Motivation

Definition

The terms “motivation” is derived from the word “motive,” which refers to any ideas, emotion, or organic state that prompts a person to take action. A motive becomes active when there is an incentive. Since motivations are expressions of a person’s internal and personal needs, they are intrinsic.

Motivation is the driving force or set of reasons that compel an individual to take action, make efforts, or exhibit a particular behavior to achieve a desired goal or outcome. It involves the internal and external factors that stimulate and energize a person’s behavior, guiding them toward fulfilling their needs, aspirations, or objectives.

Importance of Motivation

Motivation is a very important for an organization because of the following benefits it provides:

1.Puts human resources into action

Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources.

2. Improves level of efficiency of employees

To improve the level of efficiency among employees, it is essential to bridge the gap between their abilities and willingness. This effort will lead to several positive outcomes, including:

• Increased productivity.
• Reduced operational costs.
• Improved overall efficiency.

3. Leads to achievement of organizational goals

The goals of an enterprise can be achieved only when the following factors are in place:

• Optimal resource utilization: Ensuring the best possible utilization of resources.
• Collaborative work environment: Creating a cooperative work environment where teamwork and synergy thrive.
• Goal-oriented employees: Having employees who are driven by goals and act purposefully towards achieving them.
• Effective coordination and cooperation: Achieving goals through effective coordination and cooperation, which can be facilitated through motivation.

4. Build friendly relationships within an organization,

Motivation plays a crucial role in ensuring employee satisfaction. This can be achieved by implementing an incentive plan that takes into account the following factors:

• Monetary and non-monetary incentives: Offering both financial and non-financial rewards to employees.
• Promotion opportunities: Providing growth and advancement prospects for employees.
• Disincentives for inefficiency: Implementing measures to discourage and address inefficiency among employees.

In order to foster a cordial and friendly atmosphere within the organization, managers should take the following steps:

• Fostering effective cooperation: Promoting cooperation among employees to establish stability.
• Reducing industrial disputes and unrest: Minimizing conflicts and unrest among employees.
• Enhancing adaptability to change: Encouraging employees to embrace change without resistance.
• Aligning individual and organizational interests: Ensuring that individual interests align with the interests of the organization.
• Achieving profit maximization: Increasing productivity to maximize profits.

5. Leads to stability of the workforce

It is crucial for the reputation and goodwill of an organization. Employees tend to remain loyal to a company when they feel engaged and involved in its management processes. The skills and efficiency of employees benefit both the organization and its workers, contributing to a positive public image in the market. This positive image, in turn, attracts competent and qualified individuals to join the company. As the saying goes, “Old is gold,” this adage applies here, highlighting the value of experienced employees and their seamless integration into an organization, which ultimately benefits the enterprise.

Types of motivation

Classification based on Nature:

Intrinsic Motivation: Intrinsic motivation occurs within the job itself and provides satisfaction while the job is being performed. Intrinsic motivators include factors such as status, authority, task variety, and opportunities for career advancement within the job.

Extrinsic Motivation: Extrinsic motivation is not inherently tied to the job but operates around it. Extrinsic rewards may be direct, linked directly to performance, such as pay, allowances, and bonuses, or indirect, involving compensation like free housing and transportation. Generally, direct compensation is a more effective motivator than indirect compensation. Extrinsic rewards help in retaining employees, while intrinsic rewards serve to motivate them.

Classification based on Approach:

Positive Motivation: Positive motivation implies the creation of an environment in which an individual can satisfy their needs and aspirations. This can involve rewards and appreciation for their best performance.

Negative Motivation: Negative motivation involves creating a sense of fear or an unhealthy environment. This can include issuing memos, implementing pay cuts, imposing fines, or penalties. Negative motivation can result in a detachment between individuals and the organization, leading to a lack of commitment to the organization’s purpose.

Classification based on Reward:

Financial Rewards: Financial incentives refer to the monetary benefits provided to an employee, which can include higher salaries, bonuses, commissions, profit-sharing, and other forms of direct financial compensation.

Non-Financial Rewards: Non-financial incentives encompass non-monetary benefits offered to employees. These may include greater decision-making authority, improved job titles or designations, flexible work arrangements, recognition, and opportunities for skill development or career advancement.

