MOTIVATION

Many people incorrectly view motivation as a person trait that is a trait that some people have and other do not. Motivation and rewarding employees is of the most important activities that manager performs. Successful managers perform it in a better way.

S.P ROBBINS

“The willingness to exert high levels of effort to reach organizational goals, condition by the efforts ability to satisfy some individual need”

COURTCAND L BOVEE

“The face that moves people to initiate, direct and indirect situation behavior and action”

It means to prepare employee mentally to do work by satisfying their needs for the best interest of organization so that activities effectively and efficiently performed.

EARLY THEORIES OF MOTIVATIO

The 1950s is a fruitful time for the development of motivation concept. Three specific theories were formulated during this period. Although now somewhat questionable in term of validity are probable still best known explanations for employee’s motivation.

Up till now we known these theories at least two reasons:

• They represent the foundation from which contemporary theories of motivation were developed
• Regularly use by manager to explain the employees motivation.

MASLOWS’S HIERARCHY OF NEED THEORY:

The best know theory of motivation is probably Abraham Maslow’s of needs theory. Maslow was humanistic psychologist who proposed that within every person is a hierarchy of five needs.

This theory is step forward in understanding the complexity of human needs. Maslow argued that people are universally motivated to satisfy a sequence of five categories of needs.

They start the addressing the basic needs and then they advance up the hierarchy as they seek to satisfy each progressively higher need.

CHART OF MASLOW’S HIERARCH OF NEEDS THEORY

PHISOLOGICAL NEEDS

The lower level of needs in Maslow’s hierarchy including the elements that ensures basic human survival.

A person’s needs for food, drink, shelter, sexual satisfaction and other physical needs. It is satisfied by proper arrangement of air, heat, and adequate pay.

SAFTEY NEEDS

Safety needs relates to the a security and protection from physical needs will continue to be met, these are connected with the;

• Safety working condition
• Fob security
• Medical insurance and retirement plan.

SOCIAL NEEDS

These needs for sense of belongingness, affection, acceptance, and friendship. When fulfilled the result in the shape of friendly management and teamwork. The manager can achieve success.

ESTEEM NEEDS OR EGO

The internal esteem factor or needs for self respect, autonomy, and achievement. The external esteem needs for status, reorganization, and attention. These needs by seeking common dot ions, awards, promotion.

SELF-ACTUALIZATION NEEDS

The highest level of needs in a Maslow’s hierarchy, reflecting the needs to realize achieve one’s full potential and self fulfillment the derive to become what one is capable of becoming.

Maslow spread the five needs into higher and lower levels. In lower level safety and physiological needs stand while in higher level self-actualization and esteem needs stands.

People satisfy their lower level needs. Before they can progress up the hierarchy to satisfy high level needs. As lower level needs are satisfied then main motivation is to satisfy higher level of needs.

MACGREDOR’S THEORY X AND Y

Douglas McGregor is best known for his formulation of two sets of assumptions about human nature. One is a negative view label theory X and other has a positive view labeled theory Y.

THEORY X

“The assumptions that employees dislike work is lazy avoid responsibility, and must be coerced to perform”

THEORY Y

“The assumption that employees are creative, enjoy work seek responsibility and can exercise self-direction”

THEORY XTHORY X

1. Employees dislike work and avoid responsibilities whenever possible.
2. To achieve objectives employees must be objectives coerced or threatened.
3. Employees will shrink responsibilities seek formal direction whenever possible responsibilities is considered.
4. Mostly workers place scantly above all other factor associated with work and displayed little ambition.

THEORY Y

1. Employees handle work according to his nature or as should be exercised self-direction.
2. If they are committed to the accept then they exercise self-direction.
3. as we say when average person can learn to accept and even seek
4. The ability to make good decision is widely dispersed through the population and is not the sole authority of manager.

DOUGLAS MEGREGOR’S ANALYSIS

The answer of what Macgregor’s analysis implies about motivation?

Is best expressed in the framework presented Maslow.

Theory of X assumed that lower order needs like physiological, safety dominated individuals and theory Y assumed that higher order needs like self-actualization and esteem dominated.

