Introduction:
The word motivation comes from a Latin word ‘ MOVERE’-to move. That means motivation makes human being move or do things the way they do, or behave the way they behave. Different people use the term ‘Motivation’ in different ways. Some consider it an art of manipulating human behavior and some as psychological exploitation. When one fails to achieve the objective, or does not perform properly we use the word in a casual manner ‘just motivate him, ‘take care’ he will do the job. Some persons consider motivation a dose for rejuvenating and charging employees to perform. They consider that there will be instant and positive impact on the performance when one talks good or when one is given feel good feeling. We have to understand that multiple factors contribute in motivating an individual.
Motivation is not a simple concept. It is difficult to understand the urge behind behaviour. It is basically a psychological process. Since it is a process, we cannot see it. What we see is the behaviour.
In any organization leave aside machines; it is the human force, which does the job. Management is Managing men tactfully. The question is why to manage men? The reason is that we want them to perform. One of the oldest definitions of Management is to get the work done. For getting the work done we have not only to administer people but have also to manage them tactfully. To manage men tactfully, we must know the psychology of human behaviour.
According to Frank Tarkenton consultant and former PRO football Player “ People don’t change their behaviour unless it makes a difference for them to do so.”
Why do we work?
A person cannot remain ideal either he is working or his faculties are. Remaining ideal is not rewarding. Inactivity has no place in the society. Inactivity is not the part of activity. Work plays significant part in human development and fulfillment. Different people work for different reason. Most of us would say that we work in order to acquire the resources needed first for survival and then for enjoyment. People work to fulfill their needs and desires. Without desire no action springs up. When we want a person to perform, we need to arouse his desire for that act. And how we do it? We lure him, encourage him, force him and even threaten him. The whole purpose is to arouse his instinct to perform. We give him positive strokes; positive feedback to encourage and some times discard him. The whole purpose is to get out put and results. When one works willingly, he has more energy. Will brings energy. Motivated people work well, because the will to work is from within the person.
Needs:
People work to satisfy their needs. They take interest so long their needs are fulfilled. Needs are of various types, basic, social, security, recognition etc. They differ from person to person; hence behavour pattern varies with the individual. Needs are not static they change from time to time.
We do not know the source of need or desire but we see the action for fulfilling the desire.
Motive:
A motive is a felt need or desire. Behind every need there is a motive - a purpose. Motives are needs, which are directed towards a goal. It is a drive or impulse within an individual that goads him into action. All our actions, behaviour are governed by some motive. The needs or desire arise in mind. Hence it is the motive, which is most important. Motives cannot be seen. However, motivated behaviour can be observed. Motive directs or channelises behavior towards goals. Behaviour is goal oriented. It is series of activities depending on the motives. We make inferences about motives by observing behaviour. We cannot see pain, but can observe pain by behaviour of person.
The strength of motives depends on whether it is satisfied or not. Its strength decreases if it is either satisfied or blocked from satisfaction. An individual is not always consciously aware of every thing he wants; hence much of his behaviour is affected by subconscious motives of need. The configuration of one’s motives is complex. They change over time and are influenced by environmental conditions
Desire:
Mind consists of a succession of thought waves. From these mental waves arises desire. Desire is for what is not attained. Our thought and behaviour are governed by our desire. Behaviour is controlled by the motives or need and is predominantly self centered and selfish. The desire transforms itself into will and works through the gross instrument - the body. Motive makes mind to think and nature works. Needs and desires are primary forces determining the focus of our thoughts, feelings and behaviour and directing the way our mind works.
Desire is the very fabric of man’s mind, like the threads of a cloth. It is an emotion that disturbs the mind till it is fulfilled. Desires direct the flow of energy. It propels mind towards the object. The aim is gratification. Without desire activity is impossible. The more we act in a field, our desire in that field increases. Man works to accomplish the desire that is most strong with him. There is no action without desire. Impelled by desire, we engage in action. Desires are unlimited, endless and infinite but the power of fulfillment varies. Thus some one is more successful than others in life. Desires are inter-linked and increase in geometrical progression. The peculiarity of desire is that as soon as one is satisfied other crops up. However, its fulfillment is limited. Since desires are unlimited, the quest to work continues. Wants are multiplying all the time. In economic language desire is the need and greed. Human needs can be satisfied but not human greed. Our desires are constantly changing. What we would prize today we may reject tomorrow.
