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parties

In this post are all accounts to have ordered a little over the page. The most recent reviews will be placing higher than older, so the last column will be above that. If you want to see the website of the Basketball Federation of Extremadura where they appear the results of all matches Xerixia click HERE.

Burguillos 49 to 69 Xerixia
On February 10 took place in the pavilion of the Hill Burguillos the party faced the CB and Xerixia Burguillos. The party did not raise difficult, after checking their level in Jerez and classification. By the Xerixia, Makiki and Pastry Antonio could not go to the game and Madri was sanctioned with a match for his confrontation with a referee in Maimona. Easy
Xerixia start with good indoor and outdoor shooting percentages. From the first minute the Xerixia escaped on the scoreboard with two triples of Alfonso Labrador. For his part, Burguillos just placed a two-point basket and two free throws in the fourth. The end result the first quarter was Burguillos 4 to 20 Xerixia.
In the 2 nd quarter Burguillos reacted with a great performance from number 10, which hit more triples in suspension, missing only three of those who threw it. This and that Xerixia did little in this room hope to the burguillanos. The result at the end of this quarter was Burguillos 21 to 33 Xerixia.
the third quarter only to emphasize that the Xerixia again defended strongly, stealing many turnovers and allowing the Burguillos scoring 7 points. Offensively play again as in the first quarter, dashing all hope of Burguillos. The result at the end of the third quarter was
Burguillos 28 to 51 Xerixia.
In the last quarter Burguillos several triple scored again as the level dropped Xerixia defensive, because the party was in their hands. The game was essentially Burguillos exterior shots, in this room and throughout the game. In this quarter were driven Sergio Carrasco and Oscar Valderrama for a few none-called five fouls were committed, as several faults of others players are assigned to them because Manzano refereed only, and that is very difficult because you can not control everything . The outcome of the match was Burguillos 49 to 69 Xerixia . The match was attended by about 80 people. CB


FERCAMUEBLES MAIMON BASKETBALL 84-49 XERIXIA 84-49
The chronicle will be published in the coming days .

Xerixia 70-59 Olivenza
January 22 took place in Hall of Jerez de los Caballeros match that pitted the Xerixia with Olivenza CB This party was planned very interesting as it faced the 2nd and 3rd of classification. Xerixia
pressure can to Olivenza losing many balls and does not end almost no play. The Xerixia became very good first quarter as both triple shooting from two points of Olivenza few were due to failures in defense 4 the Xerixia. The result at the end of this quarter was
Xerixia 27 to 8 Olivenza.
In the second quarter was infected Xerixia Olivenza game (as in the past), and is now 8 points by making 16 of Olivenza. Manzano (the referee) in this room is influenced by the carnival left and did not stop beeping, between everything that was invented one honked unsportsmanlike Jose Antonio (Cuckoo) who falls from the ground and fight the ball. The result at the end of this quarter was Xerixia 35 to 24 Olivenza.
During the break, Antonio Soriano gave instructions for the exterior shots to the line of 6'25 were not very successful and committed many turnovers in the 2 nd quarter the Olivenza meanwhile defended very aggressively. However Xerixia never lost the difference of 10 points.
The third quarter was the best marker in terms of respect for the Xerixia got 25 points compared to 20 of Olivenza. This was due to the numerous triple pocketed by both teams and also the weakness in defense of both teams. The result at the end of this quarter was
Xerixia 60 to 44 Olivenza.
In the fourth quarter as both Xerixia Olivenza triples left side and focused on making counterattacks. In this fourth Manzano did not know if he was arbitrating or watching the game, for any of the stands blew over him. By the Xerixia, José Antonio (Cuckoo) and Alfonso Labrador committed 4 fouls and the dorsal part of Olivenza 11 was ejected with 5 fouls and 6 dorsal committed 4 fouls. The result after the match was Xerixia 70 to 59 Olivenza .
The match was attended by 120 people who encouraged the Xerixia until final victory. One of the best things about the Xerixia is your hobby then after talking to several referees have whistled at Jerez have heard that they were, arbitrated all weekend here as the pressure of the stands is very hard to find in this category and some higher.



