Importance of Motivation - Example

MOTIVATION Introduction Motivation is a tool that is very essential for a manager. It refers to rejuvenating, energizing, and activating an employee’s behavior to help maximize productivity (Alderfer, 1969). It also helps an employee use their potential or expertise to the best of their ability (Geen, 1994). One can generally achieve motivation by either by self-motivation or motivation by others. Self-motivation entails an individual using aspect of their lives that make them eel good about themselves. E.g. hobbies, leisure activities, eating, sleeping and such. On the other hand, others can motivate one by use of incentives and gifts, cheering during competitions to applaud one’s efforts (Deci, et al, 1999a). Managers who motivate their employees are likely to yield good results, because, they are likely to use techniques and methods that help them do a better job, they are more focused in achieving quality than just beating deadlines and are focused in increasing productivity. Importance of Motivation A highly motivated team allows the company or organization benefit in many ways. Through motivation of employees, a company is able to increase their profits margins that are accrued from reduced recruitment costs. This is as a result of high rates of employee retention and low turn over of employee exits. A working team that is motivated produces high performance thus high quality production rates. Higher production rates of goods or services mean good business, which leads to higher annual stock turnovers (Deci, et al, 1999a). Motivated employees come u with new inventions and innovations and are not scared to implement them. Moreover, a company that use its resources or finances in the hope of motivating her employees, a good reputation always precedes them to competitors, suppliers, their own staff and potential employees (Hammer, 1976). In a school setting, a student who is motivated is likely to perform much better than if they were not motivated. Motivation allows students to develop their cognitive processing and increase their interests in activities. Motivated students also are guided in their behavior, thus influencing behavior change in order to achieve their set goals. It also helps develop their energy levels if it means they will get a reward, trophy and even if it helps propel their position and standing among their peers (Miner, 1995). The Steps in Motivating Motivation of employees is not an easy task since different employees have different needs and require different techniques to inspire or motivate them (Kasser & Ryan, 1996). For a motivation program to be effective in achieving the desired results, a manager need to make sure that they should also be willing to take part in the motivation process. This can be achieved by treating employees with honesty and respecting them, and according fair treatment of every employee without favoring or discriminating others. A manager should ensure that in the program, they are able to set up systems or framework that will help employees to set work related goals (Deci, et al, 1999a). A good motivation program should be able to identify when an employee is experiencing a burn out, refusing to work or when they are unable to work due to lack of knowledge f work they are doing. Therefore, a motivating program should have training programs that will help refresh skills of workers or even help them be in touch with new updates that have been developed to cope with changing working environments (Maslow, 1943). This helpful in achieving the high expectations laid down by company’s annual resolution and annual goals. A manager that require to motivate employees should also include structuring and reorganizing work and job descriptions when the need arises, and understand each individual employee’s needs and how they need to address them (Deci & Ryan, 2000). Finally, a good motivational proram should have a reward system based on merit, rewarding employees who have a good truck record of observing office guidelines, meet targets and produce good results. Rather than rewarding employee who are friendly to the manager or practicing nepotism. Theories and how they can help management in motivating employees The need for people to get motivated is driven by certain desires and needs. The needs that are not satisfied are the ones that influence an individual’s behavior, while those that are satisfied dismally influence behavior (Alderfer, 1969). Among the needs that influence behavior are different from one individual to another. It includes an individual feeling the need to be approved or accepted by the society they live or work in, the need to acquire knowledge or learn new things, the desire to fulfill basic needs like getting food and the need to have and belong to a family setting. Other needs and desires that an individual may have is seeking a sense of belonging be it in a religion or an ethnic setting, the desire to have and obtain social justice and develop one’s own individualism. An individual or an employee will sometime desire to have a stable system of life or routine they can follow (Alderfer, 1969). Due to overworking and high workload, an employee will desire to have time to rest, relax and exercise if need be. An employee may solely