Systems Theory Paper - 833 Words

Systems Theory Paper Communication is essential in our society today. There are many different types and methods of communication that people use. Throughout life, people learn to use communication in order to interact in the everyday world. People form groups to place themselves where they think they belong in society. Whether people know they are doing it or not, they consciously or subconsciously place themselves into certain groups. There are many different reasons for people to join different groups, these being for learning, activity, personal growth, and problem solving. Members of groups must all contribute in order to complete a task. People can have both positive and negative effects on groups. There are many concepts that†¦show more content†¦The ripple effect is a strong element that can be a good or bad thing for groups. Another element that is important in groups and systems is dynamic equilibrium. Dynamic equilibrium deals with managing stability and change within a group. If a g roup doesn’t manage their equilibrium, than they will be affected negatively. However, if their equilibrium is managed than they won’t run into any problems. For example, if there is too much stability in a group than it is not healthy, and if there is too much change in a group than it can be overwhelming and things may get out of hand. There is a certain medium that a system should be at in order to promote growth and success within that group. For example, if a sports team decides to never practice than they will not grow or excel, but if they practice too much than they will be tired for the game and will not perform as well. Dynamic equilibrium is an important element within systems. Finally, an essentially important element within systems is the group size and complexity. The more members that a group has, the more complex problems they are going to have to deal with. Size is a critical element in any human system. For example, even with such a basic group need t o schedule meetings, as the size of the group increases, problems increase. The more people that are in a group, the more people that are not going to be able to meet on a certain date.Show MoreRelatedSystems Theory Paper2183 Words   |  9 PagesWeek Four: Systems Theory Paper Nisselly Rossell, Keri Welborn, Christie Alston, Kristy Monroe, Jennifer Bourne, Melanie Hines BSHS/312 Models of Helping People Systems Theory Paper â€Å"Those who study systems theory tends to view any system as the result of a dynamic interrelationship between its component parts and its whole. They view the parts as mutually determinate with the whole. Social workers utilizing systems theory view societies and social groups as dynamic systems. 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Alzheimer s Disease ( Ad ) - 1067 Words

Imagine going to the corner store that you have gone to for the past twenty years, once there, you forget how to get home. Imagine going to your grandson’s football game, once there, you forget that your grandson is the boy wearing the number seven on his jersey. Imagine being hungry, going into the kitchen and putting a pot of soup on the stove, once there you forget you are hungry and decide to go to bed. This is life with Alzheimer’s disease (AD). Alzheimer’s disease (AD) is a brain disease that slowly eradicates recollection, thinking skills and slowly the ability to perform menial tasks. Alzheimer’s disease is classified as the loss of cognitive functioning-thinking, remembering, and reasoning- and behavioral abilities to such an†¦show more content†¦The distinction between the different forms of dementia and AD is marked by the course of the disease’s progression. Alzheimer’s disease was named after Dr. Alois Alzheimer, who in 1906 diagnosed changes in the mental status of one of his patients, before and after death, upon dissection of her brain. The symptoms included memory loss, language problems, unpredictable behaviors and mental acuity difficulty. Observing the cross section of a healthy brain and one of an AD patient indicate atrophy of brain tissue. The location of the shrinking indicates the severity of the type of dementia and magnitude of AD. The beginning stages of AD usually take place in the hippocampus portion of the brain. This is the region of the brain where memories are formed. During the atrophy of the disease this area begins to shrink and throughout the duration of the disease it shrinks to the point where this region has little to no functionality. Memory problems are the first signs of cognitive impairment related to Alzheimer’s disease. (**4) However, the symptoms vary from person to person. It does not necessarily have to memory that is an initial symptom. The majority of dementia takes place in the brain. It is the location in the area of the brain atrophy as well as the amount of the brain that is affected that produce patient symptoms. The brain’s 100 billion nerve cells (neurons)

An Approach Model for Employees’ Improving Quality of Work Free Essays

