Evolution in Understanding of Motivation - Coursework Example

Evolution in understanding of motivation Name Institution Date Evolution in understanding of motivation Introduction The understanding of motivation has evolved rapidly over the years. Concepts of motivation have been central to systematic behavioral, socio-psychological and psychological theories over the past century. Theories of motivation have been diverse to a high degree in their focus and nature, but for a large extent they have been to a big percentage developed from behavioral and psychological concepts and data. This also goes for homeostatic motives that include thirst and hunger, which in their respect have well documented neutral substrates. Gitman and McDaniel (2007) point out that intrinsic motivation comes about when one is motivated by purely internal factors rather than the external drivers of extrinsic motivation. Intrinsic motivation makes an individual to carry out certain duties just for fun, or because it is right or good thing to do. When compared to extrinsic motivation, intrinsic motivation is by far stronger as a motivator but paradoxically external motivation can with a lot of ease displace intrinsic motivation. Long ago people realized the significance of influencing workers in order to accomplish the tasks of the organization. The oldest technique was referred to carrot and stick method. The method involved provision of economic incentives to make people to work (Greene & Rubin, 2008). The theory created a perception that money always motivated people to work hard. Later on managers realized that the method was not being effective to a large extent. The managers had to invent new ways of motivating the workers. Initial efforts to combine psychological theory to the organization management were rejected. Economic incentives failed to increase production. The spinners’ low productivity was traced to the lack of avenues of communication of the workers. This prompted the invention of several theories to explain motivation. Any motivation goes through a cycle that will determine the survival of the particular method of motivation (Arnold, 2005). The pyramid of needs by Abrahams Maslows demonstrates that the needs for motivation of a human being will change from one situation to another. In the present world the motivation study from psychological perspective is extremely complex and fairly new. Greene and Rubin (2008) argue that psychologists can not point out a specific way of motivating individuals to work. The study on human behavior has given a chance to psychologists to give an explanation for motivation and come up with ways of assisting managers understand how to get the best out of the workers. There are several theories that explain the development of human behavior. These theories are responsible for the acquisition or formation of human behavior. Some of these theories include: Social Exchange theory This theory evolved from sociology, economics and psychology to explain the behavior of human based on the self-interest and choices made to achieve personal goals. The fundamental perspective of the theory is that people make choices with the aim of maximizing rewards while at the same time minimizing costs. This applies to individual together with large organizations. The rewards anticipated could be tangible or intangible whereas the costs can either be emotional or physical disadvantages or opportunities missed to get rewards. In this theory an idea of exchange that is reciprocal is depicted in it. By doing good things to other, people look forward to getting rewards. Interaction people are expected to remain stable. System theory This systems theory includes ecological systems and the main premise is concerned on how persons interact with their environment. People are found to be in continual transaction with the environment. The systems referred to are parts that are interrelated or subsystems that make up a whole item. Each system has an impact on the others and the boundaries of the system could be closed or open. All the system navigates towards the equilibrium. The theory is significant in the development of holistic view of persons-in-environment. It encourages the understanding of the interactions between macro and micro aspects of the organization. According to Arnold (2005), it makes the understanding of behavior which is contextualized to be enriched. The theory leads to strengthening of one part of the system to have an impact throughout the organization. Behaviorism and social learning theory This theory includes behavioral theory, social learning theory and cognitive theory. The main premise involves how individuals develop cognitive functioning and come to learn via acting in their particular environment. It holds that reaction to and imitation of stimulation shape behavioral learning. Knowledge is impacted through children mentally and physically acting on objects. Intelligence is viewed as biological adaptation that is evolutionary to the environment. Structures that are cognitive enable organization and adaptation. The theory is significant for the enabling of symptomatic and behavioral change. In this theory perspective, automatic thoughts cognitive reframing concerning presenting problems are useful in facilitating change (Landy & Conte, 2009). Psychodynamic theory This theory encompasses self-psychology, object-relation theory and classical psychodynamic theory. The theory focuses on how external forces and energies interact to occasion emotional development. Conscious and unconscious mental activity is responsible for motivation of human behavior. Ego functions are responsible for mediation between the environment and the individual. According to Laming (2004), mechanisms of ego defense have the ability of protecting individuals from getting overwhelmed by threats and impulses that are unacceptable. Experiences that are internalized are capable of shaping personality functioning and development. Healing is realized through