work not to get a paycheck at the end of the month but be able to fulfill their need of being able to be in a position of power or influence, and have acquire social status (Hammer, 1976). An individual in their quest for socializing, may feel the need to be intimate and have social relations e.g. with he opposite sex \or friends respectively. The need for motivation may be influenced by the need to acquire security and save for the future, thus forming financial and economic security (Deci & Ryan, 2000). There are theories that have been formulated in the quest to understand human behavior and their need for motivation. The theories seek to guide managers on understanding this thus maximizing their employee’s potential thus increase their company’s productivity. By understanding the theories, a manager I therefore able to formulate and implement appropriate and effective motivational principles, techniques and programs for their employees (Hammer, 1976). Motivation highly influences the setting of goals and their achievements. There are several theories that has bee used to explain human behavior and how various tools can be used in changing that behavior into the positive thus help in achieving goals and better results. Motivated individuals feel that they have the power to influence the desired result (Komaki, 1982). The Maslow Hierarchy of Needs Abraham Maslow developed this theory. The theory states that an individual’s behavior patterns is influenced more by needs that are not met rather than the needs that are met or satisfied (Griffin, et al, 1987). The theory suggests that due t the magnitude of needs by people, needs can be categorized in order of importance or necessity. I.e. from basic needs to the not so basic or complex needs. Maslow implied that, as a person acquire the needs and move up the ladder, the more healthier, or complete and satisfied they are and feel. The theory of hierarchy of needs can be explained by the use of a pyramid symbol , where the more basic needs are at the base and the complex needs are up the ladder (Alderfer, 1969). At the base of the pyramid are the basic needs or the physiological needs. These are the needs, which people require in order to survive. Other needs are insignificant if the basic needs are not satisfied. The needs are food, clothing, shelter, air, sleep, water and sex (Komaki, 1982). Employees who lack any of these elements will not execute their duties properly, therefore the manager need to know if every employee is accessible o this elements, and if they don’t, use the fulfillments of these needs as motivation. E.g. offering accommodation for employees, food during working hours, easy accessibility to water and encourage inter-office relations for workers whose job does not give them time to interact with the outside world (Miner, 1995). The second stage in the hierarchy of needs are needs to improve or be accessible to safety. Although they are not as necessary as the basic needs, an individual requires them. They are necessitated by the need to set up order and avoid unpredictability (Alderfer, 1969). They include stability in the work an employee does, protection from adverse weather conditions like rain and storms, and even ability of the employer to provide insurance policies relevant to the working environment. An employee needs for security may be satisfied by laying down protocols on how to solve disputes in the office, assurance of work security by renewal of contracts, availing annual benefits and saving schemes , and offering insurance policies to not only the top management but also the junior staff (Geen, 1994). An employee, whose security needs have been catered for, will worry less hence yield better results. An employee can offer security as motivational tool, by rewarding productive employees with insurance cover or moving them from temporal employment to permanent and pensionable ones. In summary, safety needs are personal safety, financial security, health fitness and security against unforeseen tragedies lie sickness or accidents (Hertzberg, 1966). The needs that follow the safety needs are the social needs or the need to belong. Friendships, intimate sexual relationships, family ties, and involvement in religious setting are key to satisfying the social needs (Geen, 1994). Employees who lack social connections or social settings to identify with are likely to suffer from alienation, being lonely, social anxiety, which results in stress and depression (Hertzberg, 1966). Such employees are more susceptible t drop out of work, or lack the desire to produce quality work. A manager who understands this, allows employees to relate, settle disputes, and influence the management to organize quarterly or annual company get together or company’s family days during weekends. Social needs sometime may cloud other needs, if social pressure is too much to bear. Intimacy, family ties and friendships do form the basis of these needs (Hackman & Oldham, 1976). Maslow indicated that the need for esteem was integral in development of human behavior. He suggested that individuals would go to great lengths to increase their self-esteem and respect for self. He evaluated two forms of esteem (Maslow, 1943). The high esteem where an individual seek to fulfill the need of