Applications of Motivation Theories in Real Life - Essay Example

Management Table of Contents Management Table of Contents 2 Introduction 3 Four motivational theorists 3 These theorists include: 3 Maslow’s theory of motivation 3 Criticism of the Maslow’s theory 5 Clayton Alderfer’s ERG Theory 6 Pros and cons of Clayton Alderfer’s ERG Theory 7 Applications of motivation theories in real life organizational situation (Tesco PLC) 8 Maslow’s theory of motivation 8 1.Self-actualization/ self fulfillment 8 Tesco PLC offers various personal development plans within all its branches as well as recognition of talents and skills. In addition to this, the company offers opportunities for promotion and career advancement programs. In Tesco’s talent planning meetings, career discussions take priority. Such management programs provide good routes for capable and willing staff to reach higher levels. They management of this company tries to offer challenging jobs and useful work assignments in which the employees’ skills and competencies are fully utilized so as to enable creativity, innovation, and progress of long term goals. 8 2.Self-esteem needs 8 Tesco PLC has core values which tend to emphasize on self-respect as well as respect for others and also praises for hard work. The company conducts performance self assessment, 360 degree feedback system as well as an appraisal system so as to recognize individual employees contributions and importance to the company. Through all these activities, the management and the board are much determined to celebrate the employee’s performances. 8 3.Social needs 9 Tesco PLC provides and promotes group and team working at various levels in the company. The Company’s steering wheel recognizes the social needs of the workers and thus it assesses individual and group work and also enables and allows staff to work as teams in the stores. Working environment and conditions are effective as well as home-from-home ethos is encouraged and this encourages long and better service. The company also generates a feeling of acceptance and belonging by providing and reinforcing dynamics of teamwork through encouraging and organizing social events. 9 4.Security needs 9 Tesco PLC provides job security in terms of formal contracts of employment as well as permanent and pensionable job opportunities. All employees are entitled to pensions at old age and also sickness schemes as well as the option to be a member of a union which gives people a sense of belonging. In addition to all these, Tesco ensures health and safety for staff in the work place. For instance, staff should wear protective coverage such as helmets, dust coats, reflectors and boots when working in the stores. The managers provide safe and hygienic work environment as well as freedom from threats. 9 5.Basic/physical needs 9 This is one of the most considered needs by Tesco PLC. The company provides regular monthly pay to employees without delays as well as essential facilities such as lockers for their personal belongings. The company also provides enough tea and lunch breaks as well as paying employees appropriate salaries that allow them to buy the essentials of life which are food, shelter and clothing. (Hall, & Nougaim 1968, 13). Satisfaction of these needs has led to the decrease of employee turnover within Tesco. 9 ERG motivational theory 10 This model is basically seen as an improvement of the Maslow’s theory. Tesco PLC believes in the recognition of employee’s multiple simultaneous needs. The company believes that all needs from the Maslow’s model are equally critical for employees to be motivated. Tesco holds out that focusing on one particular need, say for instance, basic needs, will not fully motivate the people. Financial incentives satisfy the need for growth as well as recognition in others. However, if other needs are not being met, then Tesco believes that the workers will not be motivated fully. 10 For the workers to thrive on interpersonal acknowledgement and connection with others, then their needs lie in the relatedness sector. Tesco PLC employs and promotes workers depending on their strengths, abilities and talents in addition to the academic and professional qualifications. Tesco’s management believe that individuals find greater motivation if they are placed in a position where their interpersonal strengths and needs are being validated. 10 The need for a ‘reflective growth’ indicates that an individual has reached a point of where they need and wish to advance personally as well as moving into realms of professional enhancement and development. Tesco thus provides and construct avenues for professional growth and development of careers such as talent and personal development programs as well as organizing training and workshops for the employees. This enhances the work motivation for such employees as it fits their needs. 10 Recommendations for future improvements to improve on the above motivational theories 11 Conclusion 12 Reference List 13 A report on the discussion of various motivational theorists and how they are applied in today’s organizations Introduction Motivation is a force that causes employees to select and choose certain behaviors from the many alternatives open to them (Lawler, E & Suttle 1972 , 281). It has been widely accepted that motivation is one of the primary drivers of behavior in work place. The theory of human motivation describes motivation as the effective and efficient laden anticipations of preferred situations that guide the behavior of humans towards these situations. There are various motivational theorists as illustrated in this report. The report also discusses the application of these theories in real life organizational nature. In addition, there are recommendation ns provided on how to improve performance of an organization through motivation (Katzell, & Thompson 1990, 146). Four motivational theorists These theorists include: Abraham Maslow Frederic Herzberg Clayton Alderfer Frederick Taylor Douglas McGregor Maslow’s theory of motivation In the year 1943, Dr. Abraham Maslow wrote an article ‘A theory of human motivation’, which appeared in psychological review and were further