string(98) " of the comments mirrored those that were made in the QWL Teams and Strategic Planning Committee\." Iranian J Publ Iranian J Publ Health, Vol. 36, No. 4, 2007, pp. We will write a custom essay sample on An Approach Model for Employees’ Improving Quality of Work or any similar topic only for you Order Now 81-86 Health, Vol. 36, No. 4, 2007, pp. 81-86 Original Article An Approach Model for Employees’ Improving Quality of Work Life (IQWL) *H Dargahi 1, J Nasle Seragi 2 1 Dept. of Health Care Management, School of Allied Health Medicine, Medical Sciences/University of Tehran, Iran 2 Dept. of Occupational Health, School of Public Health, Medical Sciences/University of Tehran, Iran Abstract ch Keywords: Quality of life, Model, Employees, Iran ive Background: Organizational features can affect how employers view on their QWL is an important consideration for employees interested in improving employees’ job satisfaction. The research reported here aimed to provide the processes used to investigate and implement a pathway for TUMS Employees Improving of Quality of Work Life as an approach model. Methods: A Quality of Work Life Strategic Planning Committee was formed to focus on enhancing TUMS employees’ quality of work life. In the next step 30 QWL teams consisting of managers and employees were conducted in each of 15 as all of TUMS Hospitals. Committee members identified similar key themes of dissatisfaction. Based on the key themes identified, a survey was developed by QWL Strategic Planning by the questionnaires which distributed to 942 employees and 755 of them were returned. The collected data were saved by SPSS software and analyzed by statistical method. Results: The results from the survey showed that the perceived strongest areas among 12 categories developed by QWL Strategic Planning Committee that employees agreed to improve on their QWL were communication, leadership monetary an non- monetary compensation and support. This committee evaluated the outcomes of QWL managers and employees teams to improve the employees, quality of work life at 15 TUMS Hospitals. Conclusion: The QWL Strategic Planning Committee recommend a new approach model to suggest the ways which impressive on the employees’ improving QWL. Introduction There is not a common accepted definition for quality of work life. In health care organizations, such as hospitals, quality of work life (QWL) has been described as referring to the strengths and weakness in total work environment (1). Organizational features can affect how employees view on their quality of work life. It is an important consideration for employees’ to be interested in improving their job satisfaction (2). Organizational features such as policies and procedures, leadership style, operations, and general contextual factors have a profound effect on how employees view the quality of their work life. QWL is an umbrella term which includes many concepts. Because the perceptions held by Ar of SI employees play an important role in their decision to enter, stay with or leave an organization, it is important that employees’ perceptions be included when assessing QWL (3). Achievement of the improving quality of work life (IQWL) promotes the better use of existing workforce skills and increased employees involvement. Most importantly, it encourages and supports the enhancement of the internal skills base to create a more professional, motivated and efficient working environment. There are several frameworks used by organizations to improve their performance through the development of their employees. The standard framework supports continuous improvement by encouraging managers to evaluate the internal 81 *Corresponding author: Tel: +98 21 88965608, Fax: +98 21 88951775, E-mail: hdargahi@sina. ums. ac. ir D (Received 19 Jan 2007; accepted 6 Aug 2007) www. SID. ir H Dargahi, J Nasle Seragi: An Approach Model for†¦ Materials and Methods To assist in achieving defined objectives and recognition of quality work life issues and indicators, the Quality of Work Life Strategic Planning Committee was formed in Tehran university of Medical Sciences. The mem bers of this committee were two hospital medical managers, two hospital administrators and one occupational health expert teamed to gather to determine strategic planning and priority to focus on enhancing the quality of work life of TUMS Employees. In the first meeting, this committee ensured a continued commitment to improve and focus on the QWL of TUMS Hospitals’ Employees as an approach model and recommended that 30 QWL teams consisting of mangers and employees were conducted in all fifteen of TUMS hospitals. Manager’s teams were formed with TUMS Hospitals Nursing Administrators and Head of Clinical and Supportive departments. Employee’s teams were formed with representatives of TUMS Nursing, Supportive and Paramedical employees. QWL committee members spent additional time to gather the information about the employees’ improving QWL at each hospital. Following sev- ive ch 82 Ar of SI Results functions which shape their organizations, effectiveness. Such functions include performance management mechanisms, employee’s career development, and employees’ involvement. A tried a tested framework allows health