respect for self, need to be strong, be competent, improve their confidence, be independent and acquire freedom (Griffin, et al, 1987). The low esteem where one seek to fulfill the need to be respected by others, acquire social status, need to be noticed and acquire prestige and be famous. Lack of satisfaction of esteem needs results in problems like low self esteem among workers, superiority and inferiority complexes, and individuals feeling helpless and weak thus resulting in suicides and self destruct (Hackman & Oldham, 1976). Management should therefore focus o programs at work that increases self worth, personal growth, professional accomplishments and encourage improving self esteem to those that lack. The highest and pivotal needs are the self-actualization needs. People who have acquired and mastered all the other needs achieve these needs. They value self worth and respect for self. These individuals usually have very high self-esteem and are not deterred in accomplishing their full potential (Kasser & Ryan, 1996). An employer who has helped their employees achieve the self-actualization needs is prone to very active employees, who are aggressive in reaching their goals. Such employees exploit their full potential thus producing quality performance and production. Their work is usually impeccable. The theory however, has its misgivings. It places sexual needs as basic needs, which is viewed as individualistic. In an office set up its hard for the management to encourage sexual relations, and if it does so, other complications arises. Self-actualization needs Esteem needs Social needs safety needs Basic needs The Alderfer's ERG Theory Management should also know about the Alderfer’s ERG theory. Clayton Alderfer formulated the theory. He formulated the theory using Maslow theory as a basis for his research. By doing so, his theory has similarities with Maslow’s theory, but has very significant differences. The ERG initials stands for three categories of needs; The existence needs, the relatedness needs and the Growth needs. The ERG theory states that the needs that are on the lower order are the existence needs (Hackman & Oldham, 1976). They include Maslow’s physiological needs and the security or the safety needs e.g. water and food, clothing, sex, personal security, financial security and health fitness. The second level of needs is the relatedness needs. In this category an individual seek to fulfill their social needs and low/ extrinsic esteem needs thus seeking social relationships. An employee seeks to fulfill these needs by relating with family, coworkers, religious believers, and the employer. These needs require one to interact with others for them to be met. The third category growth needs, which have the self-actualization, combined with high/ intrinsic esteem needs. The third category is created by the desire of an individual to be more creative, inventive and innovative, productive and use their full potential (Deci & Ryan, 2000). The ERG theory is very similar to Maslow’s theory, in that they both have similar level contents. Clayton’s existence level has Maslow’s needs i.e. the physiological and security needs (Hammer, 1976). The relatedness level has the social and extrinsic needs of Maslow’s and finally, the Growth needs, which contain Maslow’s self-actualization needs, and the intrinsic needs. Another similarity is that both theories classify the needs in a hierarchy. With the needs that are required for daily survival are more important, than acquiring social status and fame as in the case of self -actualization needs at the top. They however have major differences (Alderfer, 1969). The Maslow’s theory has five levels of needs while Clayton’s ERG theory has only three categories of needs. Moreover, the ERG theory suggests that management can pursue to satisfy employee needs by pursuing the different levels of needs at the same time, unlike Maslow who implied that, one need to acquire and satisfy their needs parallel to the hierarchy, one level at a time. Another difference is that ERG theory allows different individuals to have different order of needs. According to Maslow, every individual has similar and equal order of needs universally no matter when or where they are (Deci & Ryan, 2000). The ERG theory is very flexible depending on individuals. The theory differs with Maslow’s theory in that they agree that if one does not satisfy a need in the high level, they will regress to needs in the low level that can be easily satisfied. E.g. employees who lack opportunities to grow, will regress to acquiring physiological needs, safety needs and focus on socializing with their colleagues. Management that is able to recognize regression of employees can be able to formulate systems that will help the employees grow (Deci & Ryan, 2000). Management can benefit greatly by understanding the ERG theory, by knowing that different employees have different order of needs that need to be satisfied at the same time, and that concentrating on one goal at a time does not help in motivating them. They are also able to recognize the need to implement programs that encourage growth among workers thus preventing employee regression. This is integral in achieving results and reaching set goals. Herzberg's Two-Factor Theory The