What is Motivation? :
The word Motivation is the blending of two words ‘Motive’ and ‘Action’. Hence motivation is motivated action. When an action is performed with some motive or purpose, we call it motivated action. Actions are the expressions of thoughts and disturbances in mind caused by desire. As our desire, so our thoughts, as our thought, so our action and behaviour. Motivation is that aspect which energizes a person to perform better. It is self-propelling zeal. When an individual has some motive he takes interest and tries to do the work better. Motivation is an inner desire to make effort. It is the mechanism inside the person and incentives externally that propels activity. It is a factor or force that helps to explain human behaviour. All motivation comes from emotion and feeling, not from intellect.
Every action comes because of its impulse. Higher motivation comes from a particular source. It is doing more than what one is suppose to.
People do what they want to do or otherwise motivated to do. They must be motivated or driven to it, either by themselves or through external stimulus.
Motivation at the work place:
While people join and work in an organization to satisfy their needs, the organization needs people to carry out their activities. Both are mutually interdependent. Motivation is to create an environment or condition on the job that a worker acting to attain personal goals acts in such a way that the work desired by the organization gets done. The factors, which stimulate an individual to direct his actions, behaviour, and mental states to achieve the goal / target, are known as Motivation.
Motivational behaviour is not only influenced by the personal characteristics of an individual but also by the various conditions prevalent in the organisation. Complex forces in an organization intensify the desire and willingness of a person to use his potentialities for achieving organizational objectives.
When we see a person doing his job vigorously with energy and arduously, we consider him to be highly motivated. There is a general feeling that a satisfied worker works hard and a dissatisfied worker hardly works. He shirks responsibilities. The psychology of motivation is an important field of knowledge. It has been difficult to explain why individuals show a positive attribute in a particular set of circumstances and negative attributes in different set of circumstances. It is a riddle to find out why some people have a desire and ambition to achieve a set goal in life, whereas other lacks it. Some can derive great satisfaction from jobs and others, for whatever reason cannot. Organisations cannot achieve goals unless employees’ behaviour is directed. The goals may be set either by an individual or by his superiors at the place of work.
Employees’performance depends on their ability and motivation. Ability depends on education, experience and training. Improving ability is a slow and long process, whereas, motivation can be improved quickly. The factors for motivation differ from person to person and over time their motivations might change. There is no common factor for it. Motivational factors can be Intrinsic or Extrinsic. Some persons are motivated by money, some by Incentives, some by recognition, some by feelings of achievement, some by the working conditions, some by power and position and some by rewards, punishment. Therefore, behind any action there is some cause, motive or purpose. It is combination of a person's desire and energy directed towards achieving a goal.
Process of Motivation:
Employee motivation depends both on Internal and External factors. Some of these factors are enumerated below-
Internal Factors External Factors
1.Motives 1.Managerial Process
2.Needs 2.Working Conditions
3.Goals 3.Policies
4.Aspirations 4. Promotional Opportunities
5.Wants 5.Organizational Goals
6.Values 6.Leadership Style
7.Morale 7.Communication
Theories of Motivation:
Different theories have been propounded for motivation. Theories of Maslow, Megreger, Herzberg are well known. These theories can be broadly classified into two categories Content Theories and Process Theories.
a- Content Theories:
Content theories suggest that each of us has certain needs and/or desires that have been internalized over many years. It suggests that we become motivated to meet our internalized needs. Two exponents of content theories are Maslow and Herzberg.
Maslow’s Theory:
According to Abraham Maslow it is the need, which is the starting point for motivation. Every individual has several needs. The needs differ from person to person. The behaviour of an individual at a particular moment usually depends on his strongest need. When despite continuous efforts of an individual his needs are not satisfied, he may substitute goals that may satisfy his needs. According to Maslow man’s needs are arranged in the hierarchy of less or great priority or potency. Unless the need at the lower level is satisfied, the higher order needs would not be operative. Once a need is satisfied, it no longer works as a motivator.
People at the lower levels in an organization are most concerned about achievement and success, whereas people occupying higher position in the hierarchy attach more importance to autonomy and self-actualization.
Maslow’s ‘Hierarchy of Needs’ emphasizes that once lower level needs, such as food, drink and shelter have been met, we’re motivated by higher level needs such as job security and a safe environment. Next, we seek out contact and friendship with fellow workers and fulfill the need to belong to a group. Once this need is satisfied, we strive for recognition, acknowledgement and rewards. As per Maslow the hierarchy of needs is as under, which people want to be fulfilled?