Motivational factors

Motivational factors can vary from person to person but generally include the following:

Recognition and appreciation: Being acknowledged and appreciated for one’s efforts and achievements can be a powerful motivator. Praise and recognition from peers, supervisors, or the organization itself can boost morale and motivation.

Achievement: Many individuals are motivated by the desire to accomplish goals and experience a sense of achievement. Setting and reaching milestones, both personal and professional, can be highly motivating.

Career advancement: Opportunities for career growth, promotion, and increased responsibility can be strong motivators. People often work harder and more diligently when they see a clear path for advancement within their organization.

Financial rewards: Financial incentives such as salary increases, bonuses, commissions, and profit-sharing can provide tangible rewards for hard work and can be a significant motivational factor.

Job satisfaction: Enjoying one’s work and finding fulfillment in daily tasks is a key motivator. When individuals feel that their job aligns with their interests and values, they are more likely to be motivated.

Autonomy and control: Having a degree of autonomy and control over one’s work can be motivating. People like to have a say in how they perform their tasks and make decisions related to their work.

Challenging work: Many individuals thrive when faced with challenging tasks or projects. Overcoming obstacles and solving complex problems can provide a sense of fulfillment and motivation.

Learning and development: Opportunities for personal and professional growth, skill development, and continuous learning can be motivating. People often seek jobs that allow them to acquire new knowledge and skills.

Work-life balance: A balance between work and personal life is important for motivation. When employees feel they can manage their work responsibilities without sacrificing their personal lives, they are more likely to stay motivated.

Job security: Knowing that their job is secure can be a significant motivator for employees. A stable work environment can reduce anxiety and provide peace of mind, enhancing motivation.

Teamwork and collaboration: Positive relationships with colleagues and a sense of belonging to a supportive team can motivate individuals to work together toward common goals.

Purpose and meaning: Feeling that one’s work has a purpose and contributes to a larger mission or societal benefit can be a powerful motivator. Many people are driven by a sense of purpose in their work.

Recognition of individuality: Acknowledging and accommodating individual preferences and needs can boost motivation. Tailoring incentives and work arrangements to suit individual differences can be effective.

Motivational theories

Management can effectively fulfill its role by motivating individuals to work toward the attainment of organizational objectives, and several major motivational theories are outlined below to facilitate this process.

1. Maslow’s Hierarchy of Need theory
2. Motivation –Hygiene theory
3. McGregor’s Theory X and Theory Y
4. Reinforcement Theory

Maslow’s Hierarchy of Needs Theory

Abraham Maslow is well renowned for proposing the Hierarchy of Needs Theory in 1943. This theory is a classical depiction of human motivation. This theory is based on the assumption that there is a hierarchy of five needs within each individual. The urgency of these needs varies. These five needs are as follows:

1. Physiological needs
2. Safety and security
3. Love and belonging
4. Self esteem
5. Self actualization

1. Physiological needs- These are the basic needs of air, water, food, clothing and shelter. In other words, physiological needs are the needs for basic amenities of life.
2. Safety needs- Safety needs include physical, environmental and emotional safety and protection. For instance- Job security, financial security, protection from animals, family security, health security, etc.
3. Social needs- Social needs include the need for love, affection, care, belongingness, and friendship.
4. Esteem needs- Esteem needs are of two types: internal esteem needs (self- respect, confidence, competence, achievement and freedom) and external esteem needs (recognition, power, status, attention and admiration).
5. Self-actualization need- This include the urge to become what you are capable of becoming/what you have the potential to become. It includes the need for growth and self-contentment. It also includes desire for gaining more knowledge, social- service, creativity and being aesthetic. The self- actualization needs are never fully satiable. As an individual grows psychologically, opportunities keep cropping up to continue growing. According to Maslow, individuals are motivated by unsatisfied needs. As each of these needs is significantly satisfied, it drives and forces the next need to emerge.

Strength of Maslow’s Theory

• The theory has practical implications for various fields, including psychology, education, business, and healthcare
• It is straightforward and easy to grasp, as it arranges human needs in a hierarchical order. The theory is often seen as universally  applicable to people across different cultures and backgrounds.

Limitations of Maslow’s Theory

• It is essential to note that not all employees are governed by same set of needs. Different individuals may be driven by different needs at same point of time. It is always the most powerful unsatisfied need that motivates an individual.
• The theory is not empirically supported.
• The theory is not applicable in case of starving artist as even if the artist’s basic needs are not satisfied, he will still strive for recognition and achievement.