expanded in his book, ‘Toward a psychology of being’. Maslow, through this article attempted to formulate a human motivation framework based on needs. He developed this through his experiences of many years with people. Many modern leaders and executive managers find means of motivation from this theory for the purposes of employee management. (Hall, & Nougaim 1968, 26).Maslow came up with the hierarchy of needs theory. The basis of Maslow’s theory of motivation is that people are motivated by unsatisfied needs and that specific lower factors need to be satisfied before higher needs are satisfied. As shown in the diagram below, which represents the Maslow’s Needs Pyramid, once a need is satisfied, it stops being a motivator and the next need ranked higher starts to act as a motivator (Hall, & Nougaim 1968, 19). Self-Actualization Esteem Needs Social Needs Safety Needs Physiological Needs Self-actualization needs These needs form the summit of Maslow’s theory of motivation. It is all about reaching one’s full potential as a person. These needs are never fully satisfied unlike lower level needs. As one grows psychologically, new opportunities continue to grow. Self actualized people tend to possess favorable motivators such as truth, wisdom, justice and meaning. They tend to have moments of profound harmony and happiness. According to Maslow, very few people reach the level of self-actualization (Katzell, & Thompson 1990, 143). Esteem needs These needs are satisfied when one feels like he belongs to the team. Esteem needs can be categorized as either internal or external motivators. Internally motivating needs include self-esteem, self-respect and accomplishment. External needs include reputation and recognition. All people in the society have the need and desire for a stable evaluation of themselves, self-esteem and self-respect as well as respect and esteem for others. Satisfaction of these needs leads to feeling of worth, self confidence, capability, strength and adequacy of being useful in the world. Nonetheless, thwarting of these needs creates feelings of weaknesses, helplessness and inferiority. These feelings give rise to basic discouragement and other compensatory trends (Hall, & Nougaim 1968, 17). Social needs Once an employee has satisfied the lower level physiological and safety needs, higher level motivators are awakened. Social needs represent the first level of higher level needs and they relate to interaction with other people. They include friendship, belonging to a group as well as giving and receiving love. Safety needs When physiological needs are satisfied, a person’s attention turns to safety so as to allow a person to be free from threats of emotional and physical harm. Such need can be fulfilled by living in a safe area, job security, and medical insurance and financial reserves. Maslow asserts that if an employee feels threatened, the higher needs in the pyramid will not receive any attention until this need is satisfied. Physiological needs They are the needs required to sustain life and they include air, food, water and sleep. As far as this theory is concerned, if these fundamental needs are not met, then an employee will surely be motivated to satisfy them first. Higher needs such as esteem and social needs will not be recognized until one satisfies the basic needs to existence (Lawler, E & Suttle 1972, 289). Criticism of the Maslow’s theory Although Maslow’s hierarchy makes sense in a way, there is very little evidence that supports its strict hierarchy. Research has disapproved the suggestions that needs are determined or propelled by Maslow’s pyramid. In some cultures, social needs are placed more important than others. This theory does not recognize aesthetic and spiritual goals. In addition, there is little evidence that suggests that people satisfy one need at a time other than situations with conflicting needs. To handle the various criticisms of the present Needs Hierarchy, Clayton Alderfer came up with the ERG theory that aligns more consistently with scientific research (Hall, & Nougaim 1968, 33). In addition, it is important to note that not all employees are directed by the same set of needs. Various individuals are driven by different needs at same intervals of time. It is not the most powerful need that has not been satisfied that can motivate an employee. This theory is not supported empirically. In addition, it is difficult for manager to identify the need level for employees. There will be some difficulty for managers in deciding which need level employees are on, and this might curb the motivation of employees at the workplace. Organizational leaders must comprehend and understand the current level of needs for each employee to motivate them accordingly. Clayton Alderfer’s ERG Theory Clayton Alderfer proposed the model of ERG theory in a better explained and condensed way of the Maslow’s theory to tackle some of the limitations and criticisms of the Maslows hierarchy. This theory is more or less like the Maslow’s theory but it is a bit more rational. ERG stands for Existence, Relatedness, and Growth. This model is hierarchical whereby existence needs are at the first level and have the highest priority over relatedness needs which come at second place. Growth need come at the lowest level and have the lowest priority. The three categories are explained below: Existence This refers to the physical well being of a person as well as the concerns of major material existence requirements of the employees. It refers to those needs, which help sustain life such as water, and food as well as work related needs such as pay, working conditions and other fringe benefits. In a work related context, this need is satisfied by money, which is earned in a job for the purposes of shelter, food and clothing (Hall, & Nougaim 1968, 13). Relatedness This refers to the desires that people have for maintaining interpersonal relationships which include relating with families, friends, work colleagues and other professional groups. This refers to the needs for one to feel a sense of affiliation, friendship and belonging. In a work context, the relations of employees normally satisfy this need with colleagues and managers. Growth This refers to the desire for the development of a person as well as the development and growth of one’s potential in doing something. It impels one to make something creative and productive on himself as well as his environment. It impels innovation and creativity There are various propositions, which came up because of research during the revision of the Maslow’s theory into Alderfer s ERG theory. These propositions are: 1. The less existence needs are met, the more they are desired and preferred 2. When both the existence and relatedness needs are comparatively dissatisfied, then the less relatedness needs are satisfied, then the more existence needs will be preferred. 