Business Essays Motivation In Business

Business Essays motivation In Business pauperism In Business.IntroductionMotivation has been defined as the psychological process that falls behaviour purpose and direction (Kreitner, 1995) an internal use up to satisfy an unsatisfied impoverishment (Higgins, 1994) and the will to achieve (Bedeian, 1993). In psychology, motivation refers to the initiation, direction, intensity and pains of behavior (Green, 1995). In simplistic terms, we can define motivation as the desire and willingness to do something and the inner force that helps individuals achieve their goals. Understanding what motivates employees and what can employers do to motivate their internal customers has been the focus of research by many researchers and the topic has gained special prominence in recent years. This is mainly because actuate employees can proffer a firm with a distinctive advantage and a comptetitive edge and by being to a greater extent productive they can help organisation din and survive. T here argon 2 schools of thought on motivational theories, the scientific school of thought and the behavioural school of thought.Scientific ModelThe basis of scientific focusing is considering employees as an input to the production of goods and services. The approach stresses on scientific selection, training and development of civiliseers instead of allowing them to choose their own tasks and training methods and its objective is to curb out work in accordance with scientifically devised procedures. One of the pioneers and inventor of scientific approach to management was Frederick Taylor.Frederic Taylor, (1856-1915) was the first to analyse valet de chambre behaviour scientifically with his machine model by making individuals into the equivalent of machine parts. He broke drink down the tasks to its smallest unit to figure out the best approach. After minute analysis of the commerce, workers were trained to do only those motions essential to the task. Taylor attempted to make a science for each element of work and restrict behavioural alternatives veneer worker and looked at interaction of kind-hearted characteristics, sociable environment, task, and physical environment, capacity, speed, durability and cost. The overall goal was to remove human variability. (Terpstra, 2005) Taylors machine model was a victor and did increase production and profitability because rational rules replaced trial and error and management became more formalized which eventually led to increased efficiency. But Taylors interposition of human beings like machines faced resistance from managers and workers who considered this way of working as dehumanization of work. One of the other features of Taylors work was stop-watch timing as the basis of observations and breaking the timings down into elements. This method besides faced stiff group resistance because no one likes to be so close monitored for each little part of the work he/she does.Despite its criticisms, Taylors methods had a great impact on work because he invented a new, efficient and more productive way to work that changed the clear constitution of the industry. Before scientific management, departments such as work study, personnel, maintenance and quality control did non exist. (Buford, 2000) The core elements of scientific management confront habitual and sop up only been modified and updated to suit the current scenario.Behavioural approachUnlike scientific approach behaviour approach places emphasis on what motivates battalion and seeks to identify and account for the specific influences that motivate people. Some of the distinguished theories of behavioural approach to motivation atomic number 18 discussed below.Maslow (1943) put forward the hierarchy of postulate system which saw human inescapably in the form of a hierarchy, ascending from lowest to the highest. He argued that lower level collect had to be satisfied onward the next higher level need and once one se t of needs is satisfied, this kind of need ceases to be a motivator.The five needs atomic number 18Physiological needs These are the most basic human needs which are important for sustenance like food, water, warmth, shelter, sleep etc. Maslow argued that unless physiological needs are satisfied to a degree, no other motivating itemor can work.Safety or Security needs These are needs to be free of physical danger and emotional harm like the fear of losing a job, property, food or shelter. It relates to security, protection and stability in the personal events of effortless life.Social Needs These are needs for love, affection and belongingness and social acceptance. People are social beings and try to satisfy their needs for acceptance and friendship.Esteem at once peoples social needs are satisfied, they look for regard (reputation). This need produces such satisfaction as power, prestige status and self confidence. It includes both internal esteem factors like self-respec t, autonomy, achievements and external esteem factors such as recognition and attention as tumefy as personal sense of competence. (Source).Self actualization This need is the drive to become what one is capable of becoming. Its the need to grow and use abilities to the bounteousest potential. It includes growth and self-fulfillment by achieving ones potential to accomplish somethingLooking at Maslows hierarchy of needs triangle, as each needs are substantially satisfied, the next need becomes dominant. (eg. esteem needs become dominant after social needs are satisfied).Also, when a need gets substantially satisfied, it stops to be motivating. The crux of Maslows opening is to focus on finding out the level of hierarchy