Motivation
Motivation
Nearly all the conscious behavior of human being is motivated. The internal needs and
drives lead to tensions, which in turn result into actions. The need for food results into
hunger and hence a person is motivated to eat.
A manager requires to create and maintain an environment in which individuals work
together in groups towards the accomplishment of common objectives. A manager
cannot do a job without knowing what motivates people. The building of motivating
factors into organizational roles, the staffing of these roles and the entire process of
leading people must be built on a knowledge of motivation. It is necessary to
remember that level of motivation varies both between individuals and within
individuals at different times. Today in the increasingly competitive environment
maintaining a highly motivated workforce is the most challenging task. The art of
motivation starts by learning how to influence the behavior of the individual. This
understanding helps to achieve both, the individual as well as organizational objectives.
Motivation is a powerful tool in the hands of leaders. It can persuade convince and
propel. People to act.
WHAT IS MOTIVATION ?
It is a general tendency to believe that motivation is a personal trait. Some people have
it and the others don’t. In practice, some are labeled to be lazy because they do not
display an outward sign of motivation. However, individuals differ in their basic
motivational drives. It also depends upon their areas of interest. The concept of
motivation is situational and its level varies between different individuals and at
different times. If you understand what motivates people, you have at your command
the most powerful tool for dealing with them.
DEFINING MOTIVATION
Motivation is to inspire people to work, individually or in groups in the ways such as to
produce best results. It is the will to act. It is the willingness to exert high levels of
effort towards organizational goals, conditioned by the efforts and ability to satisfy
some individual need.
Motivation is getting somebody to do something because they want to do it. It was
once assumed that motivation had to be injected from outside, but it is now understood
that everyone is motivated by several differing forces.
Motivation is a general term applied to the entire class of drives, desires, needs, wishes
and similar forces. To say that managers motivate their subordinates is to say that they
do those things which they hope will satisfy these drives and desires and induce the
subordinates to act in a desired manner.
To motivate others is the most important of management tasks. It comprises the
abilities to communicate, to set an example, to challenge, to encourage, to obtain
feedback, to involve, to delegate, to develop and train, to inform, to brief and to
provide a just reward.
PROCESS OF MOTIVATION
In the initiation a person starts feeling lacknesses. There is an arousal of need so
urgent, that the bearer has to venture in search to satisfy it. This leads to creation of
tension, which urges the person to forget everything else and cater to the aroused
need first. This tension also creates drives and attitudes regarding the type of
satisfaction that is desired. This leads a person to venture into the search of
information. This ultimately leads to evaluation of alternatives where the best
alternative is chosen. After choosing the alternative, an action is taken. Because of the
performance of the activity satisfaction is achieved which than relieves the tension in
the individual.
TYPES OF MOTIVATION
(Part - 2 of Motivation - Ken Shah & Prof. Param J. Shah)
[TYPES OF MOTIVATION (Part - 2)Theories of Motivation (Part - 3)BEING A MOTIVATING MANAGER (Part - 4) ]
It is where a person or a team reaps a reward from an activity. It is “You do this and
you get that”, attitude. It is the types of awards and prizes that drive people to work a
little harder.
Fear motivation coercions a person to act against will. It is instantaneous and gets the
job done quickly. It is helpful in the short run.
REQUISITES TO MOTIVATE
Motivation is not only in a single direction i.e. downwards. In the present scenario,
where the workforce is more informed, more aware, more educated and more goal
oriented, the role of motivation has left the boundries of the hierarchy of management.
Apart from superior motivating a subordinate, encouragement and support to colleague
as well as helpful suggestions on the right time, even to the superior, brings about a
rapport at various work levels. Besides, where workforce is self motivated, just the
acknowledgement of the same makes people feel important and wanted.
Motivation refers to the drive and efforts to satisfy a want or goal, whereas satisfaction
refers to the contentment experienced when a want is satisfied. In contrast, inspiration
is bringing about a change in the thinking pattern. On the other hand Manipulation is
getting the things done from others in a predetermined manner.
Hence, manipulation or external stimulus as well as inspiration or internal stimulus acts
as carriers of either demotivation or motivation which in turn either results into
dissatisfaction or satisfaction depending upon.
