The Nature of Motivation in Organizations - Coursework Example

Organizational Behavior: Motivational Theories Name Institution Tutor Date Introduction Organizational behavior as a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness . The objectives of organizational behavior include improving superiority and productivity for products, acting in response to the labor shortage brought about by high demand for products or lack of skilled laborers, improving customer service in order to retain and expand customer base, inspiring innovation and change, among others (Hansaker, 2005). The nature of motivation in organizations Motivation is the process of arousing, directing, and maintaining behavior toward a goal. According to this definition, motivation involves three mechanisms: The first component is arousal, which to do with the force, or power behind our actions. The second component is direction, which entails the choice of behavior taken. The third component is maintenance, which is apprehensive with people's perseverance, their enthusiasm to go on to apply effort until satisfaction of objectives (Thomas, 2009). There are different ways of motivating people while on the job. These include: Motivating by meeting basic human needs Achievement of this is through fulfilling of the basic needs of people and their desires for daily operations in the organizational set up. Companies that assist their employees in this pursue are certain to reap the benefits in the end. Understanding and managing Organizational behavior - Apex CPE (2006, p.24) suggested that organizational behaviorists say that companies that endeavor to meet the needs of their employees; attract the best people and stimulate them to do outstanding work. Maslow's need hierarchy theory In 1943, Abraham Maslow published a pioneering psychological theory applicable to employee motivation that became well known and widely accepted among mangers (Understanding and managing Organizational behavior - Apex CPE (2006, p.7). Understanding and managing Organizational behavior - Apex CPE (2006, p.7) proposed that Maslow’s theory presumes that motivation happens from a hierarchical sequence of needs. Seeing that the needs of each concentration obtains fulfillment, the individual advances to the next level. Maslow's basic idea was: People will not be healthy and stable unless they have all of their basic needs met. Specifically, Maslow identified five different types of needs which, he maintained, are trigger in a hierarchy, beginning at the lowest, most basic needs, and working upward to the next level (Understanding and managing Organizational behavior - Apex CPE, 2006, p.24). In addition, these needs are not provoked all at once or in arbitrary fashion. Somewhat, each need is activated step wise, only after the one underneath it in the hierarchy has been satisfied (Understanding and managing Organizational behavior - Apex CPE, 2006, p.24). Maslow’s theory has five categories Physiological Needs: This is the least of the order and is defined by physiological needs, those that satisfy fundamental biological drives, such as the need for air, food, water, and shelter (Understanding and managing Organizational behavior - Apex CPE, 2006, p.23). For instance, In 1988 Schultz went to the board of directors with his plan to enlarge the company’s health care coverage to include part-timers who worked at least 20 hours per week. He saw the offer not as a liberal sign but as a foundation strategy to win employee faithfulness and commitment to the company’s mission. He argued that Part-timers were fundamental to Starbucks in that they constituted two-thirds of the company’s workforce. Hence, providing the employees with health care benefits would indicate that the company honored their importance. As a result, starting in late 1988, part-timers working 20 or more hours were presented the same health coverage as full-time employees (Starbucks: A Case Study in Motivation, n.d). Safety Needs: This order follows the physiological needs. These are apprehensive with the need to function in an environment that is physically and psychologically secure ,that is, one free from fear of harm (Understanding and managing Organizational behavior - Apex CPE, 2006, p.25). For example, Starbucks’ health care program was valued when one of the company’s store managers and a former barista walked into Schultz’s office and told him that he had AIDS. Schultz said later: I had known [Jim] was gay but had no idea he was sick. His disease had entered a new phase, he explained, and he would not be able to work any longer. We sat together and cried, for I could not find meaningful words to console him. I could not compose myself. I hugged him. At that point, Starbucks had no provision for employees with AIDS. We had a policy decision. Because of Jim, we decided to offer health-care coverage to all employees who have terminal illnesses, paying medical costs in full from the time they are not able to work until government cover sets in, usually twenty-nine months (CPE, 2012). > After his visit to me, I spoke with Jim often and visited him at the hospice. Within a year he was gone. I received a letter from his family afterward, telling me how much they appreciated our benefit plan (Starbucks: A Case Study in Motivation, n.d). Social Needs: These come after psychological and safety needs. It refers to the need to be liked and accepted by others (Understanding and managing Organizational behavior - Apex CPE, 2006, p.26). For instance, Though Starbucks was still a private company; it came up with a plan for calling grants for every employee companywide (Stephen, 2011). The stock options were in proportion to the base pay. Schultz wanted to turn all Starbucks workers into partners, hence giving them a chance to share in the achievements of the company, and make clear the connection between their contributions and the company’s market value (Starbucks: A Case Study in Motivation, n.d). Esteem Needs: This involves having others to recognizing ones accomplishments (Understanding and managing Organizational behavior - Apex CPE, 2006, p.26). For example, Starbucks was able to draw motivated people with above-average proficiencies and good work practice not only because of its extreme benefit program but also because of its pay range. Store employees were paid $6 to $8 per hour, higher than the minimum wage. It was said that Schultz’s approach to offering employees excellent recompense and inclusive benefits package was controlled by his belief that sharing the company’s achievement with the people