the treatment of the relationship and attention to transferences. The theory is important in order to understand intra-psychic processes and inner meaning. It is helpful in the understanding of interpersonal relationships, adaptation and motivation. It also be used in the assessment of ego functioning and strengths. Needs can not be measured or observed directly but rather they are inferred from the behavior of a person. Psychologists have established through observation that needs instigate individuals to act. If a need is felt it subsequently induces a state of drive within a person. A drive is explained as deficiency having direction. The person drive is focused on a certain goal. A goal is something that has the ability to satisfy the need. In general individuals will repeat behaviors they link to satisfaction and avoid those they associate with dissatisfaction. This is referred to as the low of effect (Laming, 2004). Inter-relationship between individual, team and organizational systems Individuals come together to form teams and there the same individual who create organization. The individuals are responsible for establishment of processes, standards and the relationships which facilitate organizational and team learning. Moreover, organizational learning is not confined to the sum of the parts of learning by the individual. In this case when individuals exit the organization, knowledge management that is effective will ensure that the organization retains its corporate knowledge; this is the knowledge that is gathered through collaboration, cooperation and experience of its employees. There is a continuous interrelationship between the individual, the team and the organization for the welfare of the organization. The understanding of work preferences is an important component in the development individual, organizational and team performance. The organization is made up of teams of individuals. The effort by individuals in their various reams is demonstrated by the overall good performance of the organization (Parrish, 2009). (Landy & Conte, 2009). The organization is comprised of various elements such as tools, people, work processes, and structure. The structure sets the boundaries of decision-making and authority and points out the key personnel who are answerable for the business. Tools represent capital equipment and physical facilities (software and hardware systems, reporting and management systems, written documents comprising of procedures, policies, and manuals, and tools of compensation. People are the skill sets required by the organization for the organization and the total number of people possessing a variety of skills. Work processes describe the manner in which work is accomplished within the organization. They vary from a minimal high-level cross-functional core processes that are integrated. Individuals in the organization initiate change and through teams they execute it (Wentzel & Wigfield, 2009). According to Adair (2008), purpose, values and aims alignment between organization, staff and teams is the fundamental aspect of motivation. The better the personal association and alignment with aims of the organization, the better the motivation platform. In the cases where workers find it impossible to align and associate with the aims of the organization, then ideas and activities which are most motivated will record a declining level of accomplishment. Motivation is a complex aspect and it various from one individual to another. Motivational potential and receptiveness in everyone changes every day and various from one situation to another. The values and the alignment have to be gotten right for the motivational methods to work better. Any methods of motivation will not work unless the people and organization are aligned. Individuals are motivated towards something they are able to relate to and also they are able to believe in (Adair, 2008). Application of organizational behavior concepts in tutorials Organization behavior is the focusing on the knowledge application concerning how people, groups and individual carry themselves around within an organization. This is approached through system approach. People-organization relationships are interpreted through the whole group, whole person, whole organization and the entire social system. The purpose is to build better through achievement of human objectives, social objectives and organizational objectives (Schubert & Wangenheim, 2006). Conclusion Motivation concept has evolved throughout the years to reach at a complex stage. Mangers have to be always ready to change tactics in order to create motivation for the workers. Motivation is determined by the human behavior and it can either be intrinsic or extrinsic. This paper has traced the development in the perception of motivation from the simple economic incentives to the complex methods of understanding human behavior through inference. Creation of motivation has been outlined as a complex process that needs a lot of studying. References Laming, D.R.J. (2004). Understanding human motivation: what makes people tick. Arkansas: Wiley-Blackwell. Gitman, J.L. & McDaniel, C. (2007). The Future of Business: The Essentials. London: Cengage Learning, 2007 Adair, J. (2008). Understanding motivation. London: Kogan Page Publishers Schubert, C. & Wangenheim, G. (2006). Evolution and design of institutions. New Jersey: Taylor & Francis. Landy, F. J. & Conte, M.J. (2009). Work in the 21st Century: An Introduction to Industrial and Organizational Psychology. London: John Wiley and Sons. Wentzel, K.R. & Wigfield, A. (2009). Handbook of motivation at school. New Jersey: Taylor & Francis. Greene, R. & Rubin, G. (2008). Human behavior theory & social work practice. Munich: Transaction Publishers. Arnold, J. (2005). Work psychology: understanding human behaviour in the workplace. New York: Prentice Hall/Financial Times. Parrish, M. (2009). Social Work Perspectives on Human Behaviour. Boston: McGraw-Hill International. Read More