The Link between Individual Behaviour and Motivation - Coursework Example

Name : xxxxxxxxxxx Institution : xxxxxxxxxxx Title : Individual Behaviour and Motivation Tutor : xxxxxxxxxxx Course : xxxxxxxxxxx @2010 Discuss the link between individual behaviour and motivation to help a manager with a low-performing staff member in a not for profit organization. Employee performance has frequently been linked directly to motivation. (Armstrong 2006, p.251) highlights that well-motivated individuals are those with clearly defined goals and who take action that assists them achieve the expected goals. In essence their behaviour is usually goal oriented. Employee in Not for profit organizations go through various challenges as compared to their public sector colleagues. Salaries are usually low and employees are not usually associated with or protected by unions. Many employees within the non-profit sector are well aware they could command better pay somewhere else but are intrinsically motivated to support a particular cause or charity (Retensa 2011, p. 1). This particular essay will therefore ascertain the link between individual behaviour and motivation to help a manager motivate a low-performing staff member within a non-profit organization. Intrinsic motivation for a low-performing staff member, by a manager within a non-profit organization can be perceived as a good strategy. Intrinsic motivation depicts the desire to do something essentially due to the fact that it is enjoyable. Motivational researchers agree to the fact that situational variables within an individual result to the achievement of a certain positive behaviour. Therefore if an employee is intrinsically motivated, he/she strives inwardly to be proficient at doing something in order to reward themselves inwardly (Gollowitzer 1996, p. 32). One of the strategies that can be used to achieve this is through the job design. If jobs can be transformed to make it more interesting for the employees, the manager should do so. Any sort of changes that can be made to increase intrinsic motivation and reduce boredom are useful. (Rabideau 2005, p. 1) proposes that changing positions of work using strategies such as job rotation (experiencing different jobs), job enlargement (addition of tasks) and job enrichment (increasing numbers of responsibilities) can be termed as significant methods of intrinsic motivation. The main focus of the job design approach can be explained by Hackman and Oldhams job characteristics theory (JCT) which outlines five behavioural characteristics as being significant to the overall job satisfaction; task identity, skill variety, feedback, task significance and autonomy. As a result, job design becomes useful in motivating the low performing employee as they are allocated tasks that are relevant to their skills or those tasks that are more interesting. Developing an ethical culture within the not-for-profit organization is another ideal strategy a manager ought to employ in order to motivate a low performing staff member. Employing Maslow’s human psychological development theory as framework, a model based on hierarchy of values is put forward to elucidate how the not-for- profit organizations build up an ethical culture. Going by the individual staff member values, the ethical behaviour values that includes competency, accountability, honesty and reciprocity are achieved successively and one at a time (Joseph & Deshpande 1997, p. 79). Developing an ethical culture therefore acts as a foundation towards building the relationship between satisfaction and ethical culture which further influences the behaviour of the employee. For instance, it is not astonishing; that such an employee would be more engaged and would wish to work in an environment that does not demoralize or takes into account their personal values. According to (Davidson 2006, p. 234), it is approximated that about 80% of employees resign from their jobs due to poor practices of management or what is referred as a toxic culture. On the contrary, an enhanced ethical culture can motivate the staff and also influence their performance. Research indicates that the company’s culture even more than the aspect of its structural components, influences how the staff conducts themselves (Eitan 1986, p. 98). According to the motivation-hygiene theory, various factors can influence employees’ satisfaction or dissatisfaction within their jobs. These factors include advancement, appreciation, achievement and growth can trigger employee motivation. According to the theory these factors are referred to as motivators (Gagne & Deci 2005, p.347). In order to motivate a low performing staff within a not-for profit organization, a manager can employ a reinforcement strategy whereby the manager can continuously apply the motivators highlighted by the motivation-hygiene theory (Victor & Cullen 1988, p.113). In addition, the reinforcement theory proposed by B.F.Skinner highlights that over time the reinforced behaviour will tend to be repeated whereas the unrewarded behaviour will tend to extinguish and finally disappear. This theory has increasingly been applied in many organizational situations where it has been found to be of great use to managers who emphasize praise, encouragement and prompt assistance towards solving problems. In the same way, if an individual fail to reach the recommended level, the individual is directed on how to correct the situation, rather than being punished (Thompson et.al 1995, p. 604). Extrinsic motivation can also act as another strategy of motivating a low performing staff. Despite the fact that not-for-profit organizations, do not offer a lot of financial incentives to their employees a certain level rewards can be offered to an employee for motivation purposes, which can further result to change of behaviour. This includes low-cost non-wage compensations or benefits such as a manager contribution towards an employee’s health plan, retirement benefit or even paid leaves. Other likely benefits include parking, transportation or health club funding (Powell & Steinberg 2006, p. 128). In the proposition of the aspect of providing some level of extrinsic motivation, a variety of facts within the organizational context can effectively provide backing to the argument that extrinsic rewards enhance more employee motivation. One of the issues that support the notion is based on the psychological aspect of the goal theory. According to the theory the question that runs through the minds of every employee is basically ‘’ what do I gain or benefit out of this task?’’ As a result the practicability of the theory rests on the expectations theory whereby employees behaviour is determined by external returns or rewards associated to the job (Greg R & Anne 2003, p.577). Critique of the Issue The consistent use of positive motivation techniques is critical for managers. Besides, ensuring that employees are well motivated, as well as being engaged, is every organizational manager’s dream (Johns 1996, p.60). Unfortunately, there is no exact science that guides managers on how to motivate employers since different employees get motivated by various things and at different times. The differences could be attributed to a number of factors including personal issues, work-related fears, and interactions with other employees or the feelings of being undervalued. Motivating employees therefore depends a lot on how well a manager uses the various models of motivation (Bruce& Pepitone 1998, p. 5). Managers however do not have control over the factors influencing employees’ motivation and have therefore little or no control over the factors. A good manager will however do his or her best to ensure their staff is motivated as well as being engaged as it is good for morale and productivity. According to (Kreps 1997, p. 362), intrinsic motivation as an ideal method of motivating a low performing staff has the capability of making the work more energizing as well as fulfilling as it provides a given sense of purpose. This basically implies that the employees are motivated to perform given tasks due to the pleasure or satisfaction that they find in performing the task by itself. This in turn has a positive effect on productivity. Motivation is therefore a significant factor towards any organization’s productivity (Philip 1984, p.88). Extrinsic rewards on the other hand have some drawbacks. Employees are mainly motivated by external rewards and this means they perform their tasks in return of various external rewards they are offered, and which satisfies them as well as giving them pleasure and not out of interest in that given task (Philip 1984, p.88). In other words, extrinsic factors only drive an employee to carry out a given task for the sake of material reward other than their interest in the task. In reality, extrinsic motivation is usually short-lived because extrinsically motivated individuals are only able to carry out their tasks only if the material reward is offered and can therefore not perform the task if the reward is not offered (Sam et.al 2010, p.4). And since employees perform their tasks out of monetary rewards, it is able to disrupt better relationships between the associates as they transform from co-workers to competitors. This is able to disrupt the workplace environment (Cole 1996, p.234). Recommendations According to (Datta 2010, p.84), motivation strategies should aim at creating a good working environment as well developing policies and practices that will result into higher performance levels from the employees. As highlighted by Elton Mayol in his management theory, a manager in a not-for profit organization should motivate a low performing staff member by showing him/her appreciation as an individual and also within their work groups as this will play a significant role in enhancing the productivity of such an employee. Elton’s management theory highlights too that group behaviour also influences an individual’s attitude by acting as a motivational factor (Cole 1996, p.234). This should therefore be encouraged by the manager as it will help motivate the low performing staff members. Finally, group behaviours can also be crucial towards reducing the rates of resistance towards change and to minimize conflicts as they enhance cohesiveness (Oyedele 2010, p. 1). Conclusion There is no doubt that the relationship between an organization and its employees is governed by the various factors that motivates them to work as well as the fulfillment that they derive from it. It is therefore the duty of any manager to establish how best he/she can elicit staff co-operation as well as directing their performance towards achieving the organizational goals and objectives. The manager must therefore understand well the nature of human behaviour and how best to motivate his/her staff so that they are able to work willingly and effectively. References Amstrong, M, 2006, Human Resource Management Practice, 10th Edition, Kogan Page Limited, London, p 251. Bruce, A & Pepitone, J, 1998, Motivating Employees, McGraw-Hill Professional, P 1-9. Cole, G.A, 1996, Management Theory and Practice, 5th Edition, P 223-245. Datta, P.R, 2010, Strategic Human Resource Management: Motivation at Work, p76-91. Davidson, A, 2006, Understanding, Affecting, and Measuring Ethical Culture, Ethics Resource Center, p 234. Eitan, S, 1986. Employee motivation: an assessment of motivational needs of service personnel at a scientific instrumentation, National College of Education, p 86. Greg R& Anne, 2003, Rewarding Creativity: When does it really Matter? The Leadership Quarterly, 14 (4-5), P 569-586. Gollowitzer, P, 1996, The Psychology of Action: Linking Cognition and Motivation to Behavior. New York: Guilford, p 16-47. Gagne, M & Deci, E.L, 2005, Self-determination Theory and Work Motivation, Journal of Organizational Behavior, p 331–362. Joseph, J. & Deshpande, S. P, 1997, The Impact of Ethical Climate on Job Satisfaction of Nurses. Health Care Management Review, p 76-81. Johns, G, 1996, Organizational Behavior: Understanding and Managing Life at Work, Edition 4, Illustrated, Reprint, HarperCollins College, p 60. Kreps, D.M, 1997, Intrinsic Motivation and Extrinsic Incentives, The American Economic Review, Vol. 87, No. 2, Papers and Proceedings of the Hundred and Fourth Annual Meeting of the American Economic Association, p 359-364. Oyedele, O, 2010, How Managers can Motivate their Employees, Elsvier, Amsterdam, Retrieved on February 24 from http://www.scitopics.com/How_Managers_can_Motivate_their_Employees.html ,p 1. Powell, W & Steinberg, R, 2006, The Nonprofit Sector: A Research Handbook, Edition 2, Illustrated, Yale University Press, New Haven, P117-140. Philip C, 1984, Employee Motivation: Principles and Practice, Vantage Press, New York, p 69-77. Rabideau, S.T, 2005, Effects of Achievement Motivation on Behavior, Rochester Institute of Technology, p 1. Retensa, 2011, Retention Programs to Retain Non-Profit Employees, Retrieved on February 25 from http://www.retensa.com/industries/retain-nonprofit-employees.php, p 1. Sam, A, Mehta, Y, Deshmukh, V & Kayende, S, 2010, Motivation Using Non-Monetary Rewards, Retrieved on February 25 from http://www.scribd.com/doc/28893219/Employee-Motivation-Using-Non-Monetary-Rewards, p 4. Thompson, T, Davidson, J. A & Barber, J. G, 1995, Self-worth Protection in Achievement Motivation: Performance Effects and Attributional Behavior. Journal of Educational Psychology, p 598-610. Victor, B. & Cullen, J. B, 1988, The Organizational Bases of Ethical Work Climates. Administrative Science Quarterly, p 101-125. Read More