Motivation: Challenges in Implementing Motivation Theories in Organizations - Term Paper Example

Motivation: Challenges in implementing motivation theories in organizations Introduction Developing and maintaining motivated and committed staff in organizations is a challenging and crucial task today. The study of motivated behaviour in the late 20the century took quite different approaches from the psychological and sociological researches. Many of the traditional motivations theories have been revised or corrected based on the above studies. Intrinsic motivation theories and extrinsic motivation theories were developed as part of the development of the modern motivation theories. Even though, many motivation theories were suggested, none of them seem to be applicable universally. Even though the basic requirements of human being are the same all over the world, the factors which motivate the employees are different even in same country or different organizations. Many of the motivation theories with respect to what motivate the individuals (Content theories) or how the employees could be motivated (Process theories) are prominent nowadays. Even though many parameters can control the motivational levels of the employees, financial rewards seem be the most vital one. Along with monetary gains, Job satisfaction is also a crucial factor in motivating the employees to continue in an organization or improve their productivity. Macky, (2008) has mentioned that in situations where pressures to work longer hours are higher, employees feel overloaded and likely to experience greater dissatisfaction with their jobs which may result in higher stress and fatigue, and greater work—life imbalance (Macky, 2008). It is important for an organization to have the employees work with 100% satisfaction. This paper briefly analyses the importance of motivation at workplace with the help of some motivational theories. Motivation at workplace Young (2000) has mentioned that de-motivated employees may experience negative effects on their performances (Young, 2000, p.2). Motivated people will always be an asset for an organization whereas de-motivated people will always be a burden for the organization. Based on the nature of the motivation given to the employees, the motivating stimuli can be classified in to two; intrinsic motivation and extrinsic motivation. Intrinsic motivation comes from the inner heart whereas the extrinsic motivation depends on the external factors. For example, the necessity of work to earn money is an intrinsic motivator whereas good working conditions and scope for growth are extrinsic motivators. Leach & Westbrook (2000) have pointed out that improper or low motivation at the workplace may decrease morale and satisfaction levels of the employees and their punctuality and attendance could be seriously damaged (Leach & Westbrook 2000, p.19). The needs of different employees in an organization could be different. Some of them may be more interested in financial rewards whereas some others may give more importance to the recognition they are receiving from the organization. It is impossible for an organization to give financial rewards to all the good works. But the organization can take a note of better works for future reference while deciding the promotions of the employees. In other words, if an employee is aware of the fact that his extra efforts would be considered in future while deciding the promotions, he will put an extra yard in his performances. On the other hand, if the organization fails to take an account of the better performances of an employee, he will never try to work hard. Even a praising word sometimes brings dividends in employee performances. ADEKUNLE et al, (2009) have mentioned that good pay, motivation, incentives, regular promotions, training and development should be provided for the workforce so as to enable them put in their best in order to increase the level of their productivity in the organization (ADEKUNLE et al, 2009). As mentioned in the introduction, better monitory gains or financial rewards always motivate the employees to work hard for the organization. In fact all the employees are working for financial gains especially in a non-charitable organization. Poor pay scale and extra loads of works without adequate pay are some of the factors which make the employees unhappy over their jobs. Employees should feel deep relationships with the organization in order to guarantee their 100% commitments and for that purpose, better remuneration is necessary. “A supervisor’s job is complex, and in the midst of numerous projects it may be easy to let an employee’s outstanding performance slip by unnoticed” (Performance Management, 2007). Recognition is another factor which motivates the employees. The managers should appreciate all the good works of the employees. An encouraging word may sometimes serve as a big boost to the employees. Along with physical gains, mental satisfaction is also an important factor in binding the employees’ with the organization. Only the committed employees avoid unnecessary absenteeism or taking unnecessary leaves. If the employee considers the organization as his own, then he may refrain from activities which negatively affect the organization. But in order to develop such deep relationship with the organization, the employee should be satisfied both mentally and physically. Zillmann (2000) has mentioned that motivation problems can arise from a variety of causes ranging from individual’s goals to managerial decisions (Zillmann 2000, p. 3). Managers are the bridge between the employees and the organization. If the bridge becomes weak or ineffective, then the proper communication between the organization and the employees may not take place. The managers should keep the interests of the employees and the organization intact. He should convey the decisions of the organization to the employees and vice versa. Employees will respect only those managers who recognise their demands and personal matters. In other words, the manager can play a vital role in motivating the employees. “Every leader’s central function is to use most effectively the resources at his command” (WHAT MAKES A GOOD POTENTIAL MANAGER?, n. d, p.1) “Sometimes an employee’s performance will not be consistent with the requirements of the position. If this happens, and normal coaching, counselling and/or training do not bring