Oliva CB 53 - 67 Xerixia
January 21 held the party that opposed Oliva Xerixia CB and in the municipal flag of Oliva de la Frontera.
Xerixia As a player he said before "this is a trap game" and that reason was. The Xerixia began to prepare for the match at 11:25 in Hall of Oliva, whereas the first two local players were to be seen on the 11:45. There were even players who came after starting the game.

The year began well Xerixia that ended in 2006, infecting the poor play of the opposing team, except for some flashes of good play, it was a game in which the quality was conspicuous by its absence.
the starting lineup by the Xerixia was: Sergio, Cucu, Felix and Oscar Manga Munilla.

The Xerixia began with a man defense in the first instance gave good results, as the players Oliva, despite his youth, were not at full fitness.
The first quarter result of 10-20 in favor of the Xerixia. There is little review of this room.

In the 2 º quarter, the referee whistled a technical back 15, Oliva, Manzano, paradoxically, his brother (pictured heremanos the two are the two people on the far right). The technique was well deserved by the player. In 5 min due to be expelled, 5 min, and not before it came the game at minute 4. Since he exploded onto the court did nothing to protest refereeing decisions and play badly in an aggressive manner. The second quarter only comment that the Xerixia lowered its level in the field, and went with a score 27-34 in favor of the rest.

Rest In Jose Luis (Manga) gave instructions for the scoring team was not all good. One reason was the little success in field releases.

began the third quarter with Cucu, Oscar, Oscar Munilla, Madri and Felix on the field, by the Xerixia. This was disastrous for the quarter Xerixia, which reacted only with the completion of it. I got a partial Oliva of 15-4 to Xerixia, standing 4 above (Oliva). Once he saw Xerixia wolf ears reacted and went into a minute and a half she had not gotten into the whole room, ending the quarter: 45-48 in favor of Xerixia.

The last quarter went smoothly. The Oliva tried, but his qualities of illusion vanished all possible. The scoreboard at the end of last quarter reflected: Oliva CB 53 - 67 Xerixia .

As faults, there were few, not because they were made, but because Manzano allowed more than it should. By the Xerixia, 5 fouls Jose Luis, 3 Plant and all the others below two. By the Oliva, Manzano (player) made 4 (and many more that do not whistled) and the rest of his team under two. Del Xerixia

also note that made few changes, having a large contrast between the court time compared to some other players. This provoked the discontent of the odd player.

The match was attended by a few local amateurs, being outnumbered by the followers of Xerixia. Little more than highlight the game, took Xerixia new one victory away from home and follows in that great second place, losing only the opener.


If you want to see Video of the party enters the Film, or pinx here.





CB Talavera B 30 - 72 Xerixia
December 23 took place the party that opposed Xerixia and Talavera B CB, Hall of Talavera. The Xerixia started strong and finished with a 0-19 in the first quarter for us. In the second quarter the Xerixia was caught by the local team's poor play, but safely in the score that reflected the end of the first half 12-27. In the third and fourth quarters, the Xerixia imposed their superiority and finished 20-49 and 30-72 respectively. It was a mere formality match for our club but could play a lot better overall. In the stands there was nothing publicly. The most important meeting was the victory won counts as another.

Xerixia 65 - CB Talavera A 54
December 3 was held the fifth game of the season at the municipal hall of Jerez de los Caballeros at the CB Talavera A. Talavera came with the desire for revenge for last year, the Xerixia qualified for the play-offs after defeat at home in a match that was marred by refereeing decisions. The Talavera was relegated to third place and gave him second place to Xerixia, a post he entitled him to the finals of the league. Leaving the past ago, watched amateurs Xerixia another good game. The local team was regular, scoring 15 points in each of the first three quarters and in the fourth quarter scoring 20 points. For his part, Talavera, scored 17, 10, 14 and 13 points respectively. So the final score was: Xerixia 65 - CB Talavera A 54. The Xerixia took his small difference of 2 or three points in the second quarter, this difference was not released until the end of the match, where expanded to 11 points. The top scorers from the home team were the dorsal 11 to 21 points (Gomez) and the dorsal 14 to 22 points (Carrasco, "The Cuckoo"), by the visitors was the highest scorer the dorsal 14 to 17 points (steel). The stand came to take leave of Jerez as usual "making your popcorn," for the applause of the amateurs in the pavilion resembles the noise made popcorn in the microwave.

