What Is Motivation - Case Study Example

Motivation Introduction: The application of psychology theories in the management of human resources at the work place is a common occurrence given the fact that these theories are aimed primarily at understanding human behavior and trying to find the best possible solution to dealing with behavior that is unacceptable or ungainly (Nelson and Quick, 2004). Chief among these theories are the motivation theories given the fact that these attempt to shed light on the structures, reasons and meaning of behavior besides attempting to put forward solutions to problematic concerns. These theories could well be divided into three essential categories- the process theories, the content theories and the reinforcement theories (Huczynski and Buchanan, 2007). The process theories consist of theories like equity theory also known as the goal path theory (Robert House) and the expectancy theory (Victor Vroom). These theories focus on the cause effect equation with respect to motivation and behavior. The content theories on the other hand range from the Hierarchy of Needs Theory (Abraham Maslow), the Two-Factor Theory (Frederick Herzberg), and the Acquired Needs Theory (David McClelland). These theories focus primarily on the satisfaction and related motivation quotients. The reinforcement theories finally are based on works of B.F. Skinner and Ivan Pavlov and focus on the reward and punishment principle. Executive Summary: The following is an attempt to integrate these various theories and apply them in an interpretative manner that would help in solving an issue at the workplace in the most practicable manner possible. The idea will basically be to apply the concepts of management to the theoretical outlines that have been provided by these scholars so that one could understand the best manner of dealing with an issue that negatively affects productivity at the workplace. The Issue: The problem at hand is one that affects many a company-irrespective of its size in one way or another at some point of its business life cycle or another. The issue is that of chronic latecomers in Tata Consultancy Services, a consulting company and software services headquartered in Mumbai, India. The first issue is late comers. Due to late coming employees the efficiency of company is falling and deadlines are not being met. There is situation to negotiate with clients for extension of duration of the project, which are not a good sign and needs to overcome for survival. The second problem is miscommunication between employees and managers. Due to misunderstanding the employees are not satisfied Employees are rewarded not for what they do, but for who they are. About the Company: Tata Consultancy was founded in 1968 and it is considered to be a pioneer in the IT Industry of India. It is the largest provider of information technology and business process outsourcing services in India. The company is listed on the National Stock Exchange and Bombay Stock Exchange of India. TCS innovative and end-to-end technology solutions are based on in-depth research and market analysis. Its area of expertise includes IT services, IT Infrastructure, Asset-Based solutions, Engineering and Industrial Services, and Business Process Outsourcing. TCS conducts its business as per the five principles of Integrity, Understanding , Excellence, Unity  and Responsibility and  aims to be in ‘Global Top Ten ‘ IT Services company by 2010. TCS has 142 offices more than 42 countries across the globe and is considered one of the largest private sector employers in India with core strength in excess of 140,000 employees. It has also received several prestigious recognition awards such as 1. The Hangzhou government’s Management Innovation award for being the first and only company in china to get assessed at both CMMI and PCMMM level 5. 2. IBM Asia Pacific Excellence award 2005 for Consultants and Integrators 3. Dataquest-IDC Best Employer in IT services. Its list of clients is growing all the time. Currently it includes British Telecom, British Airways, Citibank, Canadian Depository for Securities, Dell Computer Corporation, Compaq, General Motors, Prudential Insurance USA and several others. The Issue Explained-Depth of problem: In case of an organization like TCS that works primarily on the basis of shift timings, an employee who is late would ordinarily mean that there would be someone else that would be needed to fill in for the employee in the gap. Moreover, most of these shifts take place at hours that relate to the UK timing or the US timing given the outsourced nature of the job that the organization does. This would therefore also mean that each shift has its experts and the late comers would mean a compromise on the level and the quality of work that is produced. This is unacceptable in most cases. The issue however is that the problem cannot be dealt with in a hot headed manner given the fact that removing an employee from work is the not the easy way out due to the cost o training that the organization spends on each of its employees (Marketing-Interactive. Com). An employee lost in such a scenario would automatically mean an investment lost. The second issue identified is that of absence of motivation leading to attrition. The problem here is that the employee should not be working because he has to earn money or just because he has nowhere else to work but because he likes doing the work he is doing and the environment in which he is being made to work. Motivation is the set of forces that causes people to engage in one type behavior rather than some alternative type of behavior. The idea from the management point of view is to ensure that employees are motivated to behave in ways that are in the organization’s best interests. The management goal therefore would be simple- give people motivation to perform at high levels in the organization. This would mean getting the employee to work hard, to come on time, and regularly, to make positive contributions to the organization’s mission. The third issue in this regard is the selection and retention of the right person for the right job given the fact that job performance it is said depends on personal ability, environment and on motivational factors. The idea therefore is that a if a person is made to work on a job that he has no interest in pursuing there would be no way in which he would be good at it. The concept of the motivation is relevant here given the fact that motivation is in essence related to individual performances and is an intentional factor. Motivation can be intrinsic and extrinsic motivation. Extrinsic motivation is manifested in terms of tangible rewards such as salary, benefits, security, promotion, contract of service, work environment, conditions of work while Intrinsic motivation is more to do with psychological rewards such as the opportunity to use one’s ability, challenge and achievement, receiving appreciation, recognition, caring treatment.  