Motivation and Its Theory And Practice - Case Study Example

Motivation theory and practice Name Instructor Institution Subject Date Abstract Motivation may be termed as an individual input regarding ones environment and personality that gives the momentum in the performance of work. Apparently, the human capital performance leads to the success or failure of any organization. It becomes imperative for the managers to influence the role that the employees play in ensuring that the organizations goal is realized. These calls for managers to articulately understand what are the motivating factors and how do they motivate the employees. An employee who is motivated would be conscious about the organizations goal and would strive towards achieving virtually all the set targets. Motivating the employees is seen as one of the strategies that managers could use to make sure that the employees have an environment which is conducive to perform their tasks. This forms one of the vital basis in which the human capital utilised effectively. Essentially, the employees do not necessarily need only, motivation, but also the capability in which they would enhance the performance of their task. This means that, the competencies of the employees has to go hand in hand with the motivation aspect for optimum output. This paper looks at the comparison these models of Maslow, Aldefer, Herzberg and Adams (equity theory), and ways in which the manager could use this theories to curb absenteeism and employee disengagement. Introduction Initially, the assessment performance of the employer was subjective to the analysis of the manager. However, as noted by Kuvaas (2006), this tends to lack the standards which could be used to gauge the performance of employees and make them to be motivated. Apparently, the performance of the organization involves establishing the given outcomes and outputs are attained in accordance to their roles and responsibilities. The role of the manager entails, ensuring the employees deliver their tasks as expected as stipulated by Lengnick-Hall & Philip (2008). The managers review the results which have been established and ensuring that they give a fair treatment to the rest of the employees. This is seen as one way in which the motivation of the employees could be enhanced. In order to attain better organization performance, there should be effective performance management system that would gear towards embracing the strategic objectives of the organization as asserted by Sendjaya & James (2008). As a manager, one is required to give constructive feedback to the raised issues by the employees. The tasks that the employee should perform should act as source of motivation to oneself. It has been suggested that, financial rewards suffice well to enhance employee performance as they tend to embrace positive attitude in their working environment as stated by Nicholson & White (2006). Various models have been proposed on the ways in which could foster motivation of workers. These include; Maslow, Aldefer, Herzberg and Adams (equity theory). They both gear towards ways in which the manager would better understand the environment that would enable the employees perform to their very best. Maslow theory The Maslow’s motivational theory stipulates that, the human needs vary depending on the unambiguous arrangement. Whenever an individual satisfy’s one level, another need arises that needs to be satisfied till the upper most level is attained of self actualization as noted by Latham & Pinder (2005). This theory presupposes that, the managers have to ensure that they provide the unmet needs to the employees. This rises from the fact that, the needs which have been satisfied tend to lose their motivational prospective. The Maslow’s needs are classified into the following categories Physiological needs This level includes the basic needs such as; food, clothes, shelter and rest. This may be translated to a working environment which is conducive in the working place which may be stimulated by better remunerations and provision of leisure. Safety and security needs This level includes the provision of protection to ones physiological and physical needs. This call for the organization to provide a healthy and safe environment that would foster security amongst the employees. This has to be in accordance to the legal framework that has been stipulated. Social needs This level of needs entail the aspect of association, interaction and belonging of oneself to others. This may be embraced by managers in an organization by embracing team work and team building. Moreover, a lot of group participation would improve one’s sense of belonging. Self respect and esteem This is the level where ones intrinsic and extrinsic needs are stimulated. This may be implemented in an organization by ensuring that the employees receive their recognition symbols in whatever they have achieved. Self actualization This is highest level in an organization that focuses on the worthiness, and realization of an individual. At this point, most of one’s needs have been accomplished and one is striving towards embracing personal growth. The Maslow’s theory tends to analyze the human motivation that is related workplace performance as noted by Newstom & Davis (2002). The initial parameters based on power, biological achievements that stipulate the performance of human beings. According to his theory, human beings tend to be motivated by their needs that they require which essential lie in the deprivation motives and growth motives. Human beings would tend to be creative and act spontaneously towards others. Sendjaya & James (2008) notes that, in case one does not attain the self actualization state, one tends to be hostile and violent. An employee would not be interested in the organization of the firm when ones needs such as security needs. This may be interpreted as lack equity and order in the organization. According to Maslow, once the lower level needs have been satisfied, additional needs do not enhance the employee’s motivation as, they tend to focus more of higher level basic needs such as special needs and love as noted by Noe (2007). It is imperative for the managers to ensure that, they understand the entire social life of the employees in addition to their behavioural life. The limiting factor of this theory is that, it is has less empirical backing, making it not have tangible evidence in the manner that the basic needs have been classified. Adelfers modified need hierarchy theory He provided a