theory is also referred to as the Motivator Hygiene Theory or the Dual Structure Theory. Fredrick Herzerg formulated it, to explain when or how motivational factors can be used to create satisfaction and reduce dissatisfaction. According to the theory, an employee’s satisfaction growth and psychological growth are affected by motivational factors. The two motivational factors are motivators and hygienic factors (Geen, 1994). Hygiene factors are quality of supervision used by employers, wages, positions and ranks, interpersonal relationships, safety, company policies and the working conditions. These factors if present does not necessary motivate workers but their absence can be a source of lack of motivation and dissatisfaction. Motivational factors include employers rewarding achievements, employees having achievements after a period of time, employee achieving growth be it personally or professionally, and employee being given work that challenge their potentials (Kasser & Ryan, 1996). Among the factors is the management recognizing efforts made by their employees (Deci & Ryan, 2000). These factors give satisfaction. When motivational factors and hygienic factors are combined they produce various reactions or situations. Management that combine high hygiene with high motivation produce employees who are highly motivated thus high productivity. A high hygiene with low motivation make the employee complain a little and consider the job as just as a source to help pay their bills (Griffin, et al, 1987). The third situation that may arise is when the management where there is high motivation and low hygiene, the employees complain a lot since the work is challenging and exiting enough but there is little wages to show for it (McClelland, 1987). The last scenario is when there is low hygiene and low motivation, the management is likely to get low production since employee’s complaints are so many and they are not motivated. In this theory, the management is advised to regulary enlarge work capacity to elicit challenge, encourage job rotation, recognize, and reward good work done by employees. Vroom's Expectancy Theory It was formulated by Victor Vroom. Vroom’s theory suggests that motivation is influenced by factors such as efforts, outcome and performance, rather than focusing on needs as Maslow and Clayton did. Vroom studied the relationship between efforts, performance by the parties involved and the outcome thereof differing with Clayton and Maslow who focused on satisfying internal needs to create satisfaction. He suggested that for an employee to be equally motivated there is a link between efforts placed on the task, the performance and the outcome expected. In explaining his theory, Vroom used three variables and factors as the basis, which affects efforts. There is the expectancy factors, instrumentality and valence (McClelland, 1987). According to the theory, expectancy factors arise when an employee would believe that if they work hard and put more efforts, things would be better.i.e. Increased performance is as a result of increased efforts. This belief is influenced by such things as availability of resources like time, having the job know how and skills, and being accessible to materials that will support the employee in doing their job e.g. support from the management or additional data about the task at hand. Instrumentality is then, when an employee assumes that they will be rewarded if they produce good results. This is influenced by the mode of the reward system, which develops a relationship between the outcome versus the performance, believing that management will be fair in their rewarding not by favourism but by merit, and transparency in the reward system. The other factors are in valence. This is when an employee places the importance of the outcome over other factors. E.g. an employee whose goal is to accumulate more money, will not be motivated by offers of having long leave or off duties. Therefore, an employee’s effort level is influenced by the value they place on the the expected outcome, and their understanding of the relationship between outcome and the efforts they have used. He implied that employee’s behavior at work is influenced by their goals and expectations. He implied that employees are likely to yield better results if they are motivated to know that better performance, can easily be achieved by them putting efforts, and they will be recognized and rewarded for good a performance. The theory is based on the notion that an individual willingness to achieve good results is influenced y their own preference of attaining it rather than not attaining the result. This theory suggests that an employee’s effort may be based on the efforts of others. if for example they receive equal rewards with a fellow workmate, and they think the other workmate did not put as much effort as they did, then, come the following task, they will reduce their efforts to march that of their workmate. The theory focuses on how people perceive the relationship between the efforts they put in and the outcomes. This theory differs from Maslow’s theory or Clayton’s theory (Hertzberg, 1966). Vroom’s theory put into considerations that individuals have different perceptions and their perceived outcomes, or their expectations