The Three Components of Motivation Defined by Arnold - Book Report/Review Example

 EXECUTIVE SUMMARY This report has been prepared as an academic paper to discuss the human resource problems and solutions. In this report, I have described a real workplace situation, which I encountered when two volunteers in the organisation were hired. The basic problem is that after working a few days with the company, the two volunteers have indulged in unethical behaviour and they have started going against the policies of the company. Since these volunteers have been hired with an intention to make them future project workers, therefore, this matter cannot be ignored easily. In this report, after the description of the situation in the first section, the analysis of the problem has been done. The motivation behaviour of the two volunteers has been studied by using the components of motivation defined by Arnold. The second part of second section, analyses the models and theories of human resource management to present the solutions to the given problem. The third part of this section uses internet information to further analyse the problem. Finally, conclusion has been presented to sum up the key points of the report. PROBLEM ANALYSIS AND SOLUTION Description of Situation I encountered a problem at work regarding two volunteers. The two persons came to my company with the intention of becoming project workers in the substance misuse field. They were quickly introduced to members of staff and were told that in order to start working in this field they would have to start work primarily in reception answering calls, taking messages and greeting clients. They were told that this was necessary as reception was the frontline and a great way of knowing whether or not this work was for them. The reason for hiring them as volunteers was that they might encounter aggressive clients and clients who for want of better words had no patience. Both of them were introduced to who were the first aiders and were shown where the fire exits were but that was it. The administrator at the time spent a few hours with them in reception talking them through the internal email system and how to answer a call after that they were told they could start. One of the volunteers started doing a three day week the other two. From the 5 working days they were together on two of them which were our busiest days. They were told our start hours but were told that as they were volunteering they could start at 10 instead of 9:30 and that is was alright if they were a little bit late and it was also ok for them to leave a little early. At first they started well coming in on time etc. However, after a little while they began using the phone for personal use frequently. Playing on their mobile, watching inappropriate material on the internet, and making clients wait too long. Moreover, they started becoming too friendly and also started intimating with a member of staff. Not answering the phone in the appropriate manner and not relaying messages was also a problem In the end they would take whole days off and not arrive sometimes until the afternoon I then took over the post as administrator but was told to find some other volunteers and sack these. I did try on several occasions to talk to these volunteers whilst I was in post. I spent time with them in reception unfortunately it was too late. Analysis of Situation The given situation will be analysed by using the theories about motivation at work. This concept comes from the first session of the book “why do people go to work?” Actually motivation causes a person to behave in a certain manner and Arnold (1995, p. 211 cited in Preston, 2010) has defined its three components including direction which shows what a person is seeking to do, effort which shows how much efforts the person is putting and persistence which shows how long the person continues trying. The described situation will be analysed in consideration to the motivation theories because this situation fits with the components of motivation behaviour. Components of motivation Implications Direction Why the two persons were volunteering to work in the company? Efforts How much efforts the two volunteers were making? Persistence How long the volunteers continued trying? In the case, it has been noticed that the two persons were highly motivated to work in the company as volunteers however, with the passage of time their motivation level declined and their performance level declined. Using the components of motivation defined by Arnold, the motivation behaviour of the two volunteers can be described. Direction: The two volunteers were willing to act as volunteers because they had the intention of becoming project workers in the substance misuse field. They were given the chance to work primarily in the reception answering calls, taking messages and greeting clients because before working in the field they were required to understand the dealing with frontline people. Moreover, working as volunteers could also help the persons to understand whether they were suitable for this kind of job or not. Efforts: In the beginning the two volunteers were very motivated towards the assigned tasks and duties. Although they were given a little flexibility in their timings however, they used to come on time. Persistence: After a few days, the two volunteers started using the office phone for personal use very frequently. Their motivation level towards the tasks did not last longer and very soon they started showing unethical behaviour by playing with their mobiles during office hours, watching inappropriate material on the internet, by making the clients to wait longer and by showing inappropriate behaviour towards other staff members. Moreover, they