Maslow’s theory of hierarchical needs: The idea is simple. Human being act and react so that their needs are fulfilled. These needs are hierarchical in nature. The ones that fall on the lowest rung of the pyramid have the highest influence on behavior given the fact that these are the most basic survival needs that human beings would have. The theory states that any motivated behavior, either preparatory or consummatory must be understood to be a channel through which many basic needs may be simultaneously expressed and satisfied (Goble, 2004). The theory lays primary stress on the human need for survival thus placing the fulfillment of hunger, breath, sex and thirst at the top of the motivation ladder, followed by the security needs, the social needs, the need for psychological safety, the cognitive need, the aesthetic need and finally the need for fulfillment and self-actualization at the bottom of the pyramid. The theory therefore states in essence that human being priorities their needs in terms of the genres ranging from the survival to the self actualization needs with survival needs topping the list and the self actualization ones being at the bottom. The modern day seen however would argue that self actualization needs like the focus of the career and  finances are bigger motivational drivers as far as professional management of individuals is concerned. Victor Vroom: The expectancy Theory The theory was devised by Victor Vroom and seeks to provide an explanation or the motivation and management factors within an organization for an individual. The theory is based on the assumption that behavior results from conscious choice that an individual chooses from among many options. the purpose of these choices therefore is to aim at the maximization of pleasure and the minimization of pain. He further suggests that the relationship that exists between people at work and the goals that they seek to pursue are not a simple tangent but in fact complex. An employee’s performance is based, according to the theory on various factors such as the employee’s personality, skills, knowledge, experience, and abilities. The crux of the theory is that individuals have different sets of goals and can be motivated if they have certain expectations. The expectations that the theory outlines are as follows: 1. There is a positive co-relation between efforts that an individual puts in his work and the performance that he ultimately displays 2. Favorable performances will result in favorable rewards 3. The reward would satisfy an important need 4. The desire to satisfy the need is strong enough to make the effort seem worthwhile. The theory of expectancy is based on three basic beliefs: 1. Valence: This is in reference to emotional orientations that people hold with respect to outcomes. The depth of the want of an employee is measured in terms of for extrinsic or intrinsic satisfaction in the shape of money, promotion, free time or benefits. It is therefore the role of the management to discover the expectations that a hard working employee has and justifiably fufill them to keep the employee motivated 2. Expectancy: This means in essence that each individual within the organization has a different set of expectations and these vary with the levels of confidence that an individual has within himself. The management therefore needs to figure ouyt the resources and training that these individuals need so that the best performance can be extracted out of every individual within the organization. 3. Instrumentality: This is a factor that is related to the perception that decides whether or not employees will actually receive what they desire. This means in essence that the management has a responsibility to ensure that promises that have been made to employees are fulfilled. B F Skinner: The Reinforcement theory The reinforcement theory is also known as the theory of operant conditioning. It is generally associated with the work of B F Skinner. In its simplest form, the reinforcement theory states that the behavior is a function of its consequences (Griffin and Moorhead, 2001) Behavior that results in pleasant consequences is more likely to b repeated (the employee would be motivated to repeat the current behavior) and the behavior that results in unpleasant consequences is less likely to be repeated (the employee would be motivated to engage in different behaviors). The theory also suggests that in any given situation, people explore a variety of possible behaviors. Consequences of earlier behavior have a great impact on future behavioral choices. Cognitions also play an important role, therefore rather than assuming the mechanical stimulus-response linkages that have been suggested by the classical conditioning theories, contemporary theorists believe that people consciously explore different behaviors and systematically choose from among them so that the most desired outcomes are achieved. In accordance with the reinforcement theory therefore, the consequences of behavior are known as the reinforcements (Klien and Mower, 1989). The idea would therefore be the use of various reinforcement agents by managers, to affect employee behavior. There are four basic forms of reinforcement, positive reinforcement, avoidance, extinction and punishment. Positive reinforcements: This is in essence a reward or other desirable consequences that follow behavior. Providing positive reinforcements after a particular behavior motivates employees to maintain or increase the frequency of that behavior. The idea therefore would be to ensure