This song is dedicated to Sergio Carrasco was the local who opened the scoring with a triple at 1 minute.

ABP-UEX 57 - 76 Xerixia
November 25 took place the match that pitted the Xerixia and ABP-UEX, Hall University Extremadura. The Xerixia jumped onto the field with a desire for revenge for last year lost their two matches with this team. From the beginning of the match gave him the claw Xerixia because the opposing team does not waste so much quality to return a third time to overcome the team from Jerez. The game was uneventful until the last 5 minutes of the game. During this period, ABP-UEX was surprised by a Xerixia who grabbed the victory so important. Some unfortunate incidents arose from the local computer, which had its result on the scoreboard and it was an even game until a local player did what he should never do, lose your temper. The Xerixia is inmpuso the ABP-UEX, with a final score of: ABP-UEX 57 - Xerixia 76.



Xerixia 57 - Fuente de Cantos 49 CB
November 19 took place the third game of the season at the municipal hall of Jerez de los Caballeros at the Fuente de Cantos. It provided a very even match, and this time it is hit and it was. The Xerixia always been very balanced in scoring at Fuente de Cantos, until the end of party did not know who would be the winner and final score ruts: Xerixia 57 - Fuente de Cantos CB 49, only 8 dots, 8 dots that gives the Xerixia his second victory and leaving the opposing team to win revenge. It was an enthralling game and the stands thanked him and gave him the home team another shower of applause.

Xerixia 97 - 61 CBA Burguillos
On November 12 there was the second game of the season in the municipal flag of Jerez de los Caballeros to the CBA Burguillos. It was thought that it could be an even game because the CBA had been morally Burguillos grown since he had won at Talavera Xerixia B and had lost to Maimona Fercamuebles, but it was not. Since the beginning of the Xerixia party took over the game with sensational game of "Madri," and went on the scoreboard. The Xerixia maintained from the first quarter a difference of 15 points, and by the final stage of the game was when he got those 36 points. The tactic used was a magnificent Xerixia defense, but a better fit. The match passed without any errors and amended the first game, and silence all criticism that fell on them. At the end of the game the stands recognized it with a standing ovation. Final score: Xerixia 97 - CBA Burguillos 61.

Xerxia 63 - 88 Fercamuebles Maimona
On 5 November saw the first game of the season in the municipal flag of Jerez de los Caballeros Fercamuebles.El Maimona before the first game of the season was a Xerixia vache for a game to forget. Started the same, but gradually escaping Maimona Fercamuebles went on the scoreboard with a good performance of "Morals." By the house the best was "Fito" with 22 points. The match went with some other shock by Xerixia players, and left much to be desired. At least this game served to Xerixia to note for future gatherings. The end result was: Xerxia 63 - Maimona Fercamuebles 88.

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parties sheets

Information Note 1 ª
When you enter the results clasifición and basketball teams Jerez, you have to update the time and level, otherwise you will put the clasifición and results of the Men's First Division.
The Xerixia is in the category: Men's Provincial Badajoz Regular League Group A
The Juniors are in the category: 2 nd Junior Masc. ; League Group B
Regular Cadets are in the category: Men 2 nd Div Cadet, Regular League Group B
The children are in the category: Child Male; League Regular Group D

2 nd Fact sheet
If you click on any photo, it will be expanded to view a larger size (except the photos are in the upper left corner where nothing happens.)

Information Note 3 ª
I created a chat. Located on the top left of the page under the photos Xerixia girls (by the way, if you click on large photos of Xerixia enlarge to reach full size.) There you can leave your messages, from those who let the news.


Information Note 4 th order to view All messages posted in the chat, you must click on the little icon of the book that appears above it.

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The board of Xerixia






Xerixia started this blog to discuss anything related to this basketball club. We hope you enjoy it. greetings from the board

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Approach to work motivation

Daniel Romero Pernia

1. Introduction

The concept of motivation is used in different contexts and with different meanings. Varied the emphasis that is put in trying to define it. Motivation is also a highly complex phenomenon, which one can approach from different perspectives. This paper is an approach to work motivation and its relationship to other critical phenomena of organizational behavior, such as performance and job satisfaction.