also started coming late in office and their absenteeism also increased. The motivation behaviour of the two volunteers shows that their behaviour has declined within a few days. There can be various reasons which could be considered to contribute toward the demotivated behaviour of the two volunteers. The behaviour of the two volunteers can be analysed in the light of motivation theories. However, before discussing the motivation theories, it is also important to learn the major factors, which in my opinion can contribute to the lack of motivation of the two volunteers. In my opinion, the very small persistence in the behaviour of the two volunteers can be a result of their expectations from the organisation The decline in the performance of the volunteers can also be a result of the fact that no written contract was agreed with the volunteers or it can be a result of the understanding of the volunteers that they would get the job, regardless of the efforts they make The unethical attitude of the volunteers can also be a result of their personality characteristics which could not be analysed at their first impressions Since the volunteer positions were given to the individuals to analyse their job fit, however, behaviour of the volunteers do not give idea about their fit for job, however, it shows their lack of interest towards the assigned duties and tasks. Therefore, at this stage, there is a need to find the reasons and solutions for the lack of interest, unethical behaviour and carefree behaviour of the volunteers. Proposed Solution to the Problem The situation which I have encountered might have been faced by various other people at their workplaces. The analysis of the scenario shows that the motivation level of the volunteers has declined and their unethical work behaviour practices have become very significant. I believe that various solutions can be presented to solve the problem, however, before reaching on a solution, I will use some relevant theories, in the light of which I will be better able to present a suitable solution. Douglas McGregor (1906-1964) Douglas McGregor presented Theory X and Theory Y to describe two different perspectives about the individuals at work. These two perspectives include the kind of people and work and the nature of the manager that can keep them working. Theory X: Theory X of McGregor argues that only money can motivate the workers at the workplaces Behaviour: If they are not given money or suitable among of money then they usually get lazy, dislike work and lack ambition. Solution: In this case, managers should control and coerce the workers. Theory Y: Theory Y of McGregor argues that there are various needs which can motivate the people at work. Behaviour: If their needs are fulfilled then they usually take pride and responsibility Solution: In this case, managers should try their best to help the workers and trust them to do their best In my opinion, the Theory X best explains the situation I have faced. The two volunteers were given independence to make calls, deal with clients and flexible time to produce their best work. However, they were not motivated by the level of trust and flexible timings given to them. Therefore, Theory Y does not describe their situation and behaviour. Since they were working as volunteers and they were not getting any compensation or money, therefore, I believe that they got demotivated and they started showing lack of interest, disliking for work and less ambitious behaviour. The Ethical Dimension of HRM I have also analysed that the given problem have emerged because of the lack of a good ethical framework. No ethical framework has been conveyed to the volunteers when they joined the organisation and since they were hired with an intention to work in the long term with the company therefore, at the time of their orientation, they should be conveyed the ethical framework of the organisation. Actually, the decisions related to the management of people, regardless of their nature of job, should be subject to some ethical considerations. At the time of orientation, they were not told about the rules and policies of the company, rather they were introduced to the other staff members. It is another weakness made by our company but since the time has passed, so it should not be discussed here. Solution: Since the unethical work practices of the two individuals are increasing therefore, a meeting should be held, in which they should be informed about the work ethics and acceptable or unacceptable behaviour. Secondly, since the volunteers had the intention to join the company in the long term therefore, they should be well aware of the ethical framework defined in the policies and rules of the company. Abraham Maslow (1908-1970) The model presented by Maslow suggests that an individual is motivated, if his psychological needs are met otherwise, he tries to find the better ways to satisfy his needs. In addition, this model also suggests that different people have different level of needs and when the one level of need is fulfilled, the individual tries to achieve the next level. The following model describes the various levels of needs. Figure: Maslow’s Hierarchy of Needs This model is very important to offer the solution for the given situation because it can help me to understand the level of needs of the two volunteers and whether their needs were fulfilled in my company or not. Since the two individuals were recently hired in the company and they were about to start their career therefore, their level of needs in the organisation was “Psychological needs”. These needs could be met if the two volunteers would have good working conditions, attractive wage or salary, subsidised housing etc. The two