Understanding and Influencing Others through Motivation - Term Paper Example

 Understanding and Influencing Others through Motivation The aspect of motivation is explained by various approaches. Cognitive psychologists argue that people's behaviors are directed by values and goals attached to these goals. On the other hand, biologists suggest that the instinctual drive influences peoples' behaviors (Brunstein & Maier, 2005). Motivation is explained by numerous approaches because different individuals are motivated differently. One thing may work in one person and fail in the other. Thus, individuals are motivated differently. In addition, the concept of motivation is not clearly understood by many people, hence the numerous studies. For one to understand what motivation is, one has to understand the nature of humans itself (Martin & Pear, 2003). Understanding the human nature might be difficult because it can be both complex and simple. Motivation is defined as a situation or thing that has the capability to energize a person to behave in a desired way with the aim of achieving various goals. According to Orpen (1998), motives are the factors that influence an individual's behavior in a desirable manner. Various approaches explain the concept of motivation. These approaches are drive-reduction approach, instinct approach, cognitive approach, the incentive approach, and Maslow's hierarchy of needs (Martin & Pear, 2003). According to the instinct approach, the behaviors that are genetically predetermined or instincts, influences an individual's behavior. The primary instincts described by this approach are sex and hunger. All organisms display behaviors of mate seeking and food seeking, thus forming a good platform to explain the issue of motivation. The school of psychoanalysis also believes that instincts determine a specific behavior. Drive reduction theory stress the role of needs and drives in motivation (Orpen, 1998). Organisms according to this theory have arousals and drives that are believed to cause a feeling of anxiety and tension (Orpen, 1998). The organism therefore explores various actions that reduce or stop the anxiety or the tension. When an organism is deprived of a certain need, the tension arises, and the organism finds a way of satisfying these needs to reduce the anxiety. This is because of the need of the organism to maintain internal body equilibrium also known as homeostasis. There have been critiques about this approach because many are the times that individuals behave in a manner that increases drive, rather than reduce it. According to Hughes, Ginnet, & Curphy (2009), the cognitive approach aims at explaining how decision-making and rationality capacities of individuals affect their motivation to behave in a certain manner. The approach further suggests that motivations can be extrinsic or intrinsic. Extrinsic motivations are based on external factors while intrinsic motivation is influenced by internal incentives. People that are intrinsically motivated can reduce their motivation when given external rewards. This is because of how they perceive that reward. Moreover, extrinsic motivations are less likely to be effective than intrinsic motivations especially if the desired behavior is part of long-term and complex goals. Toleman suggests that the expectation an individual has about a specific behavior, and the consequences of the value attached to it determine the outcome of that behavior. Thus, worth and anticipation of deeds influences inspiration. Brunstein et al., (2005) suggest that both intrinsic and extrinsic motivations influence employees' performance at the work place. Incentive approach postulates that a motivation is achieved from the desire of organisms to gain external incentives and goals that are of value. There are two forms of incentives namely tangible and intangible (Hughes et al., 2009). Tangible incentives are things like food, money, and grades. The intangible incentives are compliments, recognition, and love (Hughes et al., 2009). Maslow's Hierarchy of needs describes five needs that are dominant in all people. He states these needs as self-actualization, self-esteem, love and belonging, safety, and biological needs (Open, 1998). Fulfillment of these needs in the order he mentioned leads to self-actualization. Self-actualization is defined as a state in which individuals feel self fulfilled and therefore, can achieve their highest potential. The behavior of an individual is dominated by unsatisfied needs and he or she is always wanting. When he meets one need, another higher one arises and so on. This process is an ongoing one, and the individual is absorbed totally with the aim of developing self to gain perfection (Open, 1998). Naturalness, responsibility, simplicity, integrity, and magnanimity characterize the highest point of actualization of self (Open, 1998). Pear et al., (2003) suggest that although motivation is universal, the variation in pattern and purpose of its process of influencing behavior generate numerous approaches that explain it. Although these approaches seem to separate cognitive, social, and biological influences, these factors interrelate in reality. These approaches to motivation help us to differentiate what is best for each employee and help us to identify and consider investments made in people to increase their motivation for better results. Sexual and hunger motivations possess physiological components that are strong (Hughes et al., 2009). However, most of the time, people do not have motivations that have a basis in instincts or biological factors. Wellbeing, affiliation, and achievement are types of motivations that possess a foundation in social cognition theories. The desire of a person to accomplish a specific aspect with the aim of reaching a standard of excellence is the motivation for achievement. Attribution theory argues that as individuals are in the process of making sense of behavior, they discover the causes that underlie that behavior (Martin et al., 2003). Factors like goal setting, self-monitoring, and planning are essential considerations in achievement motivation. In addition, other factors affect achievement motivation. For example, social-economic