of the outcome is different. Unlike the other theories that imply all people are similar in their needs. Management can use the theory in understanding that they need to reward good work and that the rewards they give are needed by the employees. They also should understand that, in motivating the employees they need to train them and help develop their skills to increase productivity. Balanced scorecard Management can easily track their employee’s productivity by use of a scorecard. Scorecards can be placed at the office bulletin boards, or sent as internal office memos (Deci, et al, 1999a). Employees who produce good performance are likely to work even harder to meet targets, while those that are lagging behind are challenged to compete for the top spot on the board. Most corporations use this system to rate their employees (Komaki, 1982). Using the scorecard, management is likely to notice employees who have difficulties thus addressing their level of needs. Scorecards should be filled fairly and no favourism should be used (Eisenberger, et al, 1999). Conclusion Management should understand that employees do not just need salaries for them to exhaust their potential but they need to be motivated. Motivation does not only be self motivation but motivation can be influenced by eternal factors Motivated employees, work harder, exploit their skills to their full potential and are willing to be innovative and creative in their work. Management can motivate their workers by addressing their physiological needs, safety, social needs, esteem needs, and self -actualization as explained by Maslow and Clayton in their theories. Once these needs are met, there are no chances of the employees regressing thus high performance and productivity. In the Maslow’s theory, an employer can motivate, by helping an employee satisfy their needs one at a time. From the more basic needs of physiological and safety needs. These needs are then followed by the need for social engagement and recognition. The final needs to be satisfied are the self-actualization needs. The ERG theory suggests that needs are classified into three categories; the existence needs, relatedness needs and the growth needs. The theory implies that individual needs are different and that management can be able to satisfy various order of needs at the same time. The Hertzberg theory is another theory essential in understanding how to motivate employees. The author suggests that satisfaction can be achieved by addressing two rationales. The factors are hygienic factors and motivational factors. He implies that one theme cannot work without the other. Highly motivated employees with challenging work are capable of producing high quality results. The third theory is the Vroom’s theory. The theory looks at the relationship between efforts by an employee, their performance and how these, affect the outcomes. According to the theory, these three areas are affected by factors or variables. The variables are expectancy, instrumentality and valence. Vroom suggested that an employee who perceives that their efforts will result in good performance, will most likely improve their efforts to achieve this result. He also implied that an employee would work even harder if they believe they will get a reward at the end of the task. All these theories are geared towards motivating employees, which result in high performance and high productivity. References Alderfer, C., 1969, An Empirical Test of a New Theory of Human Needs, Organizational Behaviour and Human Performance, 4, 143 – 175. Deci, E., Koestner, R. & Ryan, M., 1999a, A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation, Psychological Bulletin, 125, 627-668. Deci, E. & Ryan, M., 2000, The “what” and the “why” of Goal Pursuits: Human Needs and the Self-determination of Behaviour, Psychological Inquiry, 11, 227 – 268. Eisenberger, R., Rhoades, L. & Carmeron, J., 1999, Does Pay for Performance Increase or Decrease Perceived Self-determination and Intrinsic Motivation? Journal of Personality and Social Psychology, 77, 1026-1040. Geen, R., 1994, Human Motivation: A social Psychological Approach, New York: Brooks/Cole Publishers. Griffin, R., Bateman, T. & Wayne, S., 1987, Objective and Social Factors as Determinants of Task Perceptions and Responses: An Integrated Perspective and Empirical Investigation, Academy of Management Journal, 30, 501-523. Hackman, R. & Oldham, G., 1976, Motivation Through the Design of Work: Test of a Theory, Organizational Behaviour and Human Performance, 16, 250-279. Hammer, W., 1976, Behaviour Modification and the Bottom Line, Organizational Dynamics, 4(4), 3-21. Hertzberg, F., 1966, Work and the Nature of Man, Cleveland: World Publishing. Kasser, T. & Ryan, M., 1996, Further Examining the American Dream: Differential Correlates of Intrinsic and Extrinsic Goals, Personality and Social Psychology Bulletin, 22, 280-287. Komaki, J., 1982, Managerial Effectiveness: Potential Contributions of the Behavioural Approach, Journal of Organizational Behaviour Management, 3, 71-83. Miner, J., 1995, Role Motivation Theories, London: Routledge Publishers. McClelland, D., 1987, Human Motivation, New York: CUP Archive Publishers. Maslow, A., 1943, A Theory of Human Motivation, Psychological Review, 50(4), 370-396. Read More