Organizational Behavior-Motivation - Case Study Example

Running Header: Organizational Behavior-Motivation Student’s Name: Instructor’s Name: Course Name & Code: Date of Submission: Essay Outline Introduction Why Motivation? Aims and Objectives Methodology Literature review Motivation defined Content Theories Hierarchy of needs Process Theories Equity Theory Critical Review Comparing and Contrasting Critical Analysis Critical Examination Implications for Mangers Case Study of Saudi Arabia Red Crescent SARC Background Current state Critical Examination Maslow’s Hierarchy of Needs Equity Theory Conclusion Recommendations Study Limitations References Appendices Introduction Why Motivation? Organizational behavior has become part of the current organizations in their efforts to attain their objectives. According to Jeff & Sandra (2002), Organization Behavior is the study and application of knowledge on how individuals and teams/groups act in an organization. In the current economy, organization behavior plays a key role in building a better relationship by achieving social, human, and organizational objectives. Organizational behavior has become relevant in the current global economy as people with different backgrounds and cultural values work together in meeting organization goals. Organizations are adopting various aspects of organizational behavior in their effort to gain better position in the current competitive economy. This is in ensuring they achieve better competitive advantage and survive the current economic challenges. One of the organizational behavior aspects that have taken center stage within many organizations is motivation as illustrated by John (2007). Motivation is one of the crucial factors that currently determine the success of organizations through its employees. This study has decided to evaluate and analyze various aspects of motivation because it is a major determinant towards success of current organizations. Aims and Objectives This essay will analyze various aspects related to motivation at Saudi Arabian Red Crescent Society (SARCS). The essay aims at evaluating how motivation is utilized at Saudi Arabian Red Crescent Society and the way it relates to various motivation theories. Methodology In analyzing how motivation is utilized at SARCS, interviews, descriptions, and critical observations will be used at SARCS through qualitative methodology. This will assist in getting the required information regarding motivation aspects undertaken at the organization. Literature review will also be carried out as a way of verifying theories of motivation. Literature Review Motivation defined It is a driving force of organizations as job performance of employees is determined by ability and motivation. Ability depends on training, experience, and education while motivation is determined by some factors as analyzed within the essay. In the current economic world, motivation is the internal state of being or an inner condition that stimulates the behavior of persons and giving it direction (Richard & Patricia 2008). Motivation can also be viewed as the desire that directs and even strengthens behavior that is oriented towards an objective as argued by Harold & Michael (1994). Motivation theory on the other hand is concerned with the process describing how and why individual behavior is activated and directed. As illustrated by Gary (2007), they are two categories of motivational theories that include process theories and content theories. They are usually concerned with ways describing how and why human behavior is directed and activated. Content Theories Content theories focus on internal factors energizing and directing human behavior to deliver and work and they include Maslow’s Hierarchy of needs, and Herzeberg’s motivator-hygiene theory among others (Barling 2007). Hierarchy of needs This is the most mentioned theory that was put forward by psychologist Abraham Maslow. He saw human being in the form of hierarchy that rises from lowest to the highest. He concluded that one set of needs ceases to be a motivator when it is fulfilled. From his theories, the needs included love/belonging/social needs that people try to satisfy for their friendship, acceptance, and affection. Psychological needs include food, education, water, shelter among others and they must be satisfied in order for other motivating factors to work (Paul 2010). Figure 1. Maslow’s hierarchy of needs According to Maslow, as every need is satisfied, the next one becomes dominant. Therefore, when one wants to satisfy someone, it is important to know the level of hierarchy he is in so as to satisfy the needs above that level. It is crucial for managers to know that set of incentives varies from one worker to another. This is one of the theories that has been recognized greatly especially by practicing manages due to its ease of understanding and intuitive logic. Process Theories Process theories of motivation provide a chance of understanding thought processes influencing behavior. Such theories include Adams’ equity theory, goal-setting theory, and reinforcement theory among others (William 2006). Equity theory According to J. Stacey Adams, employees are motivated by their beliefs on reward structure as being unfair or fair, relative to the inputs. People tend to use subjective judgment to balance inputs and outcomes in relationship for comparisons between varying people. When people feel they are not equitable rewarded, they become de-motivated, leave the job, or reduce quality and quantity of production. In case the rewards are equitable, they react normally and in case rewards are more than equitable, they feel