2. Attempt to define

In the study of human behavior at work there are few issues as attractive as the motivation. There has always been interested in knowing the reasons why people act a certain way. The theoretical tools to achieve this knowledge is far from consensual. The term motivation has been used in various ways. Define it involves moving between several alternatives that emphasize one or another aspect of the phenomenon. The motivation has been conceptualized as an internal state causing behavior, such as will or disposition to exert effort, as instincts, impulses or reasons that generate behaviors, such as trigger force actions, as process that leads to the satisfaction of needs ... Over time has finally prevailed last two conceptions: the position of those who define motivation as a force or set of forces, and the vision of those who conceived as a process or series of processes. Within these two trends are multiple definitions, some very simple and general, others more complete and accurate. Try to find a concept that is understandable and useful.

As previously announced, some authors conceive of motivation as a force or set of forces. De la Torre (2000, p. 35), for example, notes that motivation is the "force that drives the subject to adopt a certain behavior ". Gibson, Ivancevich and Donnelly (2001, p. 145), within the same perspective, defined as "forces acting on the individual or parts of it to initiate and guide their behavior." In the latter definition are explicitly incorporated the external appearance of the grounds and two important elements of behavior it generates: the initiation and directionality. Hellriegel and Slocum (2004, p.117) introduced in its definition the purpose of the conduct, when they conceive of motivation as "forces acting on a person or inside and cause it to behave in a manner specifically directed toward a goal. "

Other authors prefer to define motivation as a process. It seems more useful to define it that way. The motivation is not directly observable phenomenon. It is inferred from specific behaviors. Therefore, its definition should suggest a sequence of events leading from the initial need to the satisfactory conduct of that need.

Thus, Reeve (2003, p. 5) defines motivation as simply a set of "processes that provide energy and direction to behavior." Robbins (2004, p.155), with a little more precision, conceived as a series of "processes that account for the intensity, direction and persistence of an individual effort to achieve a goal." Kinicki and Kreitner (2003, p. 142) introduced the voluntary nature of motivation when conceptualized as "psychological processes that produce arousal, direction and persistence of voluntary actions and goal-oriented."

From these latter considerations, we will try to develop a definition of motivation at work is widespread and comprehensive, and also incorporates not only the satisfaction of personal needs, but also the achievement of organizational goals.

Let us begin by distinguishing the key elements underlying the previous entries: a.

Motivation can only be inferred from observable behavior that this generates. B.

Being tied to a need and satisfactory conduct, it seems more logical to define motivation as a process consisting of a chain of events ranging from awareness of the need to meet that. C.

The motivation is internal components (needs of the human body) and external factors (pressure from the sociocultural environment in which the individual is immersed) d.

The motivation has three effects on behavior: The initiates, directs and sustains it. E.

All behavior is intended to satisfy a need or a set of requirements that gave it birth.

f. In the workplace, such behavior, and seek to meet the needs and impulses of the individual, seeks to achieve organizational objectives.

Therefore, we define work motivation as a process by which a worker or driven by internal forces acting on it, initiates, manages and maintains a behavior aimed at achieving certain incentives that allow satisfaction of their needs, while simultaneously trying to achieve the goals of the organization.

3. Dimensions of motivation
far
It follows from the foregoing that the motivation has three dimensions. Robbins ( op.cit. , pp. 155-156), Muchinsky (2000, p. 192) and Gibson et alt. ( op. Cit., p. 143) identified these three dimensions: intensity (or force), direction (or orientation) and persistence (or perseverance).

a. The intensity is the amount of effort that the individual invests in performing a task. B.

The address the orientation of the effort towards a specific goal. Involving the choice of activities in which the individual focus their efforts in achieving this goal. C.

The persistence is the continuity of effort over time. The persistence makes the individual more than the obstacles encountered in its progress towards achieving the goal.


4. The complexity of motivation

Motivation, as noted above, is not directly observable. Only inferred from the behavior that initiates, directs and sustains. Moreover, the interplay between motivation and behavior is quite complex.

Blum and Naylor (1999, pp. 472-475) present an interesting synthesis of the complex facts that make both the phenomenon of motivation as any attempt to study it. Proceed to summarize: a.

In any situation, rarely an individual behaves in a certain way as a result of a single reason. Various reasons, usually operated simultaneously to produce a given behavior. B.