care organizations such as hospitals to address key issues that are of concern for hospitals (4). Therefore, a high QWL is essential for health care organizations to continue to attract and retain employees (5). QWL is a comprehensive program designated to improve employees’ satisfaction (6). Several studies found a strong relationship between job satisfaction and QWL for health care organizations’ employees (7). The research reported aimed to provide the processes used to investigate and implement a pathway for TUMS Hospitals’ Employees as an approach model to improve QWL for them. eral meetings, 30 QWL teams identified similar key common themes of dissatisfaction. These data are showed in Fig. 1. QWL teams declared these data to QWL Strategic Planning Committee. At first, based on the identified key themes a total of 12 areas were developed by the QWL Strategic Planning Committee (Fig. 2). In the next step, a cross- sectional, descriptive and analytical survey with 942 employees as 20% of total employees at 15 TUMS hospitals were asked to rate of their agreement or disagreement in relation to a series of statements using Lickert Type Scale were developed by QWL Committee as shown in Fig. 2. However, the questionnaires were distributed to 15 TUMS Hospitals’ Employees and 755 of them were returned, the response rate achieved to 90%. A number of employees were chosen to offer written comments. Many of the comments mirrored those that were made in the QWL Teams and Strategic Planning Committee. You read "An Approach Model for Employees’ Improving Quality of Work" in category "Essay examples" The collected data were analyzed by SPSS software. The results were broken into four sections of employees just managers, nurses, supportive (non- clinical) and paramedical employees. – 2/3 of the employees believed that they were unsatisfied because they could not participate in decision-making. – Only 20% of the respond ants indicated that they were satisfied and very satisfied with their job motivation. – 54. % of the respondents believed that their managers and supervisors did not observe fundamentals of human relations in their hospitals. – 2/3 of the respondents had not trust to their senior management. – The vast majority (96. 9%) of the respondents indicated that they are paid not enough. – The vast majority (98. 4%) of the respondents indicated that they were unsatisfied with their job welfare. D www. SID. ir Iranian J Publ Health, Vol. 36, No. 4, 2007, pp. 81-86 – The vast majority (92. 3%) of the employees believed that they were unsatisfied with cash payment to them. All of the employees expressed that they were unsatisfied with non cash payment to them. 72. 3% of the employees believed that they were unsatisfied with support from their supervisors. According to the results, there were no observable differences among the four groups in their rating of respect. †¢ Human resource issues relating to workload and staffing †¢ Management practices †¢ Leadership issues †¢ Inadequate rewards and income †¢ Loss of respect , trust and income among people †¢ More involvement in decision making Identified need from assistance for employees to deal with burnout and change †¢ Care taking function is not supported by TUMS Hospitals as a whole Fig. 1: Dissatisfaction Themes form employees and managers QWL teams. 1. 2. 3. 4. 5. 6. 7. 8. 9. Organization commitment Trust Ar Fig. 2: Set of 12 dissatisfaction measures developed by QWL Strategic Planning Committee ch Support 11. Respect Monetary Compensation Non monetary Compensation Leadership Attendance management Communication between managers and employees Communication between managers and managers 0. Overall Communication 12. Recognition ive of SI 83 D www. SID. ir †¢ Poor communication between employees and management H Dargahi, J Nasle Seragi: An Approach Model for†¦ Fig. 3: New Structural Approach Model to improve QWL at TUMS Hospitals, 2005 Discussion The results showed that the perceived strongest areas among 12 categories developed by QWL Strategic Planning Committee that employees agreed to improve on their QWL, were communication, leadership, monitory and non monitory compensation , and support. High scores for poor communicatio n were noted between managers/supervisors with employees need improvement. Though, the developments of a â€Å"communication strategy† suggest establishing clear communication focusing on linkages between managers and employees. The most important predictable QWL belief the organization carries out is mission statement, good communication, good organization support for training and development, good decision latitude and being satisfied with the organizations recognition of employees’ contribution (8). Areas outlined for leadership improvement include visibility of senior leaders, increased awareness of employees’ needs and perspectives including increasing of opportunities for participitation in decision making. Canadian Nurses Association Position Statement identified the following elements for which stakeholders in health care field have a responsibility: †¢ Staffing decisions based on existence with direct input from professional nurses. †¢ Opportu nities for nurses at all levels to participate in decision making. 