Motivation
Meaning of motivation
Motivation is an inspiration that helps to use the employees’ knowledge and skill for the growth and development of the organization. It is an act of persuading the people who work in the organization. It is defines as the psychological process that hell to increase the will to do work. It is the process of inspiring people from which the people can use their ability. It is an important function of management,. The employees who are engaged in the organization must be motivated. Without motivation, their ability and skill can’t be used properly. Every employee has the capacity to do work. It is the process that helps the employee to explore their talent.
“The concept of motivation is mainly psychological. It relates to those factors or forces operating with the individual employee or subordinate which impel him to act or not to act in certain ways.”
—Delton e. McFarland
Importance of motivation
1. Proper utilization of production factor: Motivation is the mechanism which is used to stimulate the employees. Stimulated employees are ready to use the production factor properly and efficiently. So it results in increase in production and productivity.
2. Willingness and interest creation: Motivation stimulates the employees in an organization. It influences the willingness of employees to work hard and help to present better performance. It is a process that acts according to desire of employees and increases the willingness and interest of employees to do work.
3. High productivity: When the employees are fully motivated there is better performance. It results high production and productivity increment.
4. Organizational goals:The machine, equipment, money cannot be effectively used when the employees are not motivated to do the work in an organization to the maximum extent .so it helps to achieve the organizational goals.
5. Readiness for change:Changes are required in every organization. Such changes may be in technology, environment etc. when the changes are introduced in the organization there is tendency to resist them by the employee or hesitate to accept the change. Motivated employees are already made ready to accept the change.
6. Efficiency in work: Motivated employees perform their duties according to the goals of the organization. They perform work efficiently and timely and increase the efficiency
7. Reduce absenteeism: – Motivated employees don’t want to be absent frequently. In other words, Motivated employees stay in the organization more and non-Motivated employees are careless for the organizational goals.
8. Employees’ satisfaction: employee’s satisfaction is an important aspect for the managerial point of view. Employees may be motivated by fulfilling their needs and giving satisfaction in their work. In short motivated employees are always satisfied.
9. Less disputes and strikes: disputes and strikes are harmful for organizational activities. When the employees are not motivates they are dissatisfies which creates disputes in the organization.
10. Better human relation: all employees must be treated as human beings by the organization. Motivation I mainly related to behave the human beings
Theories of motivation
Maslow’s need hierarchy theory
All human behavior is directed towards fulfilling their needs. Abhram Maslow’s needs hierarchy theory is based upon the needs of human beings. According to this theory, each and every people have certain needs. In response to that need, s/he is motivated to do work. Human needs have hierarchy. That’s why to motivate any people to work. The need of that person should be fulfilled according to hierarchy because as one need of that person is satisfied, another need will be created respectively. The needs have been classified in a hierarchy as follows:
· Physiological needs: These needs are fundamental or basic need of human being such as food, water, clothes, shelter etc. Without these needs human being cannot survive. Therefore, these needs are necessary to operate the human life. In organization, the manager can provide the adequate lighting, comfortable temperatures and ventilation etc to motivate the employees at first. These are the lowest order needs and assume top priority
· Safety/ security needs: An individual wants to be free from the fear of losing job, food, shelter etc which is known as safety or security needs. It is second important need because after fulfilling physiological need people want the safety and security needs. These needs may be job security, old age provision, pension plans, insurance, security from risk etc
· Social needs: It is the third hierarchy of needs which comes after fulfilling safety or security needs. Man is social in nature. Therefore, human beings always want to live in society or group which loves him/her the most. These needs include love, affection, friendship, social acceptance etc. So a manager can initiate participation of the employees as part of association to motivate the people.
· Esteem/ego needs: After fulfilling the social needs of people, they now want esteem needs by which they can have some special and unique place or status for him/her. They want to be prestigious and respected which is known as esteem or ego need. It is the second last need of Maslow’s need hierarchy theory. This need includes self-confident, self-respect, prestige, power, status, job title etc. So s/he wants to be strong and want to have immense power from which s/he can get self-satisfaction. A manager can provide the attractive job position to employees to fulfill esteem or ego needs.
· Self-actualization needs: Maslow said that self-actualization is the last and highest need in his hierarchy. After all needs are fulfilled especially including esteem/ego needs they now want or desire to help others. It is maximization of one’s potential. In this need people want to be satisfied in their desire? It includes challenging jobs, creativity, risk bearing capacity etc.