volunteers were only having the motivation to achieve a position in the organisation and they were not having any kind of monetary benefit. I can also consider the lack of psychological fulfilment as another reason for the lack of motivation of the volunteers. Although they knew that they could get a chance to get into the company however, there was no written agreement and only it was promised that if the company found a good fit between the volunteer and the nature of the job, only then they will be hired. The verbal promise might have increased the degree of uncertainty in the mind of volunteers, which reduced their motivation level. Solution: Since they are the volunteers, and the policy of the company does not offer monetary benefits to the volunteers, therefore, psychological contract is a good option. A psychological contract is the contract between the employee and employer and it is different from the written contract because it makes the obligations, implicit expectations and obligations, clearer to both the parties. The psychological contract will be more effective, if the volunteers are promised that their good performance and ethical behaviour will be judged and analysed, based on which they will be given the employment contract. Victor Vroom (b. 1932) The expectancy theory of Victor Vroom gives emphasis on the process rather than on content of motivation. To describe the expectations of an individual, he has described the term “subjective probability” and he argues that the behaviour of the people lead to certain outcomes. Based on the factors defined by Vroom, following behaviour and outcomes of the volunteers can be analysed. Factors Implications Expectancy If I try as a volunteer, would I be able to achieve the set criteria of the psychological contract? Instrumentality Would meeting this criterion lead me to become the best fit for this job? Valence How much is this job important for me? Solution: Actually, it is very important to convey the two volunteers the link between their efforts and rewards rather than telling them the outcome because sometimes the people perceive that rewards will come regardless of the efforts put in them (Preston, 2010). It is very much possible that the two volunteers have perceived that even if they do not put efforts, they will get the chance to become project workers. Since for an incentive to impact the individual’s decision to make more efforts, that individual must believe that more effort will enhance the probability of getting the reward (Preston, 2010), therefore, a session should be arranged with the volunteers in which they should be taught that how much efforts they are expected to exert to become the project workers in the organisation. OTHER INFORMATION Arnold J. Robertson has defined motivation as a behaviour which has three components including direction, effort and persistence. These three factors are very important because they determine the direction and extent of the motivation level of a person (Kapil, 2010). Kapil has also given the reasons because of which the factors defined by Arnold have become so important and being used in the work of psychology and also in organisation behaviour and human resource management studies. Kapil opinion on the components of motivation also supports the use of this concept for the case. In the given case, these three components have helped me to understand the direction and extent of motivation of the two volunteers. Moreover, Kapil opinion is quite logical as it has also proved from the implications of the components in the case. James Sheridan is a human resource manager and she has highlighted the importance of Arnold’s three components of motivation. In her research study, she has argued that there is no single definition of motivation and the three components defined by Arnold best describes the motivation behaviour of an individual (Sheridan, 2010). Sheridan has conducted a research study on “does motivating employees lead to successful people management?” and she has used the components of motivation by Arnold to describe the variable ‘motivation’ in her research study. The idea of Sheridan, that there is no other definition of motivation is not compelling because there are various definitions of motivation in behavioural sciences however, one thing of Sheridan is actually supportive that the components defined by Arnold covers all aspects of motivation. CONCLUSION The given case seems to be a very complex situation however, the three components of motivation defined by Arnold has really made the analysis of the motivation behaviour of the two individuals easier. It has found that the two individuals started showing reduced motivation because they might have a feeling that they were given the job of project workers without making any effort. Moreover, the lack of policies and ethical framework of the company for the volunteers further contributed to the declining performance and unethical behaviour of the two individuals. In the lights of the motivation theories, I have presented few solutions to the problems. If the problems with these volunteers persist then company should fire them because damages to the clients of the company and to the company’s profitability cannot be tolerated. BIBLIOGRAPHY Kapil, G. (2010). Motivation, Commitment and Engagement. Retrieved December 19, 2010, from http://www.scribd.com/doc/44574926/Motivation-Commitment-and-Engagement-Primal-Difference-for-HR-Thought-Plan Preston, D. (2010). An introduction to human resource management in business. United Kingdom: The Open University. Sheridan, J. (2010). Does motivating employees lead to successful people management? Retrieved December 19, 2010, from http://www.ivoryresearch.com/james-sheridan.php Read More