Often individuals are unaware of the real reason for his behavior. People often do things without being aware of the basic motivation for their conduct. C.

The motivation that causes a behavior can arise from within the individual or by factors acting from outside himself. These internal and external factors remain constant interaction. D.

At times, different ways of behavior are caused by the same reason. An individual in the environment options to meet the same need. E.

Different reasons may result in the same form of behavior. The same type of behavior can lead to achieving incentives to suit different reasons.

f. The reasons vary both in type and in intensity, from one individual to another. The individual and the situation make the incentives that motivate a person may not motivate another. Or individuals can generate two different levels of intensity.

g. Los impulsos o motivos varían en un mismo individuo en diferentes ocasiones. Lo que hoy impulsa a alguien a ejecutar una determinada conducta, puede que en el futuro no lo motive.

5. El ciclo motivacional

Antes definimos la motivación como un proceso, es decir, como una secuencia interconectada de eventos que parten de una necesidad y culminan con la satisfacción de la misma.

Diferentes autores han propuesto distintas formas de ver el ciclo de la motivación. Chiavenato (2000, p.70), Kast y Rosenzweig (1996, p. 300), Hellriegel y Slocum ( op. cit. , p. 118), Davis y Newstrom (2003, p.122) y Gibson et alt. ( op.cit., p.147), presented two proposals to illustrate the motivational process.

In an attempt to easily integrate the basic approach of these authors propose a model of seven stages: a.

Awareness of the need
b. Transformation of necessity in a specific desire
c. Id incentive to satisfy the desire
d. Selection of course of action that leads to the incentive
e. Initiation and maintenance of conduct aimed at achieving the incentive
f. Achieving the desired incentive
g. Meeting the need

Motivation begins when the individual becomes aware of any deficiency that must complete or some imbalance to be corrected. Without this psychological experience, even when the need exists objectively, there is no motivation. That need is filtered through culture, offering a range of alternatives to meet it, the spectrum usually ranges from one to another company. Thus, the need becomes a specific desire. With this desire to meet the individual located in the social or organizational environment or incentives that will fill. If no such incentive, the simple desire to not cause any behavior and the motivational process is interrupted. Once stated the incentive or goal to be achieved, the person selects a course of action that will lead to that goal. Then start the conduct directed at the conquest of that incentive and persisted in achieving it. If successful, the individual will satisfy the need that caused the cycle. If an obstacle prevents the goal becomes frustrated.

should be noted that there needs to produce longer cycles than others. Hunger, for instance, is a rapid succession of events, and reappears a few hours after having been satisfied. The need for personal growth (cap a career verbigracia) implies a longer process: your satisfaction is a long investment of time and effort.

6. Type de la motivación

Son numerosos los criterios que pueden utilizarse para clasificar la motivación. En este apartado consideraremos algunas clasificaciones básicas para la discusión general del tema. Se reservan para otro espacio las clases de motivaciones derivadas de teorías particulares.

6.1. Motivación extrínseca y motivación intrínseca.

La motivación puede tener dos grandes fuentes. Puede emanar de las necesidades internas del individuo o puede surgir a partir de las presiones y los incentivos externos. De allí deriva la existencia de dos clases de motivación: la extrínseca y la intrínseca.

La motivación extrínseca is caused by the expectation of external sanctions for their own behavior. Is expected to achieve a reward or avoidance of punishment or of any undesirable consequences. In other words, the conduct is instrumental: it becomes a means to an end. It may, for example, by obtaining an economic reward, social or psychological (a bonus, the approval of peers or an acknowledgment of their supervisor). Or it can be taken to avoid unpleasant consequences (denial of a pay rise, rejecting others, or loss of confidence from his boss). The

intrinsic motivation is caused by the gratification derived from the actual performance of behavior. Is expressive conduct, is both means and end. The realization, for example, a challenging job for which you have the skills, means that the activity is, in itself satisfactory.

Reeve ( op. cit., P. 130) summarizes the difference: "With the intrinsically motivated behavior, the motivation comes from internal needs and satisfaction provide spontaneous activity, with extrinsically motivated behavior motivation arises from incentives and consequences that are contingent on the observed behavior. " The

extrinsic motivation depends on other than the acting individual. That one can perceive or behavior. Or you can evaluate it according to their own standards. And, moreover, has the power to provide or withhold rewards or punishments. So that there is no guarantee that the behavior that the individual believes will lead right to the goal that promoted such behavior.