the person is in and focusing on satisfying his/her needs and the needs above it. Maslows speculation of needs has been wider recognised and is being practiced by managers across the globe. The theorys ease of ground and intuitive logic makes it easy to impleme nt, but there is no empirical evidence to validate the theory and there is no metric to measure the triumph of the theory after being implemented. So, the quantitative impact of Maslows theories can non be accurately measured.Frederick Herzbergs (1959) famous quote says If you want people to do a good job, give them a good job to do. Herzbergs motivational theory has a two component approach and is known as the two-factor theory. His theory suggests that things which prevent dissatisfaction are not the same as things which create satisfaction. (Herzberg, 1959) When people are dissatisfied (de-motivated) with their work it is usually because of discontent with environmental factors which he terms as Hygiene Factors. These hygienics factors include factors such as, security, status, relationship with subordinates, personal life, salary, work conditions, relationship with supervisor, company policy and administration (Bedeian, 2003). These are the factors whose front man in the orga nization is natural and does not lead to motivation, however its absence does lead to de-motivation. Hygiene factors include the work and the organizational environment. The second component of the theory involves factors whose absence causes no dissatisfaction but whose presence has huge motivational value. Herzberg terms these factors as Motivational factors which are factors such as growth prospects, career progression and advancement, responsibility, disputes, recognition and achievements. The theory concentrates around the fact that the opposite to satisfaction is not dissatisfaction and merely removing dissatisfying characteristics from a job does not necessarily makes the job satisfying. Herzberg stresses that both the approaches (hygiene and motivational) should be done simultaneously to be effective. Herzbergs theory, in a way, is a modification to Maslows hierarchy of needs.Some critics term Herzbergs theory as vague, but considering todays business world where job contex t and content are major issues, the theory if practiced effectively can give good results because it is based on superb motivational ideas.Diagramatic representation of Herzberg two-factor theory (Taken from Web 2)Vrooms forecast TheoryVrooms expectancy theory argues that motivation is based on values and article of beliefs of individuals and examines motives through the perception of what a person believes will happen. It is based on the belief that employee effort will lead to executing and make outance will lead to rewards (Vroom, 1964). The theory states that individuals can be motivated if they believe that there is a haughty correlation between the efforts they put in and their performance and when that favourable performance leads to a reward. Consequently, the reward helps satisfy an important need and the desire to satisfy that need is strong enough to make the efforts worth wile. The theory states that the strength of an individuals motivation will depend on the exten t to which they expect the results of their efforts to contribute towards their personal needs or goals and posits that motivation is a result of a rational calculation(Vroom, 1964) The calculation is based on peoples beliefs (pointed above) about the probability that effort will lead to performance (expectancy), multiplied by the probability that performance will lead to reward (instrumentality), multiplied by the perceived value of the reward (valence) (Source) Vroom argues that the equality Motivation = Expectancy * Instrumentality * Valence can be used to predict whether a particular reward will motivate an individual or not.Vrooms theory can cod to any apply to any situation where someone does something because they expect a certain outcome. The theory is about the associations people make towards pass judgment outcomes and the contribution they feel they can make towards those outcomes (Bowen,1991) Critics have applauded the basics of Vrooms theory but questions have been r aised about the validity over the motivation equation as a product of expectancy, instrumentality and valence.Porter-Lawler Expectancy theoryPorter-Lawlers theory is much on the same lines as Vrooms and suggests that levels of motivation are based more on the value that individuals place on the reward.Actual performance in a job is primarily determined by the effort spent and is also affected by the persons ability to do the job and his perception of what the required task is. The theory states that performance is the responsible factor that leads to intrinsic as well as extrinsic rewards and these rewards, along with the equity of individual leads to satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward (Bowen 1991) Porter and Lawler point out that perceived inequality in this model plays a pivotal role in job satisfaction. The perception of equal or unequal reward may cause dissatisfaction which means that organizations have to continuously ke ep evaluating their reward system. The theory along with equity theory demonstrates the importance of avoiding discriminatory practices in the workplace and states that it is imperative for employees to give equal treatment to employees on the job.Elton Mayo with his behavioural experiments known as Hawthorne Experiments was among the first few to analyse the human aspects of motivation He conclusions were that motivation was a very mixed subject and was not only about pay, work condition and morale but