factors, cultural, and ethnic effects. Studies that involve achievement motivation show that often people in other countries are less achievement oriented than Americans case (Maier et al., 2005). Employees who are motivated to achieve work harder to improve their performances, thus increasing the productivity of an organization. Achievement can be increased through setting goals that are proximal, challenging, specific, and goals that are not beyond employees' capability to achieve. Affiliation arises from the goal of having association with others. Cultural variations and individuals tend to have a need to belong somewhere (Orpen, 1998). Wellbeing motivation is subjectively determined. Factors of autonomy, having affiliations, and competency are involved in determining wellbeing motivation. When people relate with others in a good way, have a purpose in life, do things in an effective manner, and are also self-fulfilled, they tend to have a psychological health that is positive (Orpen, 1998). Motivation at the workplace affects the behaviors of subordinates in a positive way. Well-motivated employees tend to work harder thus increasing their performance. Good performance in turn leads to an increase in productivity of an organization. Therefore, leaders and managers of organizations must put much effort in motivating their subordinates for effective realization and achievement of organizational goals. According to Maslow, individuals satisfy one need before they elevate their needs to other higher level of needs (Hughes et al., 2009). For example, an employee who does not get enough salary to buy basic needs like water, food, and shelter, have a need that is dominated by the need to satisfy these needs (Ginnet, 2009). Failure to motivate this employee by raising the salary would have a negative effect to the performance of that employee. Thus, it is very important for employers to give salaries that have the capability of helping their subordinates in self-growth. Once the need is satisfied, its motivation effect ceases and the individual's heart aspires for the next level of needs (Ginnet, 2009). Once an employee satisfies basic needs, they might be interested in such aspects as their safety at the workplace, pension, and medical cover. Self-esteem and self-respect are then attained later after this. Job satisfaction, more responsibility, autonomy, healthy relationships, and good benefits help a subordinate to gain a sense of self thus increasing their self-esteem and respect (Maier et al., 2005). Employees with high self-esteem and respect produce high-quality work that is essential in the productivity of every company. Autonomy also enhances employees' physical, intellectual, and personal growth. In the year nineteen eighty, Schein described two motivational types. He suggested one type as rational economic man and the other one as self-actualization man. Individuals who are motivated by economic needs and are always controlled by their organizations form the rational economic man. The self-actualization man on the other side according to Schein is primarily self-controlled and motivated, but aspires and seeks to realize their personal objectives and goals. Moreover, he comes out with what he calls complex man. He argues that people's needs vary. Employees in an organization not only seek fulfillment in varying ways, but also vary in the ways they respond to different strategies of the management (Bruinstein et al., 2009). In 1968, Herzberg did a research on job satisfaction. He came up with findings of two categories. One was hygiene factors, and the other one was motivators. He described hygiene factors as factors that give rise to a feeling of dissatisfaction. Motivators according to him are factors that enhance the satisfaction. Hygiene factors like salary, supervision, working conditions, interpersonal relations, company recognition, and company policy can lead to dissatisfaction if not well managed (Curphy et al., 2009). An understanding and appreciation of employees' nature and behaviors lead to motivation strategies that are effective at the workplace. In turn, leadership and management become effective too. Studies from various researchers show that creativity and productivity arises from motivation of employees (Hughes et al., 2009). When work in an organization is made easier, simpler, quicker, rewarding, safer, and fun, the employees' productivity is enhanced. Application of informal and formal and use of ergonomics are also important factors that increase motivation of employees. Effective ergonomics reduces effort and time. It is advisable for leaders to listen to all ideas from all subordinate members, and engage them in decision-making. They should also use various strategies of motivation that satisfy the needs of employees, reward job performance, and restructure jobs. According to Orpen (1998), many employees agree that their performance is affected by motivational measures put in place at their place of work. The assumptions made by various studies establish that lack of motivation lead to unsatisfied employees hence poor performance. On the other hand, good performance can be achieved through effective motivation. Various researchers recognize that incentives, job security, employee and employer relation, salary, good supervision, and effective communication encourage good performance. Future benefits are recognized when employers invest in motivational measures for their employees. Motivation can be defined as the willingness to do an action at a certain level of effort. Motivation is said to emerge out of goals, values, intentions, needs, and expectations. Today, organizations are promoting motivation for the purpose of improving their performance and in turn get productivity of high quality. Both private and public companies are trying hard to motivate their workers. Employees work hard to achieve the organizational goals, becomes persistent, and creative for the sake of the organization. Unmotivated employees have proved to avoid assignments, lack concentration and interest to work, produce low-quality job, do not work hard, and are always absent if given the opportunity. The leadership style that is used in an