Intrinsic motivation, by contrast, dispenses with all externality. Self-sufficient. Therefore, the emerging theories of motivation emphasize the importance and potential of intrinsic motivation. Without wishing to ignore the role of external sanctions enhancer.

6.2. Positive motivation and negative motivation.

behavior that motivation can be oriented to produce an outcome that generates a reward and can be addressed to avoid any unpleasant consequence. This gives rise to the concepts of positive motivation and negative motivation.

The positive motivation is a process by which an individual initiates, maintains & Locations his behavior toward obtaining a reward, whether external (a prize, verbigracia) or internal (the gratification derived from the execution of a task) . This positive result encourages the repetition of the conduct that produced it. Consequences act as enhancers of such behavior.

The negative motivation is the activation process, maintenance and orientation of individual behavior, expecting to avoid an unpleasant consequence, whether it comes from outside (a reprimand, for example) or inside the person ( a feeling of frustration, say) This negative result tends to inhibit behavior that produced it ..

The modern management concepts considered not advisable to use negative motivation (the threat, fear), and usually offer the punishment as a last resort to deal with unwanted behaviors. Hellriegel and Slocum ( op. cit., p.101) destaca que el castigo puede surtir efecto en el corto plazo, pero a largo plazo puede originar recurrencia de la conducta indeseada, reacción emocional no deseada, conducta agresiva destructiva, desempeño apático y falto de creatividad, temor al administrador del castigo y rotación y ausentismo laboral.

6.3 . Micromotivación y macromotivación.

El nivel de motivación para el trabajo que exhibe un individuo a través de su conducta, no solamente es producto de las políticas, planes y condiciones de la organización. Ese nivel también resulta afectado por los valores sostenidos por la cultura de la sociedad en la cual se desenvuelve. Should define and distinguish, then, the macromotivación micromotivación. The
micromotivación
is the process by which organizations create a set of material incentives, social and psychological, to generate the behaviors that enable workers to meet their needs and achieve organizational goals. Is a direct attempt to increase the level of expected effort at work and with them, levels of satisfaction and individual performance. The enrichment of jobs, wage incentive plans and policies of empowerment are part of those attempts. The
macromotivación
is a process, usually unplanned, by which society transmits certain messages that the individual internalizes and to give an idea about yourself and about the work, ideas seriously influencing individual motivation levels. These messages, broadcast both by preaching and by social practice, are part of the cultural content that society transfers to its members throughout their lives, through the socialization process.
macromotivación
When aligned with the initiatives are promoted micromotivación motivational organizations. When the set of values \u200b\u200bin society have an address different from the micromotivación, efforts tend to cancel. A society, for example, leisure and privilege considers work as a punishment, hampering efforts for any organization to do to raise levels of motivation of its members.

7. Motivation, satisfaction and performance.

It is frequently the case that concepts such as motivation , satisfaction and performance are used in a capricious manner. Occasionally, some of these concepts are equivalent is not. Or are intertwined relationships sometimes simplistic. Often, for example, is the motivation and satisfaction as if they were synonyms. Or you think reasoned that a worker is automatically an individual of high performance. Or it is argued that a satisfied employee is always a high-performance worker. It seems that things do not work that way.

Let us, first, a distinction between motivation and satisfaction . In some theories, such as the theory of Herzberg's Motivation-Hygiene, both terms are used in the same direction. However, most contemporary authors believes that motivation and satisfaction are concepts that refer to completely different phenomena. For them, motivation is a phenomenon prior to the conduct, and is based on the considerations on the consequences of future performance. Satisfaction, on the other hand, is an attitude that arises from conduct that reflects the feelings of people in relation to the rewards it receives. Hersey, Blanchard and Johnson (1998, p. 84) accurately summarized the difference: "Satisfaction is a consequence of past events, while the motivation is the result ahead of expectations" Let's go now

relations motivation and performance . A motivated worker is not necessarily a productive worker. For a high level of motivation will lead to high performance are needed some additional ingredients: the empowerment of the individual for the position, knowledge of what the organization expects of him ( role perception), the availability of resources for the implementation of the task and the worker identification with the organization . Only the combination of circumstances allows a high level of motivation is materialized in a high performance.