Herzberg's Motivation-Hygiene Theory
(Two Factor Theory)
To better understand employee attitudes and motivation, Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction. He published his findings in the 1959 book The Motivation to Work.
The studies included interviews in which employees where asked what pleased and displeased them about their work. Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from those causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfiers hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction.
The following table presents the top six factors causing dissatisfaction and the top six factors causing satisfaction, listed in the order of higher to lower importance.
Factors Affecting Job Attitudes
Herzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, nosatisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction.
While at first glance this distinction between the two opposites may sound like a play on words, Herzberg argued that there are two distinct human needs portrayed. First, there are physiological needs that can be fulfilled by money, for example, to purchase food and shelter. Second, there is the psychological need to achieve and grow, and this need is fulfilled by activities that cause one to grow.
From the above table of results, one observes that the factors that determine whether there is dissatisfaction or no dissatisfaction are not part of the work itself, but rather, are external factors. Herzberg often referred to these hygiene factors as "KITA" factors, where KITA is an acronym for Kick In The A..., the process of providing incentives or a threat of punishment to cause someone to do something. Herzberg argues that these provide only short-run success because the motivator factors that determine whether there is satisfaction or no satisfaction are intrinsic to the job itself, and do not result from carrot and stick incentives.
Douglas McGregor
Theory X and Theory Y
Douglas McGregor in his book, "The Human Side of Enterprise" published in 1960 has examined theories on behavior of individuals at work, and he has formulated two models which he calls Theory X and Theory Y.
Theory X Assumptions
The average human being has an inherent dislike of work and will avoid it if he can.
Because of their dislike for work, most people must be controlled and threatened before they will work hard enough.
The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires security above everything.
These assumptions lie behind most organizational principles today, and give rise both to "tough" management with punishments and tight controls, and "soft" management which aims at harmony at work.
Both these are "wrong" because man needs more than financial rewards at work, he also needs some deeper higher order motivation - the opportunity to fulfill himself.
Theory X managers do not give their staff this opportunity so that the employees behave in the expected fashion.
Theory Y Assumptions
The expenditure of physical and mental effort in work is as natural as play or rest.
Control and punishment are not the only ways to make people work, man will direct himself if he is committed to the aims of the organization.
If a job is satisfying, then the result will be commitment to the organization.
The average man learns, under proper conditions, not only to accept but to seek responsibility.
Imagination, creativity, and ingenuity can be used to solve work problems by a large number of employees.
Under the conditions of modern industrial life, the intellectual potentialities of the average man are only partially utilized.Techniques of motivation
1. Financial incentives: First techniques of motivation are financial incentives as money is indicator of success. Therefore it fulfills psychological safety and status need as people satisfy their needs by money. Wages, salary motivates employees to perform better.
2. Job enlargement: Under this technique, task assigned to do job are increased by adding simile task. So the scope of job enlargement is high for the motivation of subordinates. It is also known as horizontally leading of job.
3. Job enrichment: Under this technique jobs are made challenging and meaningful by increasing responsibility and growth opportunities. In such technique of motivation, planning and control responsibility are added to the job usually with less supervision and more self evaluation. It is also called vertical leading.
4. Job rotation: it refers to shifting an employee from one job to another. Such job rotation doesn’t mean hanging of their job but only the employees are rotated. By this it helps to develop the competency in several job which helps in development of employees.
5. Participation : Participation refers to involvement of employee in planning and decision making .it helps the employees feel that they are an asset of the organization which helps in developing ideas to solve the problems.
6. Delegation of authority:Delegation of authority is concerned with the granting of authority to the subordinates which helps in developing a feeling of dedication to work in an organization because it provides the employees high morale to perform any task.
7. Quality of work life:It is the relationship between employees’ and the total working environment of organization. It integrates employee needs and well being with improves productivity, higher job satisfaction and great employee involvement. It ensures higher level of satisfaction.
8. Management by objectives:It is used as a motivation and technique for self control of performance. By this technique superior and subordinates set goals and each individual subordinates responsibilities clearly defined which help to explore the sill and use in the organization effectively.
9. Behavior modification:The last technique of motivation is behavior modification. It develops positive motivation to the workers to do the work in desired behavior in order to modify behavior.
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