more modified hierarchy that gives that summary of Maslow law into three fundamentals. They are namely the, Existence, relatedness and the growth needs. Existence needs They entail the safety, physiological and the sustenance of human beings. This is related to the lowest level of Maslow’s theory. Relatedness This aspect is related to the Maslow’s needs in the sense that it gives the manner in which human beings relate towards their surrounding environment. It embraces the interpersonal relationship. This aspect is related to the social needs in the Maslow’s needs of hierarchy. Growth needs This may deem as the highest needs in the Maslow needs of hierarchy. It advocates for self actualization and self esteem. As indicated in the Maslow theory, Aldefer also suggests that individuals would also traverse their needs from the existence needs towards the growth needs. Contrary to Maslow’s theory, Aldefer claim that, these needs tend to be continuum rather than the presumed hierarchical status as noted by Latham & Pinder (2005). This implies that, there may be more than one need which may be stimulated at a time. Additionally, Adelfer advocates that, individuals may also descend down the hierarchical needs which are normally known as the frustration regression process. From this theory, the managers should motivate their employees to be engaged in their daily activities by ensuring that, whenever one need is blocked at a lower stage, the upper stage level need may be stimulated (Sendjaya & James, 2008). For instance, in a scenario where an employer feels that they are not gaining growth satisfaction from the job they are doing, then a manager has to create other opportunities that would foster the development of relatedness and the existence growth. Adelfers theory also tends to be similar as that of Herzberg theory as, it fosters flexibility in the mode in which the basic needs are provided. Herzberg theory This theory is categorized into two factor basis that rely on hygiene and motivation factors. This is translated in the nature of motivation that one acquires since birth, family influence and the social group influence as noted by Fisher (2000). This theory is related to the Maslow theory in that, it hypothesize the manner in which needs of the Maslow are applied at work place. He categorized the needs into two groups namely the satisfiers and the dissatisfies’. The `dissatisfiers’ or the hygiene factors entail the working conditions such as interpersonal relations, rate of pay, security of the job, supervision and the policies of the company (Sims, 2007). According to this theory, all these factors must be present in any realm of the organization so as to enable the effective performance amongst the employees. When these factors are retrieved, the performance of the employees would tend to decline making cases of disengagement and absenteeism to be manifested. Moreover instances such as the strikes may become prevalent. Apparently, the availability of these needs would only make the employees to perform averagely and not motivate them to a much extent. One’s dissatisfaction is related to the extrinsic factors and they do not cause much satisfaction The other category is the satisfiers’ or the motivational factors. This entails individual growth, job achievement, recognition and advancement. All these lead to ones satisfaction towards their job as noted by Latham & Pinder (2005). This theory presupposes that employees could only be motivated by enriching their job. An employee job satisfaction is dependent on job satisfaction. However, this technique is limited in the manner in that; it is not suitable to measure the overall satisfaction rate. Adam equity theory It involves the input and outcomes of an individual. This is done in comparison with another person benefits. In one input, the aspects of education, ability, time, loyalty and effort are analysed whereas, in ones outcome, the aspects of recognition, benefits, promotion and status are analysed as noted by Greenberg & Baron (2003). This theory simply summarises the Maslow’s theory into two categories. The self actualization needs are grouped as one outcome whereas the physiological and physical needs are grouped as the inputs. Initially, the research findings indicated that the inequity aspects has manifested in the workplace in various organizations. This is portrayed in the nature that various sexes relates in the workplace, the variation in salaries received between men and women and the level of education amongst the workers as noted by Lepak & Mary (2010). The employees who feel that they are facing an injustice acts would tend to show quire behaviours towards their work that would be manifested in their work disengagement. Nonetheless, a manager has to motivate the employees by varying the nature of the inputs. Moreover, the manager ought to ensure that there is distributive justice where the employees would be satisfied with their remunerations (Murphy & Dzieweczynski, 2005). To further motivate the workers, the manager ought to ensure that the procedural and interactional justice is adhered to effectively (Gomez, Wu, & Passerini, 2010). In embracing proper procedural justice, the employees have to be involved in the procedural fairness in the manner in which the outcome would be determined. The manager should also ensure that, all the employees are handled with dignity in order to ensure that they feel they have a worth towards the realization of the organizations goals. In conclusion, in order for an organization to attain optimum success, the employees need to be motivated so as they give their very best out of their competencies. The managers have to ensure that the working environment is full with fun that would motivate the employees. They have to be part of the decision making so as to ensure that they effectively embrace the changes that the management may be effecting. The managers have to act as the link in ensuring that the employees link up their personal goals with the organization goals. In a scenario where one has performed exemplary, one has to be appreciated and be rewarded accordingly. The managers has also to ensure there is fair equity amongst the employees and address all the outstanding issues that could be hindering them from achieving their very best. All these would propel the company towards the realization of its goal. References Fisher, D. (2000). Mood and emotions while working: Missing pieces of job satisfaction? 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