Theories of Motivation
(Part - 3 of Motivation - Ken Shah & Prof. Param J. Shah)
[TYPES OF MOTIVATION (Part - 2)Theories of Motivation (Part - 3)BEING A MOTIVATING MANAGER (Part - 4) ]
Maslow’s need theory has received wide recognition, particularly among practicing
managers. This can be attributed to the theory’s intuitive logic and ease of
understanding. However, research does not validate these theory. Maslow provided no
empirical evidence and other several studies that sought to validate the theory found
no support for it.
McGregor, in his book “The Human side of Enterprise” states that people inside the
organization can be managed in two ways. The first is basically negative, which falls
under the category X and the other is basically positive, which falls under the category
Y. After viewing the way in which the manager dealt with employees, McGregor
concluded that a manager’s view of the nature of human beings is based on a certain
grouping of assumptions and that he or she tends to mold his or her behavior towards
subordinates according to these assumptions.
• Employees inherently do not like work and whenever possible, will attempt to avoid it.
• Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals.
• Employees avoid responsibilities and do not work fill formal directions are issued.
• Most workers place a greater importance on security over all other factors and display little ambition.
On analysis of the assumptions it can be detected that theory X assumes that lower-
order needs dominate individuals and theory Y assumes that higher-order needs
dominate individuals. An organization that is run on Theory X lines tends to be
authoritarian in nature, the word “authoritarian” suggests such ideas as the “power to
enforce obedience” and the “right to command.” In contrast Theory Y organizations can
be described as “participative”, where the aims of the organization and of the
individuals in it are integrated; individuals can achieve their own goals best by directing
their efforts towards the success of the organization.
However, this theory has been criticized widely for generalization of work and human
behavior.
5) Contribution of Rensis Likert :
Likert developed a refined classification, breaking down organizations into four
management systems.
1st System – Primitive authoritarian
2nd System – Benevolent authoritarian
3rd System – Consultative
4th System – Participative
As per the opinion of Likert, the 4th system is the best, not only for profit organizations,
but also for non-profit firms.
6) Frederick Herzberg’s motivation-hygiene theory :
Frederick has tried to modify Maslow’s need Hierarchy theory. His theory is also known
as two-factor theory or Hygiene theory. He stated that there are certain satisfiers and
dissatisfiers for employees at work. In- trinsic factors are related to job satisfaction,
while extrinsic factors are associated with dissatisfaction. He devised his theory on the
question : “What do people want from their jobs ?” He asked people to describe in
detail, such situations when they felt exceptionally good or exceptionally bad. From the
responses that he received, he concluded that opposite of satisfaction is not
dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily
make the job satisfying. He states that presence of certain factors in the organization is
natural and the presence of the same does not lead to motivation. However, their
nonpresence leads to demotivation. In similar manner there are certain factors, the
absence of which causes no dissatisfaction, but their presence has motivational impact.
• The need for recognition and a sense of belonging are very important.
Actual performance in a job is primarily determined by the effort spent. But it is also
affected by the person’s ability to do the job and also by individual’s perception of what
the required task is. So performance is the responsible factor that leads to intrinsic as
well as extrinsic rewards. These rewards, along with the equity of individual leads to
satisfaction. Hence, satisfaction of the individual depends upon the fairness of the
reward.
10) Clayton Alderfer’s ERG Theory :
Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model
named ERG i.e. Existence – Relatedness – Growth. According to him there are 3 groups
of core needs as mentioned above. The existence group is concerned mainly with
providing basic material existence. The second group is the individuals need to
maintain interpersonal relationship with other members in the group. The final group is
the intrinsic desire to grow and develop personally. The major conclusions of this
theory are :
1. In an individual, more than one need may be operative at the same time.
2. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies.
3. It also contains the frustration-regression dimension.
Basically people for high need for power are inclined towards influence and control.
They like to be at the center and are good orators. They are demanding in nature,
forceful in manners and ambitious in life. They can be motivated to perform if they are
given key positions or power positions.
In the second category are the people who are social in nature. They try to affiliate
themselves with individuals and groups. They are driven by love and faith. They like to
build a friendly environment around themselves. Social recognition and affiliation with
others provides them motivation.