de-motivated (Gerald, 2004). Critical Review Comparing and contracting There have been doubts of whether process and content theories are reliable and applicable to some cultural context. This is because there were both started and developed in United States. In some instances, all people do not usually welcome giving gifts and rewards especially when it segregates other colleagues from his team (John 2009). Such a case has been experienced where people have a strong believe to the team work and its success. Such aspects are found in Japan where people have a strong employees have a strong belief of teamwork other than individual work. Therefore, it is important to clearly understand the team strength and culture as well as that of the organization in order to know the best ways towards motivation (Lydia 1997). While content theories emphasize on internal factors that energize and direct human behavior towards delivering quality work, process theories on the other hand emphasize on providing a chance of understanding thought processes influencing behavior of an individual (Tompkins 2005). Process theories give a more dynamic option that clearly analysis cognitive process occurring in the people’s minds that act towards manipulating their behavior. Content theories take into account particular factors and aspects that changes people’s thinking as illustrated by Adrian (2007). Critical analysis The theory of Maslow’s hierarchy of needs has been popular among many scholars and in literature of motivation throughout the world and whenever motivation theories are being talked about (Lu 1999). However, it has been difficult for many to practice it practically. Furthermore, this theory does not take into consideration other factors that might influences motivation including personal inner traits. Maslow does not also reveal how unexpected factors such that of the external environment may influence the aspects of motivation. Maslow does not also take into consideration some other many factors that may influence motivation. Moving one level of needs to another may be impossible as the needs’ priorities may differ from one person to another. Another theory is equity theory; this has also been put into question, as it does not come up with ways whereby workers can reduce inequity aspects. It may also be difficult in some instances for the employers to know when they are equitably or not equitable rewarded. This is likely to lead to some effects on the performance of workers and organization in general. It also fails to highlight the way people react differently and interpret the levels of rewards. This is due to varying subjective judgments that results to diversified interpretations (Robert & Christopher 2009). Critical examination People ways of thinking concerning rewarding system and equitability becomes hard to be interrupted and gauged as they vary from one person. It is also important to identify that motivation theories works differently in varying parts of the world such as in Japan, US, China, and Australia. Japan is such one area that takes seriously the factor of teamwork, therefore, putting into practice the aspect of motivating one employee may affect the performance of teamwork. Furthermore, some needs vary from an individual to another within the hierarchy level of needs. This may also vary from one working environment to another. This may even makes some employees not realize some needs to be significant to them as others may view it due to variation in situations as illustrated by Ricky & Gregory (2009). Equity theory also varies from one individual and changes in culture. Team working and gender also relates greatly to the way equity was perceived within an organization. Varying teams have diversified view of the rewarding systems due to their cultural differences as well as individual needs and priorities as illustrated by Frank & Jeffrey (2009). Equity should be investigated in such aspects that include extrinsic needs and tangible needs. Therefore, applicability and validity of the motivation theories hence the need for organizations intervene the types of requirements that their managers requires. Implications for managers Regardless of some weaknesses by motivation theories, there is need for the managers to clearly understand and appreciate the extent to which the theories shape the performance of the employees. This may also assist in determining the ways that they need to be motivated through. Managers should understand various cultural contexts that influence or determine the way people are motivated. This will enable the managers to know how to motivate their employees accordingly (Jayanta 2006). Failure by managers to recognize the various aspects determining the motivation aspects of their employees can lead to demoralizing to the employees. Case Study of Saudi Arabian Red Crescent Society Saudi Arabian Red Crescent Society (SARCS) Background Saudi Red Crescent of Saudi Arabia was founded in 1963. It is a charitable organization that gives emergency medical services and on-the-spot first aid while taking emergency cases to the nearest medical facility. It had 13 branches, 20 departments, 3507 staff, 177 First Aid Centers, and 617 ambulances by 2000 (see appendices). It has various activities that include general first aid courses, disaster preparedness, community activities, and road emergency services. It operates country’s main ambulance network financed by Saudi government. Saudi Red Crescent Society provides psychological support to its employees in ensuring they feel motivated in order to improve their morale and performance. Saudi Red Crescent Society provides training of its