3. The more existence needs are met, the more relatedness the needs are. 4. The less growth needs may be satisfied; the more relatedness the needs may be desired. 5. The more relatedness needs may be satisfied; the more growth needs will thus be desired. 6. When growth needs are comparatively dissatisfied, then the less growth needs are satisfied, the more they may be desired; when growth needs are relatively satisfied, then the more growth needs are satisfied, the more they will be desired. Pros and cons of Clayton Alderfer’s ERG Theory Advantages All these needs, unlike the Maslow’s needs theory, have valid and reliable measures for levels of satisfaction and desire. Research specialists, practitioners and scholars have all agreed that satisfaction of human needs have fundamental roles in human motivation Disadvantages The ERG theory does not provide a motivational value for each of the motivators The theory is much problematic to apply since it tends to approach various experimental generalities The theory is difficult to test using current tools and research methods Applications of motivation theories in real life organizational situation (Tesco PLC) Tesco PLC is a British international grocery store as well as a general merchandise retailer which is based in Hertfordshire in England U.K. It is termed as third largest retailer in the whole world when measured using performance is measured in terms of profits and the second largest in terms of revenues. Its success can be contributed by a great percentage to the great performance of the employees who are well motivated as discussed below. In this company, the two theories of motivation are applied so as to try and motivate employees to work harder and increase their commitment (Lawler, E & Suttle 1972, 269). . Maslow’s theory of motivation 1. Self-actualization/ self fulfillment Tesco PLC offers various personal development plans within all its branches as well as recognition of talents and skills. In addition to this, the company offers opportunities for promotion and career advancement programs. In Tesco’s talent planning meetings, career discussions take priority. Such management programs provide good routes for capable and willing staff to reach higher levels. They management of this company tries to offer challenging jobs and useful work assignments in which the employees’ skills and competencies are fully utilized so as to enable creativity, innovation, and progress of long term goals. 2. Self-esteem needs Tesco PLC has core values which tend to emphasize on self-respect as well as respect for others and also praises for hard work. The company conducts performance self assessment, 360 degree feedback system as well as an appraisal system so as to recognize individual employees contributions and importance to the company. Through all these activities, the management and the board are much determined to celebrate the employee’s performances. 3. Social needs Tesco PLC provides and promotes group and team working at various levels in the company. The Company’s steering wheel recognizes the social needs of the workers and thus it assesses individual and group work and also enables and allows staff to work as teams in the stores. Working environment and conditions are effective as well as home-from-home ethos is encouraged and this encourages long and better service. The company also generates a feeling of acceptance and belonging by providing and reinforcing dynamics of teamwork through encouraging and organizing social events. 4. Security needs Tesco PLC provides job security in terms of formal contracts of employment as well as permanent and pensionable job opportunities. All employees are entitled to pensions at old age and also sickness schemes as well as the option to be a member of a union which gives people a sense of belonging. In addition to all these, Tesco ensures health and safety for staff in the work place. For instance, staff should wear protective coverage such as helmets, dust coats, reflectors and boots when working in the stores. The managers provide safe and hygienic work environment as well as freedom from threats. 5. Basic/physical needs This is one of the most considered needs by Tesco PLC. The company provides regular monthly pay to employees without delays as well as essential facilities such as lockers for their personal belongings. The company also provides enough tea and lunch breaks as well as paying employees appropriate salaries that allow them to buy the essentials of life which are food, shelter and clothing. (Hall, & Nougaim 1968, 13). Satisfaction of these needs has led to the decrease of employee turnover within Tesco. Managers and leaders of any company need to understand substantially the concept of motivation to be able to motivate staff accordingly. They should understand that and recognize that people are not the same and are not motivated by similar things. Some are motivated by financial factors while others by non-financial benefits such as promotion and recognition in work place. ERG motivational theory This model is basically seen as an improvement of the Maslow’s theory. Tesco PLC believes in the recognition of employee’s multiple simultaneous needs. The company believes that all needs from the Maslow’s model are equally critical for employees to be motivated. Tesco holds out that focusing on one particular need, say for instance, basic needs, will not fully motivate the people. Financial incentives