84 Ar h ive of SI †¢ Support for nurses to use evidence- based decision making (9). – A formal, organization- wide system of monetary and non monetary compensation and rewarding employees for their accomplishments would be highly beneficial. Increased workload and fiscal restraint occurred in recent years, left employees feeling pressure in their jobs. It seems that the support structure at 15 TUMS Hospitals should be reviewed for improvement and available to employees, including review of workload and support from supervisors. Wood ward† studied about supervisor social support scale included supervisor helpfulness. Concern the welfare of employees and ability to facilitate effective interaction among employees in a large teaching hospital at Ontario (10). The information that gathered and analyzed by QWL managers’ teams and QWL employees teams in each TUMS Hospitals represented to QWL Strate gic Planning Committee. QWL Strategic Planning Committee evaluated the results from this survey and developed new approach model to improve the employees, QWL at 15 TUMS Hospitals (Fig 3). The Chancellor’s Coordinating Committee on QWL was formed late 2002 to provide a point of coordination and support to advance the QWL for University of California’s Employees. The committee focused on three areas- communications, training and rewards. Recognition all of which D www. SID. ir Iranian J Publ Health, Vol. 36, No. 4, 2007, pp. 81-86 were identified as priorities by the chancellors based on results of employees survey (11). One of the initial goal of the QWL Strategic Planning Committee was the collaborative effort to define what an organization looks like with a high QWL. The committee created the following philosophy, which continuous to be celebrated to day: An organization with a high QWL is an organization that promotes and maintains a work environment that results in excellence in everything it does-by ensuring open communication, respect, recognition, truss, support, well being and satisfaction of its members, both personality and professionalism. The results of a survey were conducted in Canada at 2001 showed that QWL is a multidimensional construct and a global evaluation of one’s workplace and context. The implications of these finding are currently being deliberated as they relate to improving QWL with each health care organization (12). The QWL Strategic Planning Committee recommend 15 TUMS hospitals as new approach model to suggest the ways which impressive on the employees improving QWL as below : – Communication: It investigates the ways not only to enhance employees skills on the quality assurance system, but to keep the system updated and organized, ensuring edified and easily available. Reward and recognition: It will significantly improve one initiative includes the development of a â€Å"star performer† program to allow all employees to recognize each other. Any employee that receives a star performer note is visited by TUMS Hospital Senior Management and presented with a â€Å"QWL Star â€Å"to recognize how important each of them is to the organization. – Attendance Management: It suggests turning the pre-existing attendance management policy from one that appears to punish employees for absenteeism, to one that rewarded employees for working to reduce their absenteeism. This may be achieved by developing a reward system for employees who worked for a three- month period without taking on unscheduled day off. Each ch ive quarter, a draw is held for prizes. To create further incentives, approval is received to create a grand prize for employees not to take day off and do additional work. There will be very positive feedback from employees and resulting in a reduction in absenteeism. – Leadership: It investigates leadership and literature attempting firstly to gain a better understanding of leadership techniques to find how practices at each TUMS Hospitals. The outcome to date is the development of a leadership education program to educate our management on the concept of leadership. – Support and Decision Making: It investigates employees participitation in decision making is a good opportunities to be satisfied with their job. QWL in Health Care Services organizations accreditation is a major step forward. Many concurrent initiatives across Canada address employees QWL needs and concerns from different angles. There is also significant progress in this direction in the United Status where the Joint Commission on Accreditation of Health Care Organization (JCAHO) has committed to improve the quality of health care work place (13). We look forward to perform our Approach Model outcomes to improve QWL of TUMS Hospitals Employees in future. Ar of SI References Acknowledgements We would like to thank Medical Sciences/Tehran University Hospitals senior managers and employees because this survey would not have been possible without their assistance. This research has been supported by Medical Sciences/Tehran University. The authors declare that they have no Conflict of Interests. 