Organizational Behaviour and Motivation - Essay Example

Organizational behavior Student’s name Course Institution Date Introduction Organizational behaviour is a field study, which examines the influence of groups, individuals and structures on behaviours of the people within an organization, with an aim of using such knowledge to improve the organization’s effectiveness Newstrom (2011, p. 69). Australia and New Zealand Banking group is the fourth largest and most sustainable bank globally, providing various financial products and banking services to small business, retail, corporate and institutional consumers primarily in New Zealand, Australia and the Asia Pacific. Some of the organization’s products include consumer credit cards, housing finance, personal loans, ePayment products, ATM services and over drafts. The banking group offers diverse employment opportunities for both part time and full time individuals. With the group’s vision to expand and offer exemplary banking and financial services to its customers, the organization is keen on recruiting and maintaining the best individuals to work in several sectors within the bank. A review of the existing literature on motivation indicates an absence in information regarding the universal approaches and techniques of measuring motivation levels within the banking industry. The complexity of the motivation concept as well as the lack of empirically proven tools for measuring motivation makes it difficult to understand how banking and financial institution employees are adequately motivated. In addition to this, a bank such as the ANZ requires frequent and effective teams to come up with effective product and service packages for their diverse clients. Because of this, teamwork is essential in the industry. The problem of team building in such an industry is that different experts in different fields find it difficult to come together or understand other people’s points of views. Motivation The motivation process is aimed at eliciting, controlling and sustaining specific individual behaviours. In order to motivate effectively, it is important to understand motivation concepts and theories. This helps in deciding the best motivation strategies (Buchanan & Huczynski, 2010, p. 67). Motivation maybe intrinsic or extrinsic; intrinsic motivation is driven by an internal urge, enjoyment or interest in a task. This motivation is independent of external or environmental pressure, as it exists within an individual. Therefore, it is based on the individual deriving pleasure from the task, rather than working in order to obtain a reward. ANZ employees are most likely to be inherently motivated if: a) The employees attribute their work to issues within their control. This means, they obtain autonomy in their work. Autonomy ensures the person obtains the freedom to do their work while ensuring the individual is also responsible for objectives and strategies of the organization. b) They believe in the purpose of their work, knowing that their skills are sufficient in obtaining their goals. This sense of purpose translates into motivation because the individual believes that their contribution to the organization is necessary and facilitates the efficacy of the organization in realizing its goals (Langton, Robbins & Judge, 2010, p. 45). c) Intrinsic motivation is closely associated to mastery. Mastery ensures that the workforce is fascinated in more than just achieving the organization’s goals. They must be interested in mastering skills and concepts of their work. Extrinsic motivation relates to the seeking or attainment of an outcome. An individual’s motives may be internal or external. Internal motivates are the common human being experiences while external motives are signify the presence of certain situations that arouse such needs Newstrom, (2011, p. 143). There also motivation theories that helps managers and organizational leaders to motivate their workers effectively. These theories include the drive-reduction theory, the need hierarchy, the cognitive dissonance and Herzberg’s two factor theories. The drive reduction theory assumes that humans have specific biological drives, which must be satisfied, in order to reduce their intensities or strengths. A biological dive such as hunger becomes stronger the more it is not satisfied. Hence, to reduce its intensity, an individual must eat. Though very successful in explaining certain human behaviour, the drive theory may be irrelevant in a banking organization because the bank maybe incapable of satisfying some of these biological drives, necessary for motivation. However, in circumstances where the organization needs to provide these utilities such as food and water for their employees, the theory becomes fundamental. Most banks provide good salaries and benefits, which ensures that employees can satisfy their fundamental needs (Merrett, 1985, p. 63). The cognitive dissonance theory suggests that people usually experience a specific degree of internal conflict when there are inconsistencies between their environmental perceptions and their personal actions or feelings. The difference that arises when an individual’s beliefs are inconsistent with their feelings results to dissonance, which the individual acts to balance. The action to balance or create equilibrium is called a motivational drive, which may include a change of attitude, actions or beliefs. An employee’s beliefs may be inconsistent with the feelings they obtain from working in the industry, which may motivate the employee to change their beliefs, in order to reduce the mental strain associated with dissonance. Sometimes, the employee