Implications of Maslow’s Hierarchy of Needs Theory for Managers

Physiological Needs: Managers should ensure that employees receive adequate compensation to cover their basic living expenses. Additionally, they should provide regular breaks and meal opportunities.

Safety Needs: Managers can support employees’ safety needs by offering job security, maintaining a safe and clean work environment, and providing retirement benefits to promote a sense of security and stability.

Social Needs: Fostering a sense of belonging and social interaction among employees is essential. Managers can encourage teamwork and organize social events to strengthen interpersonal relationships.

Esteem Needs: Recognizing and rewarding employees for their achievements and exceeding targets is crucial. Managers can also offer opportunities for career advancement or promotions to boost self-esteem.

Self-Actualization Needs: To help employees reach their full potential, managers should assign challenging tasks that align with their skills and competencies. Providing growth and development opportunities will enable employees to achieve self-actualization.

Strength of Maslow’s Theory

• The theory has practical implications for various fields, including psychology, education, business, and healthcare
• It is straightforward and easy to grasp, as it arranges human needs in a hierarchical order.
• The theory is often seen as universally  applicable to people across different cultures and backgrounds.

Limitations of Maslow’s Theory

• It is essential to note that not all employees are governed by same set of needs. Different individuals may be driven by different needs at same point of time. It is always the most powerful unsatisfied need that motivates an individual.
• The theory is not empirically supported.

Motivation Hygiene theory

In 1959, Frederick Herzberg, a behavioral scientist, proposed a two-factor theory, known as the motivator-hygiene theory. According to Herzberg, certain job factors lead to satisfaction, while others prevent dissatisfaction. He posited that the opposite of ‘satisfaction’ is ‘no satisfaction,’ and the opposite of ‘dissatisfaction’ is ‘no dissatisfaction.

According to Herzberg, he classified job factors into two distinct categories:

• Hygiene factors (Dissatisfiers): These are job factors that are necessary for maintaining a baseline level of motivation in the workplace but do not result in long-term positive satisfaction. Their presence prevents dissatisfaction, while their absence can lead to unhappiness. Hygiene factors are external to the actual work itself and are often considered extrinsic. They encompass:
• Pay: Compensation should be competitive within the industry.
• Company policies and administrative procedures: These should be fair and clear, including provisions for flexible working hours, dress codes, breaks, and vacation policies.
• Fringe benefits: Employees should have access to benefits like healthcare plans, family support programs, and employee assistance programs.
• Physical working conditions: The workplace should be safe, clean, and well-maintained, with up-to-date equipment.
• Status: Employees should have a clear understanding of their position within the organization.
• Interpersonal relations: Positive relationships with peers, superiors, and subordinates should be fostered to avoid conflicts or humiliation.
• Job security: The organization should provide job security to employees.

Motivational Factors (Satisfiers): These are job factors that lead to positive satisfaction and motivate employees to excel in their roles. They are intrinsic to the work itself and are often considered as factors inherent to the job. They include:

• Recognition: Managers should acknowledge and praise employees for their achievements.
• Sense of achievement: Employees should experience a sense of accomplishment in their work.
• Growth and promotional opportunities: Opportunities for advancement and personal growth should be available within the organization.
• Responsibility: Employees should be entrusted with ownership and accountability for their tasks, with minimal managerial control.
• Meaningfulness of the work: The job should be inherently meaningful, interesting, and challenging, motivating employees intrinsically.

Implications of Two-Factor Theory

The Two-Factor theory implies that the managers must stress upon guaranteeing the adequacy of the hygiene factors to avoid employee dissatisfaction. Also, the managers must make sure that the work is stimulating and rewarding so that the employees are motivated to work and perform harder and better.

This theory emphasize upon job-enrichment so as to motivate the employees. The job must utilize the employee’s skills and competencies to the maximum. Focusing on the motivational factors can improve work-quality.

McGregor’s Theory X and Theory Y

Douglas McGregor proposed two theories of motivation based on distinct assumptions about basic human nature: Theory X, which assumes a predominantly negative view of human nature, and Theory Y, which assumes a predominantly positive view of human nature.