On this issue it is worth further consideration. Assuming that all conditions are optimal identified (capacity, role perception, resources, and identification), how is the relationship between motivation and performance? A sustained increase motivation also produces a sustained increase in productivity? Research seems to reject this linear relationship. McClelland, Vroom cited in Vroom and Deci (1999, p.214) states: "as motivation increases in intensity, first it causes an increase in efficiency of instrumental activity, and then decreases."

Vroom (idem ) forward two possible explanations to account for this decrease in performance when very high levels of motivation. The first is the narrowing of the field understanding que se produce cuando el individuo, altamente motivado para alcanzar una meta, fija su atención en las indicaciones específicas que conducen al resultado, y pasa por alto información importante. La segunda posible explicación es que elevados niveles de motivación tienden a asociarse con fuertes estados emocionales (como la ansiedad) que perjudican el desempeño.

La relación entre satisfacción y desempeño tampoco parece clara. Gibson et alt. ( op. cit., p. 124) establecen lo que tradicionalmente han sido las tres posibilidades de relación entre estas dos variables: 1) la satisfacción produce rendimiento or performance, 2) generates satisfaction performance and 3) no direct relationship between performance and satisfaction . The research showed a preference for the latter assertion. Although the situation varies, supporting the latter relationship, when taking into account the rewards. Thus, a reward productive behavior assessed followed by the performer increases satisfaction.

relations between these three concepts could be conceived as a circular set of influences. The motivation produces high performance when accompanying the skills, knowledge of the paper, the availability of resources and identification with the organization. good performance can lead to s extrinsic rewards and intrinsic satisfaction generated. The satisfaction achieved fueling expectations for future performance, increasing motivation for the new performance.

8. In conclusion

motivation at work can be seen as a process which is activated, is maintained and directs behavior toward the achievement of certain goals that meet important needs of the individual while allowing the achievement of organizational goals. Motivation, in general, is a complex phenomenon because of the variety of ways and the reasons expressed and combined to produce a given behavior. The motivational process can be seen as a cycle from the consciousness of a need to achieve the incentives that meet. Motivation can be approached from different perspectives. Can be seen from the forces that energize (extrinsic motivation and intrinsic motivation) from the expectations that the angle (positive motivation and negative motivation), or the source of the messages that influence (and macromotivación micromotivación). Between motivation and other factors such as satisfaction and performance is a circular network of influences, very different from simple deterministic connections sometimes down.

9. Basic Bibliography

Chiavenato, I. (2000). Human Resource Management (5 th ed.) Bogotá: McGraw Hill Interamericana.

Davis, K. and Newstrom, J. (2003). human behavior at work (11 ª. Edition). Mexico: McGraw Hill Interamericana.

De la Torre, F. (2000). human relations in the workplace . Mexico: Editorial Trillas.

Gibson, J., Ivancevich, J. and Donelly, J. (2001). Organizations: behavior, structure, processes (10 th ed.). Santiago de Chile: McGraw-Hill.

Hellriegel, D. and Slocum, J. (2004). Organizational Behavior (10 th ed.) Mexico: Thomson Learning Publishers.

Hersey, P., Blanchard, K. and Johnson, D. (1998). Organizational Behavior Management: Situational Leadership (7 th ed.) Mexico: Prentice Hall Inc.

Kast, F. and Rosenzweig, J. (1996). Management in organizations: a systems approach and contingency (4 th ed.). Mexico: Editorial Trillas.

Kinicki, A. And Kreitner, R. (2003). Organizational Behavior: concepts, issues and practices . Mexico: McGraw Hill Interamericana.

Muchinsky, P. (2000). Psychology applied to work . New York: Thomas Learning Editors / Auditorium

Reeve, J. (2003). Motivation and Emotion (3 rd ed.) Mexico: McGraw Hill Interamericana

Robbins, S. (2004). Organizational Behavior (10 th ed.) Mexico: Pearson Education.

Vroom, V. and Deci, E. (Compilers). (1999). Motivation and senior management. Mexico: Editorial Trillas.

Zepeda, F. (1999). Organizational Psychology. Mexico: Addison Wesley Longman

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