satisfy the need for growth as well as recognition in others. However, if other needs are not being met, then Tesco believes that the workers will not be motivated fully. For the workers to thrive on interpersonal acknowledgement and connection with others, then their needs lie in the relatedness sector. Tesco PLC employs and promotes workers depending on their strengths, abilities and talents in addition to the academic and professional qualifications. Tesco’s management believe that individuals find greater motivation if they are placed in a position where their interpersonal strengths and needs are being validated. The need for a ‘reflective growth’ indicates that an individual has reached a point of where they need and wish to advance personally as well as moving into realms of professional enhancement and development. Tesco thus provides and construct avenues for professional growth and development of careers such as talent and personal development programs as well as organizing training and workshops for the employees. This enhances the work motivation for such employees as it fits their needs. On a work level, managers in the company recognize employee’s multiple and simultaneous needs. Focusing exclusively on a single need at a time will not motivate employees. If growth opportunities are not given to employees, then they may end up regressing to relatedness needs. If these conditions are recognized early, steps could be taken to satisfy employee wants until success looms for him or her. Motivation using the above models has seen Tesco PLC improve on its business performance in terms of revenues, profitability, and market share and customer satisfaction. Tesco focuses much on employee satisfaction hence in turn customer satisfaction. All this, coupled with various technologies into the business has enabled the company to improve its profits consistently and also making product availability more efficiently. Tesco treats its employees so well with Maslow’s and ERG motivational models as discussed above and this has reduced the rate of employee turnover. Tesco is considered as one of the best employers in UK because of its terms of work, working conditions and the financial and financial benefits offered. Recommendations for future improvements to improve on the above motivational theories Use of creative innovation strategies so as to leverage the expectancy theory. The expectancy theory states that for each task, employees put forth an amount of effort based on perceived value of compensation. Give out generous rewards and bonuses to top performers. In addition to monetary compensation, intangible rewards should also be applied. Come up with employee development programs as well as employee recognition programs. These programs can boost the self-esteem of employees and the feelings of achievement. They allow hard workers to rise through the ranks into positions of leadership and management while fulfilling their ambitions. The degree to which the organization will improve its performance in terms of market share, volume of sales, profitability, customer satisfaction, as well as decreased employee turnover, depends on how well the company motivates their employees. The management should pay employees well, provide a safe and good working environment, provide incentives like rewarding the employee of the week, set goals for the company and each individual employee and treat every employee as a respected member of the organization. The management should pay employees well, provide a safe and good working environment, provide incentives like rewarding the employee of the week, set goals for the company and each individual employee and treat every employee as a respected member of the organization. Conclusion Knowing how and why to motivate people in work place is a very fundamental skill of management. Motivation, ability and the work environment in which they are working in typically influence the performance of employees. Deficiencies on the same could be addressed through trainings or changing the working environment. Motivation is crucial because of its significance as a perfect determinant of employee performance and its tangible nature. Managers may influence motivation in organizations through reward systems or adopt specific interventions from the above-discussed motivational theories. The reward system, either monetary or non-monetary benefits forms the basic mechanism that an organization uses to motivate employees (Kohn 1993, 62). Reference List Graen, G .1969. “Instrumentality Theory Of Work Motivation: Some Experimental Results and Suggested Modifications” Journal of Applied Psychology Monograph , Vol 53, No 2, pp 21-25 Hall, D T & Nougaim, K E .1968. “An examination of Maslows need hierarchy in the organizational setting” Organizational Behavior and Human Performance Vol 3 No 1 pp 12-35. Heider, F .1958. The Psychology of Interpersonal Relations. John Wiley Heneman, H G & Schwab, D P .1972. “Evaluation of Research on Expectancy Theory Predictions of Employee Performance” Psychological Bulletin Vol 78 No 1 July pp1-9 Herzberg, F; Mausner, B & Snyderman, B. 1959. The Motivation to Work. John Wiley Jung, J .1978. Understanding Human Motivation: A Cognitive Approach. Collier Macmillan Kanfer, R .1994.“Work Motivation: New Directions In Theory And Research” in C L Cooper and I T Robertson [eds] Key Reviews In Managerial Psychology, Chichester, John Wiley and Sons Katz, Daniel & Robert L. Kahn. 1978. The Social Psychology of Organizations. 2nd ed. New York: Wiley, Katzell, R A & Thompson D E. 1990.“Work Motivation Theory and Practice” American PsychologistFebruary pp 144-153 Kohn, A .1993. “Why Incentive Plans Cannot Work” Harvard Business Review, September- October, 54-63 Lawler, E & Suttle, J L .1972. “A Causal Correlational Test of the Need Hierarchy Concept” Organizational Behavior and Human Performance Vol 7 pp 265-287 Locke. 1968. “Toward a theory of task motivation and incentives” Organizational Behavior and Human Performance Vol 3 pp 157-189. Northcraft, Gregory B., and Margaret A. Neale. Organizational Behavior: A Management Challenge. 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