also about psychological and social factors. He concluded that the need for recognition and a sense of belonging were very important motivational factors.Reinforcement based approach to motivationReinforcement was propounded by Skinner and this theory is based on motivation approaches are in some way similar to expectancy theory as both consider the process by which an individual chooses behaviour in a particular situation. It emphasises re-designing the external environment by maki ng positive changes to encourage motivation. Skinner states that work environment should be made suitable to the individuals and that punishments actually leads to frustration and de-motivation. This approach explains the role of rewards in greater detail as they cause the behaviour to change or remain the same. Expectancy theory focuses more on behaviour choices, and reinforcement theory focuses more on the consequences of those choices (Skinner, 1953)Other theories of behavioral motivation are Adams theory of fair play and Douglas McGregors Theory X and Theory Y.Most of the behavioural theories seem to borrow a little from each other. Maslows theory concentrates on basic human needs, Herzbergs two factor theory brings out the distinction between motivation-demotivation. Because of its quantitative nature, Vrooms theory, is more suited to managers trying to gauge the effect of decisions on employees. Maslow describes which outcomes people are motivated by and Vroom describes wheth er they will act based upon their experience and expectations. (Harpaz,2004) Maslows theory can be too simple and rigid for todays environment. Porter-Lawler model brings out the perceived inequality and brings out the demerits of discriminatory practices which may be more suitable for more diversified workforce. All behavioral theories have their own significance and its up to the management to decide which theory to apply. Application of motivational theories is purely contextual and specific to a particular workforce. Workplace might merge two theories and apply some of the features of each. Because of its contextual nature, none of the theories are generic and better than the other.Comparison of Scientific and Behaviour approachThere is an underlying difference between the two approaches to motivation. Scientific approach assumes that work is inherently unpleasant to most people and the financial incentive is more important to them than other factors such as nature of job, role profile, work environment etc. While the behavioural approach to management emphasises the role of social processes in organisations and stresses on belongingness and the need to feel useful. It emphasises that these human needs motivate employees more than money. According to this view, people want to contribute to organisational effectiveness and want to make a genuine contribution towards its achiever. Scientific management is an effective technique for a capitalist system and a money economy where the companys sole objective is the improvement of efficiency and profitability. (Higgins, 2004). In todays workplace environment, where companys success is judged by various qualitative parameters and where employee motivation forms a significant input to organisations success, human approach to management is more suited.ConclusionsMotivation remains a contest for organizations today. With the changing environment, the solution to motivation problems are becoming even more complex. T his is due, in part, to the fact that what motivates employees changes regularly (Bowen Radhakrishna, 2001) Managers need to understand what motivates employees within the context of the roles they perform and understand the process, theories, and fundamental components of motivation. Regardless of which theory is followed, interesting work and employee pay are important links to higher motivation. Options such as job enlargement, job enrichment, promotions, monetary and non-monetary compensation should be considered. Research done by (Higgins, 2004) has come out with ten most motivating factors which are interesting work, good wages, full appreciation of work done, job security, good working conditions, promotions and growth in the organization, feeling of being in on things, personal loyalty to employees, tactful discipline, and harmonised help with personal problems. The key to motivating employees is to know what motivates them and designing a motivation program based on thos e needs.ReferencesBooks and Journal Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (ed.), Advances in experimental social psychology. New York Academic Press. Bedeian, A. G. (2003). Management (3rd ed.). New York Dryden Press. Bowen, B. E., Radhakrishna, R. B. (1991). Job satisfaction of agricultural education faculty A constant phenomena. Journal of Agricultural Education, 32 (2). 16-22. Buford, J. A., Jr., Bedeian, A. G., Lindner, J. R. (2005). Management in Extension (3rd ed.). Columbus, Ohio Ohio State University Extension. Buford, J. A., Jr. (2000). Extension management in the information age. Journal of Extension, 28 (1). Dickson, W. J. (1973). Hawthorne experiments. In C. Heyel (ed.), The encyclopedia of management, 2nd ed. (pp. 298-302). New York Van Nostrand Reinhold. Harpaz, I. (2004). The importance of work goals an international perspective. 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New York Wiley .Web sites (Web 1) Motivation theorists and their theories (online) (cited 15 December) Available from http//www.accel-team.com/motivation/theory_01.html(Web 2) Motivation (online) (cited 16 December) Available from URL http//choo.fis. utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/motive1.htm