employees as a way of improving employees’ capability. Saudi Red Crescent Society roles are extremely demanding making the organization to put into consideration its motivation aspects as illustrated by Francois (2003). Current state At Saudi Arabian Red Crescent Society, coordinators have a clear understanding of what motivation entails in a non-competing and non-profit making organization. Employees are motivated to deliver quality services and with speed to those in need such as injured (during Hajji), suffering from hunger and other disasters. Saudi Red Crescent Society as a humanitarian organization has its employees motivated by the desire to become satisfied after offering services to the society in need. It is through motivation that employees at SRCS can be able to deliver towards society. It is through motivation that employees at SRCS can feel encouraged to work in teams in all places. Saudi Red Crescent Society is a non-profit organization that is able to perform and meet its objectives in Saudi Arabia. This achievement can be attributed to its efforts in motivating its employees as well as its workers inner motivation. Saudi Arabian Red Crescent Society as a humanitarian organization requires putting a lot of emphasizes on the importance of motivation for its employees in an effort to achieve its objectives. Various motivation theories have been utilized at SRCS as way of ensuring employees motivation are according to the hierarchy required as illustrated by Maslow’s theory. Humanitarian jobs demand a lot of courage and passion because in most cases, it takes place in dangerous areas. Therefore, it is only through putting in place motivating aspects within the organization that SARCS can be able to attain its objectives. As a non-profit making organization, motivation improves efficiency level of workers performance at SARCS. This is through filing the gap between willingness and ability resulting to increased productivity and overall efficiency. It is through motivation of its employees that SARCS is able to achieve its goals when co-ordination and co-operation occurs simultaneously through corporation (Dauten 1998). Critical Examination Maslow’s Hierarchy of Needs To some extent, Saudi Arabia Red Crescent Society has been successful in applying and satisfying some of the needs according to Hierarchy of needs theory according to Mohammed (2000). The hierarchy of needs manifests itself clear in the organization as needs are provided for. At SARCS, psychological needs of employees like shelter, food, and shelter are catered for all the time regardless of the place where they are working. This is in form of sleeping bags, tinned or packed meals, and tents among others. Coordinators belief that workers can attain best results when their social needs are fulfilled adequately. Security or safety needs; protection from any emotional harm. This includes security of avoiding losing a job or shelter among others. At SCRS, security needs are also provided by the organization in form of job security through well-elaborated job conditions agreement as argued by Baring (2007). Workers working in volatile areas of Saudi Arabia are always provided with sufficient job security by government mainly due to cases like terrorists. However, there is no systematic follow up of the needs at the organization according to the hierarchy of needs. The organization has not been able to categorize the needs from the most important to less important. At SARC, some needs are more crucial to others throughout the time such as security of the personnel working in security prone areas. Therefore, the hierarchy of needs may not follow subsequently due to environmental factors. Therefore, security and social needs plays a key role towards the satisfaction of employees at SARC according to the interview undertaken. These play a great role towards the motivation of the employees. This is mainly due to high demand of security in many regions of Saudi Arabia. Social needs including belongingness are more valuable and even preferred when compared to others like self-actualization needs as illustrated by John (2006). It is reasonable to argue that clear set goals and objectives of SARC assists the employees in understanding the need to work through an inner desire that drives them. This makes them to become motivated towards working to specific goals. Despite the fact that Esteem needs are at top compared to security needs, they do not play a great role in motivating the employees needs. Needs for self-actualization is high in the Maslow’s hierarchy of needs, however, this is not the case at the SARC. Employees at SARC do not have self-actualization as their highest priority although it also plays a small part towards their motivation. Equity Theory According to the Equity theory, every person is equal hence; the ratio of input should reflect the output. Failure to balance this can lead to discomfort and tension, this is either to over-rewarding or under-rewarding. Rewarding a person at SARC without clear competence achievement might make others or even himself feel to be over rewarded hence jeopardizing the performance of the organization. Others can view this as a form of nepotism hence negatively affecting their performance. Others may also view this as s form of discrimination (Richard & Trahair, 2009). Therefore, it can be conclusively be argued that there is no theory can be fit appropriately any work context. This is due to variation of working environment and individual’s preferences. The culture of people also makes this to vary greatly hence making it difficult for some theories to fit accordingly. However, it is crucial