Model of Motivation and the Impacts It Cause - Essay Example

Model of Motivation and the Impacts It Cause Model of Motivation and the Impacts It Cause Introduction Motivation has far-reaching consequences on individuals and organizations alike. In a work setting, it is important that employees are highly motivated in order to achieve the organizational goals and to face competition. As Locke and Latham (2004, pp 388) purport, motivation refers to internal aspects that lead to action and external ones that bring about action. This text throws light on my own motivational strategies in the context of Abraham Maslow’s Need Hierarchy model. “Maslow’s model is a way of “reading your audience”, trying to understand what their needs are and then using this information to frame your message to fulfill those needs.” (Stuart, Sarow & Stuart, 2007, p. 65). Strategies As Shanks (n.d., p. 34) argues, managers do not comprehend the theory and the misconceptions regarding motivation which prevents them from implementing it effectively. Maslow opined that the physiological needs are the ones that need to be fulfilled first. Hence, man tries to feed himself first. For this, he looks for entry-level jobs. Hence, I, as a manager would encourage others to work to sustain themselves. Safety needs follow next. I would secure my job and provide for housing and health needs. So, I would ask others to pursue such goals once physiological needs are fulfilled. Belonging needs are the next in line. After food, clothing and shelter, I would seek friendship, and crave for family. These needs bring with them their own set of demands. Thus, I would try to fulfill such belonging needs. After these three levels, I would satisfy my esteem needs. I look for self-confidence and seek respect from others. I would motivate others to perfect their work and the approach towards it to satisfy such needs. Self-actualization needs are the ultimate needs. One needs to pursue one’s inner talent and be creative to feel real worth. One should also encourage others to seek personally enriching activities like hobbies to unleash their full potential. Griffin and Moorhead (2014, p. 94) point out instances that people giving up well-paying jobs for more fulfilling ones. Effectiveness Any strategy adopted to motivate one or others should be seen in the context of its effectiveness. Strategy is a two-way street. While the strategy brings changes in one’s life, the organization for which the person works can also perceive the result of the strategy. Referring to Maslow, Stone and Patterson (2005, p.2) purport that productivity would occur only after all the five needs are satisfied. Internal Effectiveness 1. If one is successful in satisfying one’s primary needs, then one has made the right choice of job. In case, individuals cannot live within their means, they should either curtail expenses on food or look for jobs that help them satisfy the primary needs. 2. If an individual is confident that he will not lose his job (during normal economic conditions), and that can provide him with decent accommodation, and basic health facility among others, then he has successfully met the safety needs. 3. If one has a good family life with a modest social circle, then one has met the belonging needs. 4. The esteem needs are fulfilled when one receives attention, respect and adulation from co-workers. This is apparent and can be clearly felt. 5. Self-actualization needs are met when a person feels satisfied by the hobby he pursues. It is also evident when he finds unique solutions to routine problems. External Effectiveness 1. When individuals satisfy their primary needs, it means they are rational beings who can be molded for better performance. 2. When they fulfill safety needs, it implies that they are interested in a settled life, and hence will offer better performance to the organization. 3. If they meet belonging needs, it means that they can network and be aware of fellow workers, and can use it to further themselves on the corporate ladder. 4. However, it is only when the esteem needs are fulfilled that the organization benefits the most from the employee. The company should actively pursue these needs in an employee. 5. One can take two paths in case of self-actualization needs. However, a wise person would choose to take the organization to the pinnacle. McClelland and Burnham (2003) point out that effective managers influence their subordinates since this is the best path to achieve organizational goals. Examples According to Blanchard and Hersey (1996), “willingness is a combination of varying degree of confidence, commitment, and motivation”. Any right-thinking individual would always think about satisfying the lower-order needs first before thinking about the higher ones. Esteem needs do not come into focus when survival is at stake. Similarly, family and friends cannot precede considerations like housing, health etc. Self-actualization is always the last need to be satisfied. When one has reached a certain level in the work life, one can think (and afford) to look into aspects like creativity, which need financial stability, among others. By this stage, work becomes mundane, and hence the desire to do things differently or do new things altogether. In general, the Maslow’s hierarchy mirrors our priorities during each stage of life. Plan 1. Improving Strategies for Motivation In spite of its flaws, Maslow’s hierarchy of needs remains popular among managers and others. A contingency or situational approach is the best course for putting the theory into practice. A person needs to motivate himself constantly to move up in life. Similarly, he should also motivate subordinates in order to retain them. Ascertain the stage in the need hierarchy and set appropriate goals. Set realistic goals so that these can be easily achieved. One is demotivated when one cannot reach the set goals. Ambiguous goals only result in incomplete outcomes. One should demarcate the scope of goals at the outset. Provide or elicit clear cut feedback about performance. This allows one to accept constructive criticism and make the necessary changes. Do not lose sight of lower order needs when they are fulfilled. One should remember that only priorities change, but the previous needs still remain. 2. Third Party Accountability It is not sufficient to be just motivated. Other factors also influence the successful achievement of goals. From an organizational standpoint, when one sets out to fulfill a need, there are co-workers who need to be made aware of the importance of this need to one. Only when there is full co-operation on the side of co-workers this can happen. There is a likelihood that needs of two or more employees may conflict with one another. A delicate balance has to be maintained so that no party feels deprived in any way, and at the same time ensuring that the most efficient employee can fulfill his/her needs. At times, suppliers or customers may also be involved (albeit without their knowledge) in the need fulfillment process. A give-and-take approach should be pursued to ensure the commitment of such external sources. Summary Motivation is an important concept whether taken from an individual viewpoint or from that of an organization. While motivation can spur an individual to greatness, the reverse can be true in case of demotivation. Maslow delineated man’s motives according to his needs and put them in five stages. Each stage has its own motivators which provide positive outcomes, out of which, the esteem level gives the greatest scope for managers to enhance employees’ performance. However, one should measure the effectiveness of such motivation. People should be able to gauge the change that the motivation triggers in them. The organization where they work can also measure whether the motivation has the right impact on them. There is a need to fine-tune my approach towards motivation. They also should give third parties their due in the motivation process. Effective motivation is a concerted and collaborative effort. References Blanchard, K., & Hersey, P. (1996). Great ideas revisited. Training & Development, 50(1), 42-47. Griffin, R. W & Moorhead, G. (2014).Organisational Behaviour: Managing People and Organisations.11thedn. US: Cengage Learning. Locke, E. A & Latham, G. P. (2004). What should we do about motivation theory? Six recommendations for the twenty-first century.Academy of Management Review, 29 (3): 388-403. McClelland, D. C., & Burnham, D. H. (2003). Power is the great motivator. Harvard Business Review, 81(1), 117-126. Stuart, B. E., Sarow, M. S & Stuart, L. (2007). Integrated Business Communication: In a Global Marketplace. NY: John Wiley & Sons. Stone, A. G & Patterson, K. (2005).The History of Leadership Focus.Servant Leadership Research Roundtable.School of Leadership Studies. Regent University. Retrieved from http://www.regent.edu/ acad/global/publications/sl_proceedings/2005/stone_history.pdf Shanks, N. H. (n.d.). Management and Motivation. Jones and Bartlett Publishers. Retrieved from http://www.jblearning.com/samples/076373473x/3473x_ch02_4759.pdf Read More