organization influences the motivation of employees. Positive leaders are transformational. They put much of their effort on the ideals and values of their subordinates. Their actions motivate the workers to improve their performance. Leaders seek to model the values, ideals, and behaviors and use effective communication to motivate workers towards achieving the organizational goals. Situational leadership style is another good style that will improve the company's yields as the needs of the employees are met by the quality leadership. This leadership style is practiced to motivate the workers. The leader is required to can adapt to the ever-changing needs of the followers (Ginnet et al., 2009). Successful managers allow for employees development that in turn lead to job satisfaction. Both the organization and workers realize benefits when the management is effective. According to Hughes et al., (2009), effective management helps the workers to grow since they can be able to explore and identify their traits and abilities. Leaders to set organizational goals mostly use performance evaluations. The employees are required to show or make an effort to accomplish these goals. The performance evaluations used are educational programs, training programs, and responsibility development. Motivated workers develop high-quality skills. Thus, the organization's workforce becomes highly skilled too. Highly skilled workforce has the capability to achieve and explore diverse goals of the company. Consequently, cost reduction is realized, and the workers experience job satisfaction that in turn lead to low turnover and high increase in productivity. A performance appraisal as a way of motivation enhances the performance of employees. Leaders with exceptional knowledge have a high chance of motivating their subordinates. This is because of their keen mastery of language, precision, and honesty. A leader that possesses valued knowledge motivates workers because many of them want to be identified with respectable leaders. Curphy et al., (2009) suggests that employees are also motivated through satisfaction of their personal needs. Empathizing with the employees ensures that their needs are effectively met. This act of empathy motivates them to work hard since they give their work undivided attention. Moreover, interpersonal power ensures that the relationship in all departmental levels is improved. My view in regards to motivating U.S. Army Service Members to work hard and perform well is based on various strategies of motivation. First, the U.S Army members must learn to welcome new recruits in a warm manner. Members who worked for the army have reported cases of harsh treatments. Harsh treatments might influence the performance of the recruits in a negative manner, and some of them may even develop a desire to quit. Positive interpersonal relationship should therefore be used as a motivator (Maier et al., 2005). This type of relationship can be achieved through improving job satisfaction of recruits by ensuring that they are not stressed at the work place. The enlistment contract should also take into consideration, those members who would like to quit before the contract. The contract should be made flexible. The contract should also not give the manager the power to control the lives of the employees. Strict restrictions hinder the motivation of workers and hence their performance is lowered. Threats of imprisonment portrayed by the contract should be converted to a more positive reinforcement. Motivation of the army through rewards, job recognition, job satisfaction instead of threats in the name of having a reliable troop, would make the members ready all the time in case of an emergency. When recruiting new members, the human resource manager should give both the negative and the positive side of that job. Downplaying the negative factors affects the members in the future thus compromising their performance. They must ensure that they give precise and honest information to all members to gain their trust expectations. The military environment should also ensure that the working conditions guarantee safety to the workers. Training and coaching the military members without harassing them would increase their performance. The seniors should also practice fair treatment. Treating members as prisoners can demotivate them to work for the country for security matters (Bruinstein et al., 2005). Effective and positive communication should also be practiced to motivate the members. Some former members of the U.S Army have reported that some senior members discourage members by use of negative statements. They often tell new recruits that they made a mistake in joining the troop. Some even heard saying that the recruits would die in foreign countries if the task obligated to them were not carried out accordingly. The military environment should not instill fear to its members. The members should be given an opportunity to express their ideas and decisions without the fear of punishment. If the members are worried about their safety at the workplace, they can as well affect the safety of the entire nation. Use of force for a soldier to remain serving in the military might lead to negative behaviors that jeopardize the preparation of the military for matters of national security (Curphy et al., 2009). In conclusion, motivation plays a vital role in enhancing other people's positive behaviors. Several approaches describe the aspect of motivation since motivation strategies are different for different people. Also, beneath motivation are social, cognitive, and environmental forces. References Brunstein, J. C., & Maier, G. W. (2005). Implicit and Self-attributed Motives to Achieve: Two Separate but Interacting Needs. Journal of Personality and Social Psychology, 89, 205- 222. Hughes, R. C., Ginnett, R. C., & Curphy, G. J. (2009). Leadership, Enhancing the Lessons of Experience (6th ed.). New York: McGraw-Hill/Irwin. Martin, G., & Pear, J. (2003). Behavior Modification: What it is and how to do it. New Jersey: Prentice Hall. Orpen, C. (1998). The Effects of Organizational Centrality on Employee Success and Satisfaction. Social Behavior and Personality, 26, 85-88.   Read More