for managers and supervisors at SARCS to note the preferences and needs of their employees in order to know which motivation strategies they need to utilize. Conclusion Recommendations It is recommendable for SARC to utilize several basics of motivation as a way of enhancing the performance of employees. The basics of motivation are crucial in ensuring that individuals performance is improved (Kenneth, 2009). One of the basics that can be used at Saudi Arabian Red Crescent Society to motivate employees when working in tough situations is ‘be motivated to motivate’. This is through encouraging employees to work as teams in all instances as a way of motivating each other. Teamwork has been seen as a major motivating force at Saudi Arabian Red Crescent Society (SARCS). Another basic is ‘motivation needs recognition’, Saudi Arabian Red Crescent Society employees require more recognition and respect by all stakeholders including society in Saudi Arabia. This can motivate them to work tirelessly in providing the basic services required in the society. They should be respected by society and government to an extent that they should be provided with security personnel for protection when working in dangerous areas and aircrafts for easier movement. Another motivation basic that plays a key role is ‘team belonging motivates’. Another basic is ‘participation has motivating results’ according to Sapru (2006). ‘Motivation needs a goal’ is another basic whereby SARCS employees should be reminded that their main goal is to assist those in dire need of humanitarian assistance. An organization or team without a goal does not succeed in its operations (Evenson, 2003). This is because employees feel demoralized for lack of direction. I think there is need for clear goals and objectives to the workers as a way of giving direction to employees. Another motivation basic that plays a great role is “seeing ourselves progressing motivates us’. Failure of employees seeing they progressing de-motivates them. Employees at SARCS find themselves moving forward when they deliver services to the needy in the society. According to SARCS coordinators, ‘motivation does not last unless repeated’ is another basic that they frequently refresh. The employees should be motivated continuously through proper pay, allowances, proper working facilities, and training among others aspects (Green, 2000). Saudi Red Crescent Society as an organization requires high levels and planned motivation due to the nature of working conditions. Therefore, there is need to view motivation in its diversified perspective in order to understand it clearly for the sake of organization and individual performance (KumKum 2009). Study Limitations However, the study has some limitations that posed a challenge. Coordinators at SRCS did not realize that they are varying types of motivations that need to be put into consideration. Some employees and managers had no idea of various aspects revolving around motivation making it difficult to identify various aspects involving motivation within the organization. The study has also been unable to know the exact relation between the motivation and performance of the employees. In conclusion, it is crucial for the modern organizations to take great consideration into organizational behavior because it plays a great part towards their success. Organization should put a lot of emphasizes on the motivation aspects that are crucial to their employees. There should not only emphasize on the payment as a factor but to other needs as well. Promotion has been known to be a major determinant for organizations achievement of their goals. SRCS as a non-profit making organization has become successful due to its efforts to put into consideration the aspects of promotion to its employees. This is the direction that current profit and non-profit organizations should undertake in order for them to be able to achieve their goals. References Adrian, M 2007, Motivation, ability and confidence building in people, Butterworth-Heinemann, Oxford. Barling, J 2007, A critical review of the application of Maslow’s motivation theory in industry, Journal of Industry Psychology, vol. 4, no. 8, pp. 78-98. Dauten, D 1998. The best way to motivate employees: have them bet on their own success, New Hampshire Business Review, vol. 20, no. 13, pp.8 –9. Evenson, R 2003, Motivating to develop an all-star team, American Salesman, Vol. 48, no. 10, pp. 21 – 27. Francois, B. The international Committee of the Red Cross and the protection of war victims, ICRC & Macmillan, Geneva. 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Appendices Top management at Saudi Red Crescent Authority President of Saudi Red Crescent Authority His Royal Highness Prince Faisal Bin Abdul Allah Bin Abdul Aziz Director General Saudi Arabian Red Crescent Society Dr. Ahmed A Al Salamah Meaning of words Hajj- it is one of the largest annual pilgrimages in the world that takes place in Mecca, Saudi Arabia and it is one of the five pillars of Islam SRCA Departments President Office Budgeting and Planning Department Medical Supply Department Transportation and service department Gen. Administration and financial department Legal Department Emergency services Department Corresponding department Mass media and awareness department General Directorate for Ladies Department Public Relations Department Deputy President office Projects and maintenance department Communication and IT department Stock observation department Human resources department Follow up department International affairs department Training and human development department Security and safety department SRCA Centers Read More