1. Knox S, Irving JA (1997). Interactive quality of work life model applied to organization. Jona, 271:39-47. 2. Kruger P (2002). Organization predictors of job satisfaction findings from Canadian mul85 D www. SID. ir H Dargahi, J Nasle Seragi: An Approach Model for†¦ 3. 4. 5. 6. 7. 86 Ar ch ive tisided quality of work life cross-sectional survey. BMC Health Services Research, 2(6):1-12. Yoder L (1995). Staff nurses career development relationships and self- reports of professionalism, job satisfaction, and intent to stay. Nurse Res, 44(5):290-97. Anonymous (2005). Improve the performance of your organization. A guide to investors in people and improving quality of work life (IQWL) practice plus for the NHS. Available from: www. Investor inpeople. Co. Uk/health Sendrich K (2003). Putting the emphasis on employees as an award. Winning employer. Baptist Health Care has distant memories of the workplace shortage. Trustee January, P (G-10). Anonymous (2005). Frequently asked question. Available from: http://www. Hhs. Gov/ohr/faqs/index. Html Blegen M (1999). Nurses job satisfaction. A Meta- analysis of related variable. Nurse Res, 42:36-41. 8. Joseph J, Deshpande SP (1997). The impact of ethical climate on job satisfaction of nurses. Health Care Manage Rev, 22(1):76-81. 9. Graham SL (2001). Quality Professional Practice Environment for registered nurses. Canadian Nurses Association. Position Statement, Ottawa. 10. Woodward C (1999). The impact of re- engineering and other cost reduction strategies on the staff of a large teaching hospital: A longitudinal study. Med Care, 37(6): 556-69. 11. Anonymous (2005). Chancellor forms committee to address work life issues. University of California, San Francisco. Available from: www. Pub. UCSF. Edu 12. Lohfeld L (2000). Personal Communication. ST. Joseph’s Health system Quality of Work Life Technical Reports. 13. Eisenberg JM (2001). â€Å"Does a Healthy Health care workplace produce higher quality careâ€Å"? The joint commission journal on quality improvement. 27(a):444-57. of SI D www. SID. ir How to cite An Approach Model for Employees’ Improving Quality of Work, Essay examples

Organisational Behavior Motivation and Developmen †Free Samples

Question: Discuss about the Organisational Behavior and Developmen. Answer: Introduction Motivation is considered to be all employees intrinsic enthusiasm towards achieving and accomplishing activities related to their workplace. Motivation is the ultimate inherent drive of individuals that helps them in taking decisions and actions (Reeve, 2014). The motivational factors in individuals are affected by their intellectual, social, biological and emotional elements. However, motivation is a complex force, which cannot be easily defined, inherent and a driving force that at times gets influenced by certain external factors. Motivation is existent in every individual. Every individual, employee has a people, events, activities and objectives present in his or her life that drives their motivation. Therefore, it can be comprehended that motivation towards any particular aspect of an individual's life is existent in his or her consciousness and actions (Weiner, 2013). In the workplace, it is the responsibility of the employer to find ways to inspire the motivational force inside employees. For the employees to work in an extremely motivational environment, there is a need for the presence of essentially fulfilling and extrinsically cheering factors. Employee motivation covers the aspects of employee need fulfillment and workplace expectations and other workplace factors that are extremely helpful in enabling employee motivation. These factors do the job of motivating employees challenging for the employers. Employers comprehend the need of providing a motivating work environment for their employees (Heckhausen, 2012). However, many employers fail to understand the importance of this as a driving force in the achievement of their vision and mission. At times, employers understand the significance but lack the skill and knowledge for providing the same to foster employee motivation. The positive results of employee motivation like creativity, increa sed productivity, proactively and empowerment is lost on many leaders. In this report, these factors and their effects on organizational behaviour and the overall organizational development would be discussed with the help of three empirical research works, which would be analyzed and interpreted to help in the advancement of this research area (Herzberg, Mausner Snyderman, 2011). Discussion In the article by Adam Grant and James Berry, The Necessity Of Others Is The Mother Of Invention: Intrinsic And Prosocial Motivations, Perspective Taking, And Creativity the authors talk about the role of intrinsic motivation and role it plays in fueling creativity in individuals. They have gone through previous researches and found equivocal results. The workplace is becoming extremely dynamic, knowledge-based and uncertain, and organizations are depending on employees more and more for generation of creative ideas (Grant Berry, 2011). For long, scholars and practitioners have attempted to