1. Physiological needs: These are the basic needs having highest strength. These needs are for sustaining life. They are for food, water, nutrients clothing, shelter etc. They continue to dominate until they are somewhat satisfied. So long these need dominant, all other needs become non-existent. A satisfied want no longer remains a want. Once the physiological needs are satisfied a new set of needs known as Safety needs emerge.
2. Safety Needs: These are basically the needs for self preservation and security for all kinds such as stability, dependency, protection, freedom from fear, anxiety chaos, need for legal protection and so on. This is the need for secure place to live where there is no fear of persecution, harassment. In a job it is the need for seniority, security, etc. Once the Physiological and Safety needs are fairly satisfied the needs for love, affection and belongings emerge.
3. Belongingness and love needs: It is a social need. It is the need to build relationships and feel part of a group. It is the need to belong and to be accepted by various groups. On satisfaction of this need a man feels confident, prestigious and powerful. It is the need to relate closely to others to have a friendly cooperative work group. On satisfaction of the need an individual wants to be more than just a member of the group. He wants recognition from others and thus emerges the esteem need.
4. Esteem Needs: All people in our society have a need for self-respect or self-esteem and for the esteem of others. These needs are of two types. Firstly the desire for strength for achievement, for mastery, competence confidence and freedom.
Secondly the desire for reputation, prestige, self-respect, status, fame, dignity, appreciation, recognition to feel good about oneself. Once an individual’s esteem needs are satisfied his focus shifts towards the need for self-actualization.
5.Self-Actualization needs: It is the desired need for growth. People work harder when they feel that their performance will show their standing on intelligence or leadership. It is a need to maximize one’s potential. It is achievement of things according to one’s self image. It is realizing of one’s potentialities .It is a desire to become what one is capable of becoming. Every individual has different motive in performing an activity.
It is the need to realize one’s full potential as a human being; to achieve that entire one is capable of. It is the highest achievement. The person works with one resolute determination, with a single pointed mind.
The higher nature of man includes the need for meaningful work, responsibility, being fair and just and doing what is worthwhile which he can do it well. Man’s nature is to seek actualization.
According to Maslow, our needs provide the motivational driving force that will influence our behaviour. His ideas suggested that dissatisfaction at work isn’t something intrinsic to the employee but may be attributed instead to poor job design, inappropriate managerial behaviour and/or structures and too few opportunities for job satisfaction.
Herzberg’s Theory:
Fredrick Herzberg developed the theory after analyzing extensive interview data. People were asked what things on their job made them unhappy or dissatisfied and what made them happy and satisfied. The results indicated that people were dissatisfied with their jobs when they were concerned about the environment in which they were working. These include factors like poor company policy, interpersonal relations, salary, security, achievement, advancement, recognition, responsibility, work itself and working conditions. People felt happy about their jobs, as the job itself was good.
The theory is also known as “ Two Factor Theory”. The theory indicates that people like to do those things, which they consider valuable. Human beings are influenced by two basic and quite different needs. Those needs, which not fulfilled cause dissatisfaction and those, which provide positive satisfaction upon fulfillment. An individual is not highly motivated as a result of receiving an increase in salary. By increase in his pay, he temporarily ceases to be dissatisfied about his pay. A person derives more motivation when a thing gives him a sense of achievement, more responsibilities, advancement or increase in the intrinsic interest in the work.
If these conditions are not present they do not result in dissatisfaction. Increase in efficiency acts as motivator and gives people greater scope to gain personal achievement, recognition challenge, responsibility and opportunity for individual growth and development.
Preventing or reducing dissatisfaction in the work situation is quite different from providing positive satisfaction. Motivation can be provided if motivators are used in the work situation.
Herzberg believed that people had higher and lower levels of needs. He divided these needs into following two categories:
1.Hygiene factor:
These factors are not intrinsic part of job and are not directly related to work. These are ‘environmental’ factors. These factors are related to the conditions under which a job is a performed. These factors do not increase the output of a worker however; they prevent dissatisfaction or losses in workers performance due to restrictions. These factors are mainly related to the environment at the place of work e.g. policies and administration, types of supervision, style of leadership, working conditions, inter-personal relationships security, type of work, working hours, status, job security salary etc.
Hygiene factors do not, in themselves, provide motivation but their presence reduces dissatisfaction and de-motivation.
2.Motivators:
These are the intrinsic job conditions, which motivate an individual in performing his job, and help an organisation in reducing dissatisfaction amongst workers. These are positive factors within a job role that allow for such things as achievement, responsibility, recognition, advancement and challenge. They contribute to the satisfaction of a worker, and his development while working in an organisation. They also give a feeling of achievement, professional growth, and recognition for accomplishment, challenging work etc.