Theory X

Theory X is characterized by a traditional outlook and promotes a “manager-knows-best” attitude, which often excludes workers from the process of managerial decision-making. Under Theory X, four key assumptions are postulated:

1. Employees inherently dislike work and will attempt to avoid it whenever possible.
2. Given this inherent dislike for work, employees must be controlled and, at times, subjected to the threat of punishment to achieve desired goals.
3. Employees tend to evade responsibilities and prefer seeking formal direction whenever possible.
4. Employees are seen as having limited capacity for creativity in solving organizational problems. Theory X is based on a set of assumptions about how to manage individuals and motivate them primarily by addressing lower-order needs.

Theory Y

Theory Y presents a contrasting perspective to Theory X. According to Theory Y, when workers are appropriately motivated, they willingly accept responsibility and demonstrate creativity and imagination in their work performance. Theory Y encompasses four fundamental assumptions that contrast with those of Theory X:

1. Employees perceive work as a natural and enjoyable activity, like to play.
2. People will exercise self-direction and self-control in their work when they are committed to achieving the objectives.
3. The average person can learn to accept, and even seek, responsibility within their role.
4. The ability to make innovative decisions is not limited to those in management positions; it is widely dispersed throughout the population.

Theory Y is based on a set of assumptions about how to manage individuals by addressing higher-order needs to foster motivation and engagement.

Implications of Theory X and Theory Y

1. Quite a few organizations use Theory X today. Theory X encourages use of tight control and supervision. It implies that employees are reluctant to organizational changes. Thus, it does not encourage innovation.
2. Many organizations are using Theory Y techniques. Theory Y implies that the managers should create and encourage a work environment which provides opportunities to employees to take initiative and self-direction. Employees should be given opportunities to contribute to organizational well-being.

Theory Y encourages decentralization of authority, teamwork and participative decision making in an organization.

Theory Y searches and discovers the ways in which an employee can make significant contributions in an organization. It harmonizes and matches employees’ needs and aspirations with organizational needs and aspirations.

Reinforcement Theory of Motivation

The reinforcement theory of motivation, proposed by B.F. Skinner and his associates, posits that an individual’s behavior is influenced by its consequences. This theory is grounded in the “law of effect,” which suggests that behaviors with positive consequences are more likely to be repeated, whereas behaviors with negative consequences are less likely to be repeated.

Skinner’s reinforcement theory emphasizes external factors in motivating individuals but doesn’t consider their internal feelings and drives, making it effective for behavioral control but lacking in addressing the causes of behavior.

Positive reinforcement- this involves giving a positive response when an individual exhibits positive and desired behavior. For example, immediately praising an employee for arriving early for work can increase the likelihood of that behavior happening again. A reward can be a positive reinforcer, but only if it leads to an improvement in employee behavior. It’s important to note that the more timely and spontaneous the reward is given, the greater its reinforcing value.

Negative reinforcement-  involves rewarding an employee by eliminating negative or undesirable consequences, and both positive and negative reinforcement can be used to encourage desired behavior.

Punishment, on the other hand, entails removing positive consequences to reduce the likelihood of future undesirable behavior. In essence, punishment means imposing adverse consequences for displaying unwanted behavior, such as suspending an employee for violating organizational rules. Positive reinforcement from an alternative source can help offset the effects of punishment.

Extinction, in contrast, involves the absence of reinforcements, meaning the reduction of the probability of undesired behavior by removing rewards for that behavior. For example, if an employee no longer receives praise and recognition for their good work, they may perceive that their behavior is no longer yielding positive outcomes. However, extinction can inadvertently diminish desirable behavior as well.

Implications of reinforcement theory

The implications of reinforcement theory are as follows:

1. Understanding behavior learning: Reinforcement theory provides a comprehensive explanation of how individuals learn behavior through the consequences of their actions.
2. Selective rewarding: Managers should avoid rewarding all employees simultaneously and instead focus on recognizing and reinforcing specific behaviors that align with organizational goals.
3. Providing feedback: Managers should communicate with employees about what they are doing incorrectly or what behaviors need improvement. Constructive feedback is essential for guiding employees toward desired behaviors.
4. Promoting positive reinforcement: Managers should also provide clear guidance on how employees can achieve positive reinforcement. This involves setting expectations, outlining goals, and offering incentives or rewards for desired behaviors.