may decide to resign from their work. The need hierarchy theory originated from Abraham Maslow’s needs theory and Herzberg’s two-factor theory (French & Schermerhorn, 2008, p. 52). Abraham Maslow illustrated the intricacy of human requirements through his five hierarchic classes of needs. The lower needs in the hierarchy are the physiological and safety requirements, which are fundamental to an individual’s survival. An individual must satisfy these needs in order to seek the higher needs, which are belongingness, recognition and self actualization needs, Self actualization is the highest need, and relies on the achievements of all the other needs Newstrom (2011, p. 122). Therefore, for a leader to effectively motivate employees, He/she must understand that people have different needs and the different motivation strategies for the diverse employees. The motivator must aim at ensuring all employees are capable of meeting their lower needs then aim at helping them obtain the higher needs. Some people in the work groups may be in need of self-actualization, while others may seek a sense of belonging or self-esteem. In a financial organization such as a bank, it would be difficult to motivate all employees through attractive salaries or benefits, as most companies do. Most people in such organizations receive good salaries, and may only need other forms of recognition such as recognition through medals or certificates and appraisals. Other people, especially in the lower cadres may still be in need of good paychecks. Realizing this helps the leader provide effective motivational strategies (Robbins, Campbell & Judge, 2010, p. 28). Working in teams A bank such as the ANZ may face problems in ensuring people adhere to time and attend team works, especially when the people in involved come are from different departments. Teamwork produces extraordinary work through encouragement, brainstorming, collective decision-making and the abundance of knowledge. Teamwork is an effective motivational tool, because people are capable of learning from one another. The guidance and knowledge that an individual receives in teams ensures they obtain the competence for performing several tasks, hence motivates them to excel Robbins (2001, p. 137). Recommendations Motivating bank employees is difficult because employees in different management levels have different needs. Identifying the true needs of every employee in such a diverse environment may be difficult. However, managers must device ways of increasing motivation and ensuring employees are adequately motivated. This calls for a critical analysis of motivation theories and strategies. In addition to this, teamwork works well to motivate employees in ensuring employees learn and help each other. To reduce instances, where bank employees resign to reduce dissonance between their work feelings and beliefs, organizations and leaders may need to train or help employees perceive their work with utmost positivity, and obtain autonomy from their work. To ensure employees are effectively motivated, leaders need to provide response on the outcomes of their efforts and the benefits that the organization has obtained due to their involvement in activities. This encourages employees to be more creative and get more involved in the organizations’ activities. To ensure employees work well in teams, leaders must: a) Communicate effectively b) Define expectations of teams: Team members must be aware of the team’s purpose and expectations. Leaders must communicate the resources such as time, money and people included in the team tasks. c) Provide good leadership: Team leaders should have skills for creating and maintaining a positive work culture within teams. This inspires and motivates team members into creating a positive work environment and an effective approach to duties. d) Create conflict resolution procedures: Team leaders should have well-structured methods for resolving conflicts, which may arise within the team. In addition, the team members should be able to convey their freely. e) Define clear-cut roles: Each team member must be aware of their specific role as well as the specific role of the team. f) Set good examples: Team leaders must set good examples for team members to emulate. This helps in keeping the teams positive, committed, and motivated because the leader provides direction, support and guidance. References Buchanan, DA & Huczynski, A 2010, Organizational behaviour, 7th ed. Pearson Education, Harlow. French, R & Schermerhorn, JR 2008, Organizational behaviour, John Wiley & Sons, Hoboken, NJ. Kreitner, R & Kinicki, A 2002, Organizational behaviour, McGraw Hill, London. Langton, N, Robbins, SP & Judge, T 2010, Organizational behaviour: concepts, controversies, applications, Pearson Canada, Toronto. Merrett, D. T. (1985). ANZ Bank: a history of the Australia and New Zealand Banking Group Limited and its constituents. Sydney: Allen & Unwin Newstrom, JW 2011, Organizational behavior: human behavior at work, Thirteenth ed. McGraw-Hill/Irwin, Boston. Robbins, SP 2009, Organisational behaviour: global and Southern African perspectives, 2nd ed. Pearson Education South Africa, Cape Town. Robbins, SP, Campbell, TT & Judge, TA 2010, Organizational behaviour, Financial Times/Prentice Hall, Harlow. Robbins, SP 2001, Organizational behaviour, 9th ed. Prentice Hall, Upper Saddle River, N.J. Appendix 1 ANZ Bank: a history of the Australia and New Zealand Banking Group Limited and its constituents Motivation theories Abraham Maslow Herzberg two factor theory Cognitive Dissonance Working in Teams Read More

 

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