are goal setting, social cognition, and organizational justice. Lately, behaviorism and expectancy theory have been replaced by goal setting and social theories. The ability to predict, understand and influence motivation in the workplace is increased by paying attention to an employee's motivation. The dependent variables historically studied were limited to traditional measures of job performance and satisfaction; today's dependent variables range from citizenship to counterproductive behavior. Locke and Latham (2004) discuss six recommendations for building theories of work motivation that are valid, comprehensive, broad-based, and useful compared to existing theories. These include integrating existing theories that can build the theory of work motivation, creating a borderless science of work motivation, studying the types of relationships that might exist between general and situation-based motivation, specific motivation, studying both conscious and subconscious motivation, use introspection in theory building, and finally highlight the role of volition in human action in formulating theories. The concept of motivation can refer to internal factors that impede action and external factors that can act as incentives for action. The aspects of action that influence motivation are duration, intensity and direction. Motivation will influence how people learn their skills and abilities, but also how and to what extent they use what they have learned in a given situation. Maclagan (2003) states that the concept of self-actualization may be the best way forward. This is defined asrealization of the individual's potential in work, which could also be the idea of ​​self-realization that one should treat everyone as an "end" and not simply as a means. In operationalizing the concept of self-actualization, researchers should recognize this moral potential. Furthermore, the apparent interchangeability of the terms self-realization and self-realization and the use of the latter in the ethical context provides further support to the claim that self-realization applied to human beings necessarily involves the recognition of our moral potential. Michaelson (2005) adds to motivational psychology by discussing the significance of work motivation. This is the focus of this entire article, as motivation at work is important. One might understand that the lack of emphasis on this question comes from a thought process that the answer is obvious: we need to motivate workers to increase productivity. The motivation of leaders and/or managers to respond is believed to be to improve individual and group performance, while the drive of researchers is to support theories of effective management. There is a lack of attention to the issue as if it were a normal issue. This may be notable, since the editors establish a direct link between early developments in motivation theory and a background in philosophical and psychological ethics. The ethical theory of work motivation is important because motivational efforts can exert control over individual moral autonomy. Every company must worry about service, including external and internal. Otherwise, staff will turn to unions or more stable institutions such as the government. In today's climate, again noting that this article was prepared in 1967, the critical long-term considerations are those closely tied to social rather than economic goals. Unless senior managers/leaders of large global corporations reflect and act accordingly, the question arises whether global society will adapt to and/or tolerate aggregations of economic resources under the absolute control of corporate managers, e.g. the collapse of Enron and several companies along Wall Street in recent years. Raymond and Donna (1990) consider work motivation to be simplistic. One view was that the key to motivating people in the workplace was a behavioral version of carrots and sticks: paying people to be good workers and punishing or firing them for being otherwise. In contrast was the idea that a happy worker is a good worker, a notion that has been criticized as the core of the naïve human relations movement. Eventually the validity of both formulations was called into question by empirical results. Reinhardt & Wahba (1975) state that expectancy theory is a widely studied theory of motivation. Although the assumptions of the concept of motivation limit its explanations to the rational part of human behavior, the concept of motivation has served as the basis for research in areas as diverse as decision making, learning theory, verbal conditioning, motivation to success, social power, coalition formation, organizational attitudes and behaviors. Industrial and organizational psychologists have relied on Vroom's original model to describe and predict a wide variety of work-related variables. Sinangil (2008) shows us that people must see the relationship between what they do and the outcome they can expect; and must have high self-efficacy (task-specific confidence) that the outcome or goal can be achieved. Furthermore, we learn that the high-performance cycle,.