comprehend the factors motivating creativity in individuals. It has been believed for several decades that creativity is driven by intrinsic motivation. However, there have been equivocal opinions about the link between intrinsic motivation and creativity. Therefore, there has been observed a more in-depth and direct attempt to tackle this linkage. The main objective of this article is to discuss and solve the confusion regarding the incoherent association among intrinsic motivation and creativity. For that, the article takes help of motivated information processing theory from social psychology that helps in offering a capable theoretical structure for both elucidation and resolution of the discrepancies. What the inside begin of motivated information processing theory is that motivation shapes mental processing: delegates particularly observe, encode, and hold information that is dependable with their longings. As needs are, when agents are distinctively motivated, their desires to learn, examine their interests, and associate with their advantage will lead them to focus on astute considerations. In any case, to convey inventive contemplations, laborers furthermore need to deal with accommodation. Late headways in motivated information processing theory prescribe that laborers are most likely going to deal with support when they experience prosocial motivationthe longing to benefit otherswhich urges them to consider others' perspectives. In this way, it has been estimated that when guided by the prosocial motivation to take others' perspectives, laborers will channel their characteristic motivation toward conveying musings that are novel, and in addition important, likewise fulfilling higher creativity. The audit has given simultaneous evidence in support revealing that perspective taking, as delivered by prosocial motivation, strengthens the connection between trademark motivation and creativity. In the article by Sharon K. Parker,Uta K. Bindl and Karoline Strauss, Making Things Happen: A Model of Proactive Motivation proactivity has been stated as a driving process that drives the setting of goals and achieving them too. The makers perceive an extent of proactive goals that individuals can look for after (Parker, Bindl Strauss, 2010). These vary on two estimations: the future they expect to acknowledge (finishing a predominant individual fit inside one's working environment, upgrading the affiliation's inward working, or enhancing the affiliation's essential fit with its condition) and whether the self or situation is being changed. The makers then perceive can do, reason to, and energized to motivational states that provoked proactive, objective setting and manage objective endeavoring. Can do motivation rises out of perspective of self-feasibility, control, and (low) cost. Reason to motivation relates to why someone is proactive, including reasons spilling out of inherent , composed, and perceived motivation. Energized to motivation insinuates started positive loaded with feeling states that induce proactive target control. The makers propose more distal antecedents, including particular complexities (e.g., character, qualities, learning and limit) and also significant assortments in leadership, work diagram, and social climate, which affect the proactive motivational states and like this bolster or prevent proactive target methods. In the article by Xiaomeng Zhang and Kathryn M. Bartol, Linking Empowering Leadership and Employee Creativity: The Influence of Psychological empowerment, Intrinsic Motivation, And Creative process Engagement the research has been manufactured and attempted a theoretical model associating drawing in leadership with creativity through a couple intervening elements. Using study information from master delegates and their directors in a tremendous information development association in China, the investigation found that, of course, empowering leadership emphatically impacted mental fortifying, which in this way influenced both natural motivation and inventive process engagement. These last two variables then affected creativity (Zhang Bartol, 2010). Fortifying part identity coordinated the association between empowering leadership and mental reinforcing, while leader comfort of creativity coordinated the relationship between mental reinforcing and imaginative process engagement. This research makes five different types of contribution. To begin with, the general responsibility is that the investigation has collected and attempted a sensible model that strikingly fuses empowering leadership theory with basic creativity hypotheses. Despite the way that different surveys have inspected associations between leadership style and specialist creativity, empowering leadership has been shockingly truant from thought. Be that as it may, as the investigation has battled and especially illustrated, there are strong theoretical motivations to envision that connecting with leadership will be particularly arranged to effect nuts and bolts central innovative outcomes, a question that has been maintained observationally here. The results reinforce proposition by creativity