who made it go on, helped everyone think and act like a proprietor, thus building a positive long-term relationship with customers(Starbucks: A Case Study in Motivation, n.d). Self-Actualization Needs: According to Maslow, people will endeavor for self-actualization specifically, they will work to become all they can be (Understanding and managing Organizational behavior - Apex CPE, 2006, p.26). For example, All Starbucks employees had their careers start with classroom training from district managers, specialist, and training managers, in order to have efficient skills in retail, brewing coffee, customer service, interpersonal relations so as to maintain and enhance self-esteem, to listen and acknowledge, and to ask for help (Starbucks: A Case Study in Motivation, n.d). Adams Equity Theory The theory is on behavior and psychological approaches and adaptations in the work place for the purposes of encouraging applications in the work place. Its development and applications was in 1963 following observation of motivating factors in organizations. The theory has an acknowledgement and factoring that subtle and variable factors shape and influence the operations and relationship of individuals and their workstation and activities (UNESCO, 2011). The theory explains the importance of connection and relational approaches that require the workers and the management to ensure that operations of the organization are friendly and beneficial to all the involved parties. The theory has its majoring on what is fair and reasonable for the operations of the organization with base on the cognizable issues around operations and management of organizations (Pmsuwan, 2007). The theory explains that employees seek a balance of what they put in their jobs and the resultant out puts they obtain from the entire process. The employees compare the offers available in the market in relation to their inputs and out puts hence make individual decisions that shape their motivation or demonization in relation to the activities prevailing. In case the benchmarks established from prevailing variables are seen to be having positive results in relation to their inputs and outputs. If the comparable variables are in balance to the employees then motivation attempts for the employees is achieved. The response to the different levels of motivation of employees varies significantly in relation to perceived disparity between the employees and their employers. This theory will ensure that a comparison is made between the perceived motivation factors in one organization to the other using benchmarking to come to a decision (Stacey, 2011).The theory is applicable to the case of Starbuck since in comparison to other offers in the organizations show that its services are better than their competitors in all angles . Herzberg theory In cases where the employees feel appreciated for jobs well done and acknowledgement trickles down the ladder from management makes the employees to be motivated. If the employees attempts and achievements are overlooked a negative result arises. The theory looks at valuation of work itself whether is challenging or interesting and influencing the resultant motivation parameters and degrees of the employees (Andrew, 2011). The social factors in this theory play a significant aspect of the operations in the organization and the need for motivation. Inputs and outputs of the organization and management play a significant aspect of the operations in the organization (Ball, 2003). This theory factors in the issues of environmental factors to act as motivational elements in the applications of the organization (Suthinn, 2011). Application of the Case Study The management of Starbuck applies understandable approaches to management of employees ensuring that motivation becomes part of the organizations process (Shannon, 2011). The motivation of the employees at the company has ensured success in the operations of the unit and the employees be become partners. This has brought confidence in the operations and equity to all the employees. The company ensured equity in all the parts of its operations for example through empowering of employees through training and providing health services to employees despite their state of employment. Whether permanent or contract based employees (Farias & Bonn, 2005). The management theories of motivation provided in these models when properly implemented in organization have massive impacts on the morale and direction taken by employees. They make the employees to feel appreciated and valued. In the case of Starbuck, the management applied proper models building responsibility, trust and confidence in the employees. Expectancy forms a fundamental component of the management when they view offering motivation to employees as a possible way of improving production. The expectation of the company is achieved when all the attempts of improving the well being of the employees meet the set targets. Instrumentality of the motivation programs is effective when the performances of employees get rewarded due to merits. The motivation in an organization requires proper structuring for success. The management has to provide support mechanisms and programs ensuring efficiency and the necessary good will. Minus incentives and rewards to the employees and the sense of belonging motivation achieves minimal targeted goals. Employers need to rewards and apply models that are sustainable and applicable in their organizations. Bibliography Andrew, G. (2011). Introduction to Organizational Behaviour-New Age International. London: New Age Publishers. Ball, J. (2003). Understanding Herzberg’s Motivation Theory. London: Oxford University Press. CPE, A. (2012). Understanding and Manging Organizational Behaviour. apex cpe press. Farias, M., & Bonn, E. (2005). What is Organizational Behaviour. Chicago: Angelfire Publications. Hansaker, P. (2005). Management: A Skills Approach. Upper Saddle River: Pearson Prentices Hall. Pmsuwan, S. (2007). Organizational Behaviour,Theories and Concepts . London: Suthiwam Press. Shannon, R. (2011). Motivation Through HERZBERG’S Two Factor Theory-. East Michigan University Press. Stacey, J. (2011). Adams Equity Theory on Job Motivation. Stephen, P. (2011). Organizational Behaviour. New York: ebook browse.com. Suthinn, P. (2011). Organizational Behaviours:Theories and Concepts. BupressEducation. Thomas, T. (2009). Motivation in Theory – Herzberg Two-Factor Theory. London: Oxford University Press. UNESCO. (2011). Organizational Behaviour 14. Paris: UNESCO Educational papers. Read More