People in the third area are driven by the challenge of success and the fear of failure.
Their need for achievement is moderate and they set for themselves moderately
difficult tasks. They are analytical in nature and take calculated risks. Such people are
motivated to perform when they see atleast some chances of success.
McClelland observed that with the advancement in hierarchy the need for power and
achievement increased rather than Affiliation. He also observed that people who were
at the top, later ceased to be motivated by this drives.
12 ) Equity Theory :
As per the equity theory of J. Stacey Adams, people are motivated by their beliefs
about the reward structure as being fair or unfair, relative to the inputs. People have a
tendency to use subjective judgment to balance the outcomes and inputs in the
relationship for comparisons between different individuals. Accordingly :
If people feel that they are not equally rewarded they either reduce the quantity or
quality of work or migrate to some other organization. However, if people perceive that
they are rewarded higher, they may be motivated to work harder.
13) Reinforcement Theory :
B.F. Skinner, who propounded the reinforcement theory, holds that by designing the
environment properly, individuals can be motivated. Instead of considering internal
factors like impressions, feelings, attitudes and other cognitive behavior, individuals
are directed by what happens in the environment external to them. Skinner states that
work environment should be made suitable to the individuals and that punishments
actually leads to frustration and de-motivation. Hence, the only way to motivate is to
keep on making positive changes in the external environment of the organization.
14) Goal Setting Theory of Edwin Locke :
Instead of giving vague tasks to people, specific and pronounced objectives, help in
achieving them faster. As the clearity is high, a goal orientation also avoids any
misunderstandings in the work of the employees. The goal setting theory states that
when the goals to be achieved are set at a higher standard than in that case
employees are motivated to perform better and put in maximum effort. It revolves
around the concept of “Self-efficacy” i.e. individual’s belief that he or she is capable of
performing a hard task.
15) Cognitive Evaluation Theory :
As per these theory a shift from external rewards to internal rewards results into
motivation. It believes that even after the stoppage of external stimulus, internal
stimulus survives. It relates to the pay structure in the organization. Instead of treating
external factors like pay, incentives, promotion etc and internal factors like interests,
drives, responsibility etc, separately, they should be treated as contemporary to each
other. The cognition is to be such that even when external motivators are not there the
internal motivation continues. However, practically extrinsic rewards are given much
more weightage.
TASK TO BE PERFORMED :
DEBATE :
Subordinates have to be treated with diligence. The manager has to stay friendly as
well as maintain a level of distance with his staff. It’s a tricky ground to tread. The staff
looks up on the manager as their leader. They expect maturity, rationality and
understanding from their superiors. Simple things like calling people by their first
name, chatting about their families for a while or even a general inquiry about their
well-being, brings in a feeling of belongingness. Small gestures of this type help in
building up of a cordial relationship.
A manager has to handle two situations, “The Winning” and “The loosing”. The crux is
to think like a winner even when all the odds seem against you. It is necessary to equip
yourself with all the tools of a winner. Always remember that winning and loosing
rotate in a cycle. If you have been loosing from a long time you are very near the
winning edge.
All the employees in the organization vibrate to a different pace. A treatment that
motivates one may demotivation the other. Understanding the difference in
temperament in between the individuals is important.
Set moderate goals. Setting too high a task creates a feeling of non-achievement, right
from the beginning itself. The goals set should be such which seem feasible to the
employees to be achieved. A slightly higher target than expected provides a challenge.
A job of the manager is to motivate people. His task requires him to punish and
penalize people. This might create resentment in the mind of the staff members, which
may affect the productivity of the workforce. Henceforth, care should be taken, that
punishment and penalties are used as a controlling technique and that they do not
demotivation.
(6) Job-financial enrichment and small job changes are handy :
To make job more effective and to break the monotonous routine, small task additions
and minor changes are always welcome. Even small suggestions of the manager seem
valuable to the employees. A few challenges in the same job can enrich it.
Monetary rewards have always had a high motivational capacity. But non-monetary
rewards are equally helpful. A thank you note, a letter of appreciation or even few
words of praise can help smoothen the creases between the different levels of
management.
QUOTATIONS