Motivation Theories: an Integrated Operational Model by Wilkinson, Orth, and Benfari - Article Example

Different authors write and present their ideas based on research or analysis that they have done. Voluminous articles, books, and reports to name some exists, which each trying to explain why something exists or what conditions surrounds the issue. This means that each article or book presented as clear thesis and aim and thus the aim of this paper is to discuss motivational based article. The article presented by Wilkinson, Orth, and Benfari titled Motivation theories: an integrated operational model is then one that is been summarized, critique and then its content applied to organizational settings. Summary of Article Introduction The role of managers is normally to ensure that everything runs effectively and that optimal efficiency is achieved in all activities within the organization. The managers achieve this by employing different motivational theories as well as motivational models. However, this is frustrating because each theory tends to give solution for one situation and not for another. This negative effect has been countered by the introduction of an integrated model. It is a unification of the motivational concepts and theories. It is an easier guide to help managers to carry out effective action and thus improve organizational performance. It does this by bringing a clear view of how the different theories are interrelated. It also incorporates a guide on how the managers can take effective action and perform more productively. Evolution Motivation theories explain stimuli reaction. This refers to people’s behavior and how they react to their environment.  This is necessitated by the fact that the world is so complex today due to increased dependencies and increased diversities among the people.  In the 1900s, motivation theory assumed that employer gave monetary rewards to workers in exchange of their effort time ad interest. Taylor used this concept to explain motivation. However, with time it became evident that monetary rewards cannot buy commitment interest and motivation from workers. Behavioral scientists like Abraham Maslow, David McClelland, and Jay Lorsch were the main contributors towards the changing environments as far as motivation and performance were concerned.  McGregor’s Theory X and Theory Y  His X theory is called the classical theory or the Taylor theory. It emphasizes the need for formal and well established lines of authority is more dominant in less skilled and in labor intensive organizations. Theory X assumes that the average human being hates work and thus should be controlled or coerced so as to put the adequate effort. It also assumes that he needs to be protected and needs security. His Y theory is called the “participative” school of management. This increases motivation and seeks to make workers perform more effectively in their jobs. This is normally used in laboratories, hospitals and advertising agencies among others. In this theory, members are involved in decision making as a measure of increasing motivation. The theory assumes that physical and mental effort are expended so naturally by the workers and that the human beings and seek responsibility. Morse and Lorsch based their argument on the nature of task being performed. They conducted their study on four plants performing different tasks. They concluded that a more formalized and controlling organization was more effective than the less formalized was not.  Maslow’s Need Hierarchy He postulated that people are continuously in a motivated state but the nature of motivation is fluctuating and complex. He said human beings get to a place of satisfaction very rarely. He said satisfaction of one need leads to another need. He classified needs into five categories, which are physiological, safety, social ego, and self fulfillment needs. The lowest need according to him is physiological and the highest is self fulfillment.  Herzberg’s Two Factor Theory In his theory, he said the factors involved in producing job satisfaction are distinct from the factors that lead to job dissatisfaction. He further said that when a job satisfies higher order needs the employee would be more motivated. He postulated that any other kind of job would lead to job neutrality. He also referred to hygiene factors, which are Malcolm lower level needlework said the only way to motivate an employee is to give him challenging work for which he can assume responsibility. He said job contexts should remove job dissatisfies.  McClelland’s Needs for Achievement, Affiliation and Power This is based on relative strengths and the needs for achievement, power and affiliation. He said the need for achievement governs an individual’s orientation to the tasks he faces in the organization. Interpersonal relationships in the organization are governed by an individuals need for affiliation and power.  Multiple influences This was put forward by Koter. People’s actions are influenced by multiple influences. These are expectations, self-image that both lead people to be proactive, and intrinsic factors which lead people to be reactive. The manager should understand individuals and these processes so as to understand. These are affected by such things as occurrences in an individual’s life and achievements as well academic level. Integration Integration of the theories reveal Herzberg’s dissatisfies is similar to Maslow’s first two levels of needs. These in turn relate to autocratic structured management. The autocratic needs are said to be more effective by Morse and Lorsche. Satisfiers on the other hand are similar to Maslow’s top three levels of needs. McClelland’s achievement, power and affiliation are like Maslow combination. Satisfiers on the other hand are related to participative management. If a manager puts these into practice, he can get a better result. Utilization of the integrated motivational model requires that the human resource management can very well benefit from the integration that f reveals that the different models and theories can be used to compliment each other. Weakness/Negation of the article The McGregor’s theory is not applicable because it is outdated and also represents two extremes. For example, theory X is applicable in menial work, and thus such employees within this standards aim towards theory Y situations. This means that the theory would be applicable in the 1950s generation. Moreover, employees are usually positioned between the two theories since what the postulate are unrealistic extremes. In addition, the theory is rigid and does not embrace new behaviors and changing environmental conditions. In the case of Maslow theory, the theory is based on the fundamental that important human needs are not or cannot be ranked hierarchical. This means that the grouping is ontologically invariant and universal in nature and some factors such as poverty may be caused by numerous factors of needs being denied, frustration unfulfilled. Strengths of the article Many organizations aim to achieve their set goals and aims that can be clearly defined in the vision and mission statements. This article presents and discusses numerous theories that deal with motivation an important factor that guides the way employees’ potential can be maximized. Motivation is a function that is within organization theory especially when dealing with behavior. Times of doing business and leadership styles frequently chances and thus the introduction of numerous theories that try to explain why and how employees can be motivated and directed towards achieving organization goals. The authors clearly introducing and explaining how the theories can be maximized upon is an indicator that organizations should embrace the fundamentals of motivation. Moreover, this is the strength of the article while the way the theories are discussed throughout indicates that the authors clearly understand the requirements of an organization. Theorists aim to provide an understanding of a scenario, thus such an article has clearly presented and discussed numerous theories presenting audiences, and managers with appropriate literature that they can utilized in improving their motivational capabilities and strategies. The authors have presented their ideas systematically in that they discuss one theory, presenting how the theory can be utilized and ensuring that the audiences can easily understand the contents of the article. Any article that is written should have a clear thesis, and the contents of the paper should be structured in a manner that is easy and comfortable to read. This article fulfills all this aims ensuring that the paper presented has quality. Application of the theory to an organization Motivation is an important virtue that nay organization should cultivate to ensure that the employees have the morale and are directed towards achieving the organization goals. Motivation can be defined as directing human behavior towards achieving or embracing certain behavior, and thus an organization that embraces motivation is likely to improve on organizational components. Motivation can be grouped into two, which are intrinsic while the other is extrinsic. Intrinsic motivation is the external urge to accomplish an organization tasks either because of pleasure of doing it or how the task has been structured. This is the important part of motivation since it does not require external components to urge the employee to fulfill the set goals. Conclusion Articles, books and other literature are presented based on certain requirements. Numerous articles exist that tries to explain why some things exist, and means in which their content can be applied in real life situations. An example of such article is the one presented by Wilkinson, Orth and Benfari that presents and discusses numerous motivational theories. Some the theories discussed includes Maslow, McGregor’s theory X and theory Y, McClelland’s needs for achievement, affiliation and power, Herzberg’s two-factor theory and multiple influences. These theories aim to explain why and how people behave to different behavior stimuli and how this aspect can be maximized upon to ensure that organization processes are eventful and successful. Nevertheless, the theories that are presented have been debated upon because they are thought to be outdated and cannot fulfill the current organizational requirements. References Wilkinson, H., Orth, C., and Benfari, R. 2001. Motivation theories: an integrated operational model. SAM Advanced Management Journal, pp. 24-31. 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