Motivation and Work Behavior - Term Paper Example

Introduction The organizational characteristics and objectives of the public and private firms differ tremendously thus different methods and theories of motivating employees have to be used depending upon the nature of the organization. The same methods of motivation cannot be used in both as research proves that methods of motivation have to depend on the organizational culture, its objectives and its strategic goals. For example, financial incentives work better for employees of private firms but not for employees of public firm (Porter, 2000). An organization can motivate employees only when their needs are recognized and satisfied. These needs vary from the public to the private sector and therefore different theories have to be implemented to recognize them (David, 1985). Needs that have been satisfied don’t work as motivators thus the organization has to consistently study the employees using different theories to recognize the next level of need for a motivated workforce. Theorists today have analyzed that the content and process approaches of motivation are congruent to public organizations (Robins, 2000). The content approach This method of motivation focuses on the theory that motivation in individuals is caused by the desire to fulfill inner needs. This approach concentrates on the needs that motivate individuals. Identifying the needs of employees using Maslow’s hierarchy of needs that identifies five need levels. At level one are the physiological needs which include food, water and comfort. A public organization can satisfy this need by giving a paycheck to the employee (David, 1985). At level two is safety needs which are feeling secure and stable. These can be satiated with the benefits that accompany the salary like medical coverage etc. social needs are third on the hierarchy which are desires for friendly relationships between employees and a sense of belonging. This is essential in public organizations as good relations and coordination are crucial to the organization as once this is developed the employees would be motivated to work better (Porter, 2000). The next level is the esteem needs which are needed for self respect and respect from coworkers. This can be attained by matching the skill of employees with their job assignment. The esteem can be satiated by appreciation of the employee’s work by the public organization. Lastly, self actualization needs of self content and recognition of the employee’s absolute capabilities can be satisfied by giving the employee challenging tasks that utilizes the employee’s talents, training and capabilities. This is also essential in public organizations as challenging tasks would motivate employees to be stimulated and work better with more interest (David, 1985). As Robins (2000) explains that Alderfers ERG recognizes three classes of needs which is another theory. The first is the existence needs which are the longing for material and physical security. The public sector organization can satisfy this need of its employee by food, water, air, shelter, pay, work conditions, benefits etc. Relatedness needs are needs for interpersonal relations of employees which are satisfied by family and coworkers. These can be developed by the firm by initiating meetings and entertaining activities on a personal level (Sims, 2000, 91-93). Growth needs the desires to work creatively making productive contributions to the firm thereby initiating development on a personal level. In the public sector, these needs once recognized can be satisfied by employee assessment and thereby giving the right job to the right person (Porter, 2002). This will initiate a sense of satisfaction as the employee will be able to meet his goals and be motivated to work. McClellands ‘learned needs’ is another theory that breaks up motivation into three categories namely achievement, power and affiliation. Achievement motivated employees prosper by chasing and achieving goals. They take sensible risks and like feedback on their work. According to David (1985), this theory proves successful in the public organizations as achieving goals and feedback is extremely important for employees of public organizations. Power motivated employees take every opportunity to grab control or overpower others, influencing people and try changing situations even when it is not needed. They like being at the forefront of decision-making (Ryan, 2000, 74-77). Affiliation motivated people are mostly friendly and give precedence to socializing over their work. Such relationship building affects their performance as they usually react to an appeal than work needs. Such employees once recognized in the public organization can contribute greatly if their drives are appropriately utilized (Sims, 2000, 91-93). Herzbergs Two-Factor Theory explains needs in terms of satisfaction and dissatisfaction. Satisfaction is achieved from motivating factors that are inherent or job content, such as achievement, recognition, advancement, responsibility, the work itself, and growth prospects. Such satisfaction enables the employees of the public sector to perform better. Herzberg calls job satisfiers motivators as they include job content and the satisfaction that follows. Motivators are essential for significant betterment in performance and move the employee above satisfaction towards superior performance (Ryan, 2000, 69). Dissatisfaction occurs when hygiene factors like pay, status, job security, work conditions, supervision, policies relations etc are absent. Herzberg uses the word hygiene as they don’t motivate but they put off motivation. As Porter (2002) explains using this theory to recognize the motivating factors in a public firm proves productive and works as a positive motivators in a public organization. The Process approach Another approach used by the public firms to recognize the motivating factors of employees is the process approach which points out how and why employees opt for certain behaviors and external influences to achieve personal goals . When public organizations recognize the behaviors of employees and analyze what motivates their behavior, they can encourage positive behaviors and avoid negative behavior by the employees by motivating the factors that positively affect their behavior (Robins, 2000). Vrooms Expectancy Model is about associations employees make with expected outcome of an action and the contribution they can make towards this action. Sims (2000) explains that the theory has three variables: valence which is the importance associated with the outcome of a situation; expectancy is the belief that the output and success are linked. Lastly, instrumentality which is the belief that success is linked with expected outcome of the situation. As Porter (2002) explains understanding the values of these levels in employees enable a better understanding of competence and motivational factors and thus serve to make employees more productive. Equity theory Employees want to be treated fairly and want an equal give and take from the organization. If employees don’t get enough reward for their contributions made they will reduce their work and if they get more reward, they will put in more effort. Employees compare themselves with other employees and teams too and expect equal treatment by the firm. As per Robbins (2000), in public organizations, employers have to ensure that every employee is rewarded justly and that one team is not rewarded more than the other if the performance level is the same to maintain a motivated workforce. If there is inequality in the reward system, then the employees get de-motivated and deter from performing their best (Ryan, 2000, 68-78). Kahler’s theory identifies five motivating drivers commonly known as the Transactional Analysis drivers. These include being perfect, being strong, hurry up in order to meet the deadline, please others especially subordinates and higher management and try hard. According to David (1985), employers of public organizations should recognize what are the motivating factors for their employees amongst these factors so that they can reward them at appropriate time and consistently motivate them for better performance. Conclusion By implementing the content and process theories public organizations can identify the needs and behavioral patterns of their employees and thus can use these as motivators to encourage better performances from the employees (Sims, 2000, 91-93) . Once these factors are acknowledged, he firm can motivate the employees with job enrichment, financial rewards, employee participation and goal setting by tailoring them to the needs of the employees. This would increase the productivity of the employees in public organizations. Work Cited David, M. (1985). Human Motivation. Cambridge: Cambridge University Press. Porter, L.W., Gregory, B., and Richard, S. (2002). Motivation and Work Behavior (7th Ed.). New York: McGraw-Hill/Irwin. Robbins, P. (2000). Essentials of Organizational Behavior, 6th Ed. Upper Saddle River, NJ: Prentice Hall Ryan, R., & Deci, E. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78. Sims, B. (2000).Effective motivation. Occupational Safety & Health. 10, 91-93. Read More