that the employee feels appreciated if her;/she has put in an extra amount of hard work or has done a task well. This need not be manifested in the form of a bigger pay cheque but could be manifested in simpler forms like an word of appreciation from the boss. Avoidance: This is also known as negative reinforcement. The idea here is again to increase the frequency of some kind of desired behavior. Rather than receiving an award following a desirable behavior, the person is given the opportunity to avoid an unpleasant circumstance, The better known manifestation of this would be a boss who continuously criticizes his employee continuously and the employee in order to avoid the criticism does the job to the best of his ability. This method has to be used only in the blend with the positive reinforcements if it has to have any chance of success given the fact that a boss that cribs and curses would be subject to ridicule and attrition after a certain point. Extinction: This decreases the frequency of behavior especially behavior that was previously rewarded. If rewards are withdrawn for the behavior that was previously reinforced, the behavior would probably become less frequent and then gradually die out. Punishment: This method like the method of extinction also tends to decrease the frequency of undesirable behavior. It is an unpleasant, averse consequence of a behavior. These can take manifestations of verbal or written reprimands, pay cuts, loss of privileges, layoffs and termination. This method has been subject to criticism given the fact that it affects decision without going into behavior change at all.   Placing the questionnaire in context: Given the theories, one can came up with a questionnaire that could solve the issues that have been outlined above by creating for the management an understanding of employee psychology and motivational factors or the absence of these factors as a whole. The questionnaire is divided into three basic parts: The first part of the questions focus on the recruitment and job selection principles that would govern the mind of the candidate, demonstrating the factors that would motivate the candidate to choose or reject a certain job. The second part of the questionnaire is focused on employee self evaluation and the creation of an understanding that would outline the manner in which a given employee thinks of him or herself/ the work they expect they should do, the salary and the kind of rewards that they expect out of the services that they are performing for the company and this could then be measured against the company evaluation of the employee so that a realistic interpretation of the case could be arrived at. The third part of the interview would roughly focus on the overall role that the employee expects to play in the growth of the organization. This is a part in the questionnaire that would help clarify to the employer whether the employee sees himself just as someone who has to perform a duty or as someone with dynamic qualities that contribute to the overall growth and development of the organization structure as a whole. The questionnaire has been devised overall to prove the expectation of the employee as far as reinforcements are concerned and the feelings of the employee towards these factors of reinforcements and punishments., it has to be remembered that motivcational needs in case of most employees are met best in terms of the tangible material gains that the efforts ultimately culminate to tem growing as professionals within the group. The questionnaire: 1. On a scale of 1-10, to what extent do you think money motivates you to work?     2. Choose one of the following as the most important element you look for in a job:   a) material compensation ( )  b) intellectually challenging atmosphere ( )  c) flexible work hours ( )  d) sense of membership among co-workers ( )  e) democratic work environment ( )    3. Of the following, which would be the most ideal job for you?   a) 70 hr/week ( )  b) 40 hr/week ( )  c) 50 hr/week ( )    4.which of the following options would most appeal to you as recognition for an accomplishment at work?   a) Money ( )  b) time off ( )  c) public praise/thanks ( )  d) increased responsibilities within current job ( )  e) job promotion ( )  f) certificate ( )     5. How many years have you been working (total)   a) 0 to 3 years ( )  b) 4 to 7 years ( )  c) 8 to 11 years ( )  d) 12 and more years ( )    6. How many years have you been working for your current employee   a) 0 to 3 years  ( )  b) 4 to 7 years  ( )  c) 8 to 11 years ( )  d) 12 and more years ( )    7. If I didn't enjoy doing my job at work I would leave   a) Strongly Agree ( )  b) Agree ( )  c)  Disagree ( )  d) Strongly Disagree ( )    8. When choosing jobs I usually choose the one that sounds like the most fun   a) Strongly Agree ( )  b) Agree ( )  c)  Disagree ( )  d) Strongly Disagree ( )    10. The people I choose to spend my time with are the most fun to be with   a) Strongly Agree ( )  b) Agree ( )  c)  Disagree ( )  d) Strongly Disagree ( )    11. I would work harder if I knew that my effort would lead to higher pay   a) Strongly Agree ( )  b) Agree ( )  c)  Disagree ( )  d) Strongly Disagree ( ) 12. If choosing jobs, I want the one that allows me to be recognised for success    a) Strongly Agree ( )  b) Agree ( )  c)  Disagree ( )  d) Strongly Disagree ( )   13. It is important that I work for a company that allows me to use my skills and talent    a) Strongly Agree ( )  b) Agree ( )  c)  Disagree ( )  d) Strongly Disagree ( )    14. I try to make sure that my decisions are consistent with my personal standards of behaviour    a) Strongly Agree ( )  b) Agree ( )  c)  Disagree ( )  d) Strongly Disagree ( )    15. I consider myself a self-motivated person    a) Strongly Agree ( )  b) Agree ( )  c)  Disagree ( )  d) Strongly Disagree ( )      16. I like to do things which give me a sense of personal achievement    a) Strongly Agree ( )  b) Agree ( )  c)  Disagree ( )  d) Strongly Disagree ( )     17. I need to know that my skills and values are impacting organisation’s success    a) Strongly Agree ( )  b) Agree ( )  c)  Disagree ( )  d) Strongly Disagree ( ) Data analysis The questionnaire was given to a total of twenty employees. The results were as follows: On the basis of the first three questions one could find that 8 employees i.e. 40% of them said that the most important factor for them while selecting a job was material compensation while 9 (45%) of them said that they preferred a job that would be intellectually challenging for them. 18 employees (90%) said that they preferred the 50 hour working weeks and the same group identified monitory compensation along with public appraisal as being a motivating factor for them to be working harder. The group consisted mostly of people who had been in the working line for over 4 years. 