DOUGLAS MEGREGOR BELIEF

McGregor himself held to the belief that the assumption of theory Y was more valid than those of theory X. therefore he proposed that participation in decision making responsible and challenging jobs and good group relations would maximize employee motivation.

Unfortunately, there is no evidence to confirm that either set of assumptions is valid or that accepting theory Y assumptions and alerting your action accordingly will make employees more motivated.

For instance, when Bob Mccury was vice president of Fayota’s U.S marketing operation, he essentially followed theory X.

He drove his employees hard and used a “crack-the-whip” style and yet he was steamily successful in marketing. In the real world, there is another example of active managers who held theory X assumption

Form example Karl Josef Neukirchen ECO of Germany’s $15.80 billion metals and engineering conglomerate metallgesellsehaft essentially follows theory of X, his approach to manager is street and focused on getting results he says

“ You can not have goal of being loved. Motivation is not missing and being friendly to everybody it is setting targets and achieving them”

ERZBER’S MOTIVATION- HYGIEN THEORY

The psychologist Frederick Hergberg proposed this theory. Those intrinsic are related to job satisfaction and motivation. Whereas extrinsic factors are associated with job dissatisfaction. Believing that an individual’s relation to her work basic and that his or her attitude toward work determines success or failure.

ACCORIDING TO S.P ROBBINS

“The motivation theory that intrinsic factors are related job satisfaction and motivation. Whereas extrinsic factors are associated with job dissatisfaction. Motivation which influence satisfaction”

WHAT DO PEOPLE WANT FROM THEIR JOBS?

Herzberg investigated the question. He asked people for detailed descriptions of situation in which they felt exceptionally good or bad about their jobs. Herzberg concluded from his analysis of the finding that the replies people gave when they felt good about their jobs were significantly different from his replies they gave when they felt badly.

Certain characteristics were consistently related to job satisfaction and other to job dissatisfaction, which are give next.

MOTIVATION

1. achievement
2. recognition
3. work itself
4. responsibilities
5. advancement
6. growth

HYGIENE FACTOR

1. supervision
2. company policy
3. relationship with supervision
4. working condition
5. salary
6. relationship with peers
7. personal life
8. relationship with subordinates
9. status
10. security

EXTREMELY SATISFIED NATURAL EXTREMELY DISSATISFIED

These factor associated with job satisfaction were intrinsic and include things such as achievement, recognition and responsibility.

On the other hand, when they were dissatisfied were extrinsic factor such as supervision company policy, working condition, status and interpersonal relationship.

In addition, Herzberg believed that the data that the opposite of satisfaction was not dissatisfaction, as traditionally had been believed. Herzberg proposed that the opposite of “dissatisfaction” is “no dissatisfaction”

HYGIENE FACTOR

“Factor that eliminate job dissatisfaction but do not motivate”

When these factors are adequate, people will not be dissatisfied, but they will be satisfied either, to motivate people on their jobs. Herzberg suggest emphasizing motivators, the intrinsic factor that increase job satisfaction.

CRIRICISM:

Following are the criticism about theory,

HERZBERG’S PROCDURE AND METHOLOGY

Herzberg procedure was limited to its methodology. When things going well its human nature to take personal credit and failure blame to extrinsic.

MEASUREMENT OF SATISFACION

Overall satisfaction management was not used. An individual may dislike part of the job yet still think job is acceptable.

IGNORE SITUATIONAL VATIABLES

The theory is inconsistent with previous research in that it ignores situational variables.

SATISFACTION AND PRODUCTIVITY

Herzberg assumes that there is a relationship between satisfaction and productivity, but research methodology, he used looked only at satisfaction, not at productivity.

TREATMENT OF SIMILAT RESEARCH

Herzberg methodology’s reliability is questionable. Because similar response might be treated in two different manner.

CONCLUSION

Herzberg’s theory enjoyed wide popularity from the mid-1960s to the early 1980s.

But criticisms were raised about his procedures and methodology. Although today we say the theory was too simplistic, it had a strong influence on how we were currently decision jobs.