specialists that leadership approaches watching out for the underpinnings of creativity may be intense means for enabling creativity. Second, the survey adds to both the leadership and the reinforcing abstract works by taking a gander at and certifying mental fortifying as an interceding instrument through which empowering leadership finally impacts agent creativity. Third, the audit is fascinating in clarifying the relationship of mental reinforcing with inherent motivation, and in addition innovative process engagement. More especially, the survey shows that, obviously, mental reinforcing was determinedly related to natural motivation. Fourth, the survey especially adds to the creativity composing by showing the centrality of innovative process engagement in clearing up inventive laborer outcomes. More especially, a couple of creativity researchers have demonstrated the centrality of distributing more conspicuous research keenness in regards to the innovative strategy itself if the perception of how imaginative outcomes are an expert is to create. Finally, this survey in like manner shows mediation by trademark motivation between mental fortifying and agent creativity particularly and moreover roundabout, through its effect on innovative process engagement. The results exhibit that natural motivation working through creative process engagement by implication influences inventive execution that is more grounded than its quick effect on imaginative execution. Links to the Articles The three discussed articles all deal with motivation and the factors that lead to the motivation of the employees in the workplace. The three identified elements from the article analysis are leadership, proactivity and creativity in driving motivation in the employees at their workplace. What has been found from this discussion is that a proactive personality is strongly associated with specialist creativity. In addition, work creativity need and executive reinforce for creativity commonly influenced the association between proactive personality and laborer creativity. Specifically, proactive agents demonstrated the most lifted specialist creativity when work creativity need and director reinforce for creativity were both high. The differences in the three articles are found in the employed research methods. We can see regression analysis, standard deviation and literature analysis used in the data collected in the three articles. The practical implications of these researches are for organizations and the employees. Administrators normally hope to vitalize creativity by making conditions that are useful for intrinsic motivation, for instance, plotting testing and complex errands, giving self-govern, and making solid feedback and evaluation structures. The examination prescribes that these practices hazard enhancing intrinsic motivation without also building up the prosocial motivation and perspective taking that can support the era of musings that are inventive in the setting. In that limit, we recommend that directors propelled by filling creativity will surmise that its ideal to make conditions that support prosocial motivation and perspective taking. For example, chiefs may clearly introduce open entryw ays for perspective taking among agents and their clients or suppliers, structure open entryways for laborers to team up with the beneficiaries or end customers of their work or pass on the sincerity of customers' and associates' issues. These conditions can overhaul prosocial motivation and perspective taking by engaging agents to feel for others' needs and end up being more aware of the refinement that their considerations can make in others' lives. Conclusion: Behind the success of every business, organization employees play a significant role. The entire study has provided an in-depth understanding of the impact of employee motivation for receiving good performance from them. Based on the three distinct articles depicted by eminent scholars the value and importance of employees' motivation for organizational success has been portrayed throughout the entire study. In the first article, the author has shown a vivid relation between intrinsic motivation and creativity. Intrinsic motivation is driven by the rewards that encourage an individual employee for performing well towards rendering the business success. The second article deals with the importance of proactive motivation in receiving a good performance from the employees. While working within particular business organizations both the business leaders as well as employees have to be proactive in maintaining a team rapport. Any communication barrier, psychological barrier or religious barrier can affect the systematic and rhythmic flow of business. The third article has portrayed an effective relation among intrinsic motivation, creativity, proactive motivation and leadership. In this specific study, the articles have critically evaluated on how the contribution of an efficient leader is highly important in order to reach the peak of success References Grant, A. M., Berry, J. W. (2011). 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