8 fell in the 4-7 year group while 6 fell in the 8 to 11 year mark. Only three feel in the groups each. 85 per cent of the group interviewed accepted that in case they did not enjoy their work they would quit and more or less the same percentage did not think fun was the biggest factor in their choice of a job. Every member in the group strongly agreed that they would be inclined to work much harder if they knew that their efforts would be rewarded by higher pay. Interestingly enough, only 20 per cent-4 people strongly agreed that it was important that they work for a company that allows them to use skills and talent while 50%-10 people felt that they strongly agreed with the statement. The controiversial question in the interview turned out to be whether or not the respoindents consider themselves as self motivated individuals. While four could strongly agree, there were as many who disagreed. While 5 disagreed strongly 5 agreed with the statement as well. This would show that the manner in which individuals perceive motivation differs across boards. Finally majority of the respondents (75% and 70% respectively) strongly agreed that they liked doing things which gave them a sense of personal achievement and that they needed to know that their skills and values and their impact on the organisation’s success. This could be interpreted in simple terms as being that individuals need to feel that the organization needs and respects their contribution to the overall success of the organization and that the contribution they make is recognized and respected.    Recommendations based on data gathered: There would therefore have to be stress that on training and development for the staff. The idea behind this focus is not just to improve skills for the current job but also to prepare the employee for future responsibilities. Job rotation and participation in cross functional or cross divisional tasks can get rid of the feeling of stagnation and boredom that seems to have set in (Charvatova and Veer, 2006). The idea is to give the employee a new challenge, continuously helping him evolve thereby adding greater value to the organization’s resources with the same amounts of inputs. The performance evaluation criteria and processes need to be related to broad contributions. In addition to individual evaluation, performance appraisal by peers and based on team performance should be made a more common feature. The broad based contributions can be captured in what is known as the 360-Degree feedback mechanism (Tsui and Wand, 2000). Finally, the key to using compensations and benefits in building a mutual investment oriented employee relations process is not focused merely on increasing the absolute pay or benefits but communicating preferred behavior and accentuating long term investment in employees. Family friendly benefits are one way of doing this.   The solution to the problem is simple. The decision making process needs to be made more interactive, diverse and democratic (Mora, 2006). By allowing for a ‘bottoms up’ process of decision making and management, not only is the problem of perception dealt with, it will lead to an increased level of employee participation and interaction thereby leading to greater job satisfaction and lesser rates of attrition. The idea is th more the employee feels like he is needed or valued- the more he would want to work hard. Moreover, there have to be provisions made so that the overall systems of rewards are in congruence with the effort that an employee places in his work. The theory of reward and punishment would demad this and the fact that most employees see monetary rewards as a expression of appreciation for the efforts that they have put in. this would also satisfy their most basic needs alsong with the needs of self actualization in keeping with the application of Maslow’s theory. One could thus say that there are a number of ways in which the demands of the motivating needs could be met at work. Conclusion Motivation is also multifaceted with the two most important factors being those of arousal and direction or choice of Behaviour. People’s Behaviour determined by what motivates them. In the setting that is related to work and the office space motivation related thoughts would harbor primarily on the feelings of job satisfaction, job involvement and organizational commitment. More often than not the equation that finds relevance in these cases is: Performance = Function (ability x motivation) Performance would therefore be enhance in cases where the work that a person does is mentally challenging and provides equitable rewards. This would automatically mean the presence of supportive working conditions and fellow employees. Finally an important factor that bears considering is whether or not the job being done suits the personality of the worker (Schuller and Jackson, 2007). The best way o judging whether or not a person is dissatisfied is often to do with the fact of whether or not there are visible signs of neglect in a person’s work given the fact that more often than not, dissatisfaction expressed by allowing conditions to worsen. An organization like TCS would therefore have to focus on employee survey methods and engage in processes that would ensure in then long run an process wherein the employees could be made to remain motivated not just to do their jobs, but to like the fact that they are doing the work they are. The utilization of the psychological theories would in the long run help the organization in understanding the needs and focus areas that drive their employees helping the creation of a devoted, hard working and motivated employee base in the long run. Read More