performance to an acceptable level”(Employee Performance, 2007). The organization should provide everything needed for the employees to perform well. The working environment or culture provided by the organization is important in motivating the employees. The organization should provide everything needed for an employee to ensure the safety of the employees at workplace. Most of the employees would like to work safe environment even if the pay scales are less. Both the manager and the workers function in a healthy environment where no prejudices or biases control any of them. A better manager always listen the personal and professional needs of the workers and take positive actions, if the needs are acceptable to the organization’s culture and business philosophy. Employees and their performance will become mechanical if the career prospects are dull. On the other hand, if the employees feel that their performances will bring rewards in the form of promotions, they will definitely try to improve their performance. “Motivation can be affected by a manager’s day-to-day decisions, with a seemingly unfair or unjust decision against an employee leading to a reduction in motivation”(Eberlin & Tatum 2005, p. 2). Some managers may adopt autocratic methods in their functioning whereas some others may take democratic style of functioning. In my opinion, the manager should select both autocratic and democratic methods judiciously based on the situation. For example, employees under stress or bad health condition may underperform. In such cases, the manager should try to understand the situation and do everything possible to make the employee feel better. In some other cases, the employees may deliberately try to underperform. In such cases, the manager may be compelled to take stern actions. In short, different management techniques based on the situations are more useful than adopting a unique method for all situations. Theory of X and theory of Y are commonly used by managers in order to motivate the employees. Theory X management thinking is that the average human being has an inherent dislike of work and will avoid it if possible. Because of this inherent dislike of work, most people must be coerced, controlled, directed, or threatened so as to induce them to put forth enough effort so as to meet their goals and get their work done. This leads to the conclusion that the average human prefers to be directed, wants to avoid responsibility, has relatively little ambition, and wants security above all. Theory Y, is based on the following assumptions: The physical and mental effort humans exert at work is as natural as play or rest. External control and the threat of sanctions are not the only means by which to get employees to work toward organizational goals (Furst, 2009) Theory X believes that the workers normally may have dislike for their professions. This theory assumes that only because of the circumstances, the employees are forced to work. If the situations do not compel anything from the employees, they will try to become idle as much as possible. In other words, theory X is pointing towards the inertial frame of mind of the employees. According to Newton’s first law of motion every object has the tendency to remain in its present state unless it is compelled by an external force. Theory X argues that a force is necessary to break the inertia of the employees. On the other hand, theory Y says that force alone may not bring out the bests out of a worker. Apart from force, other motivating factors such as reward, recognition, promotion etc can also encourage the workers to improve their performance and productivity. According to expectancy theory, “even if the individuals have different sets of goals, they can be motivated if they believe their effort leads to performance and performance results in desirable reward” (Prit, 2007). The expectancy theory can be illustrated with the help of the figure given below. (Expectancy Theory of Motivation, n. d) From the above figure it is clear that effort leads to performance and the performance proceeds towards outcomes. It is difficult for an employee to get proper motivation if his/her efforts and performances were gone unnoticed. Employees will put their 100% only if they would be able to get something in return from the organization. This could be in the form of financial gains or promotions. Expectancy is the belief that increased effort will increase the outcomes. It is affected by things like; “Having the right resources available; Having the right skills to do the job and Having the necessary support to get the job done” (Expectancy Theory of Motivation, n. d). According to expectancy theory, “Motivational force MF = Expectancy x Instrumentality x Valence Where expectancy based on the perceived effort-performance relationship, instrumentality is based on the perceived performance reward relationship and valence is the value individual personally places on the reward”(Expectancy theory, n. d). Herzberg has formulated another motivational theory for the workers in an organization. According to this two-factor theory, people are influenced by motivational factors and hygiene factors. Hygiene factors are working condition, quality of supervision, salary, status, security, company, job etc whereas the motivational factors are achievement, recognition or achievement, interest in the job etc (Two facto theory- Herzberg, Frederick, n. d). Two factor theory can be illustrated as follows (Tutor2u, n.d) Conclusions Employees can be motivated with the help of many things in an organization. Better remuneration, scope for promotions and career growth, better working conditions and environment, appreciation of good works, etc are some of the major factors which can motivate the employees in an organization. The needs of the employees could be different and the organization should realize the diverse needs of the employees and use motivational tools judiciously. De-motivated employees will always underperform which is not good for an organization. References 1. ADEKUNLE OWOJORI, A., ACTI & POPOOLA (2009), EFFECT OF HUMAN RESOURCE MANAGEMENT ON PRODUCTIVITY OF WORKFORCE IN THE BANKING INDUSTRY IN NIGERIA, [Online], Available at: http://www.thefreelibrary.com/EFFECT+OF+HUMAN+RESOURCE+MANAGEMENT+ON+PRODUCTIVITY+OF+WORKFORCE+IN...-a01073959643 [Accessed on 23 November 2010] 2. 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