Herzberg suggests that these factors are the ones that motivate individuals to perform to the best of their ability.
According to Herzberg both sets of factors are must for maximizing job satisfaction and for motivating the entire workforce. Employees will become dissatisfied If lower needs are not met. Even if steps are taken to reinforce lower level needs by the addition of more hygiene factors (such as wages or work hours), it is not necessary that the people would be motivated. A more effective way of encouraging a motivated workforce is to appeal to the higher level needs of an employee by assigning more responsibility or providing greater scope for advancement. In this way the individual’s goals are satisfied within the context of existing organizational goals.
As per Frederick Herzberg “ Management have always looked at man as an animal to be manipulated with a carrot and stick. They found that when a man hurts, he will move to avoid pain—and they say, ‘we are motivating the employees.’ Hell, you’re not motivating them, you’re moving them.”
Process Theories:
Process theories of motivation look at our thought processes. It explains the behavioral choices that are made which lead to actions intended to acquire reward. If one feels that his efforts will be appreciated, he may be more inclined to work harder towards a goal. The choice to assign efforts to a particular activity is decided on the expected reward. For example, if one is more productive than his co-workers in a similar role, and if this is recognized and rewarded then the level of motivation of that person will be the maximum.
Adam’s Equity Theory is one example of the process theory of motivation. Adam argues that people are motivated by ‘inequity’. We compare ourselves to others performing similar tasks and assess relative effort and reward. If one sees a co-worker is being rewarded similarly, in terms of rewards, salary, prestige and promotion, without putting more efforts and energy than himself, it acts as a negative motivator and the result is a dis-inclination to continue inputting effort and energy. However, if rewards commensurate with efforts, it results into a positive motivating factor. When one sees performers and non-performers are treated at par performers become demotivated.
Duglas MC Gregor’s Theory:
Douglas McGregor in his book “The Human Side of Enterprise”has examined theories on behaviour of individuals at work. According to him it is the management, which has to harness human energy to organisational requirement. Traditional and progressive organisations have different predisposition towards people. He formulated two models. Theories developed by him are known as “Theory X” and “Theory Y”.
Theory “X”:
Theory “X”relies mainly upon external control over human behavior. Traditional organisations have system of centralised decision-making and superior subordinate pyramid. It has assumptions about human nature and human motivation. The underlying assumption is that people must be made to do what is necessary for the success of enterprises. Its attention is directed to the techniques of direction and external control. It lays emphasis on the tactics of control procedures and techniques of telling people what to do, so as to determine whether they are to be rewarded or punished.
Assumptions of Theory ‘X’
Theory “X”is based on the following assumptions. It assumes that:
Average man is lazy by nature and inherently dislikes to work. He is self centered and indifferent to the organisational needs. He dislikes responsibility and prefers to be directed. He desires security above every thing. He is motivated only at the physiological and safety needs. He lacks ambition. He is gullible, not very bright has no or little creativity in solving or organisational problems. As the work is inherently distasteful to him he wants to work as little as possible or would avoid it if he can. Therefore, people must be closely watched and controlled and threatened, and then only they will work hard to achieve organisational goals. Therefore management must be tough and should have tight controls. Organisations, which accept theory ‘X’assumptions supervise and control their employees closely. They feel that external control is appropriate for dealing with unreliable, irresponsible and immature people.
A management can be soft, weak or hard in its approach with the employees. Workers take advantage of soft approach. They continually expect more but give less and less. On the other hand hard approach creates difficulties.
The assumptions of those following theory X are “wrong”. Man needs some deeper higher order motivation, the opportunity to fulfill himself, than financial rewards at work.
Those in control and in command do not give opportunities to the employees to prove their worth, but behave in unexpected fashion. Thus forces breed counter forces, which restricts output.
Workers are terrorized and management objectives are sabotaged. The best approach therefore could be neither hard nor soft but it should be transparent, firm and fair.
In view of increase in the level of education, standard of living democratic pattern of society, McGregor concluded that theory ‘X’ assumptions might fail to motivate many individuals to work towards organisational goals. He felt that management should understand human nature more accurately and developed an alternate theory of human behavior known as theory ‘Y’.
Theory ‘Y’
The theory relies heavily on self-control and self-direction. It assumes that by nature a worker is not lazy and unreliable. If properly motivated to work he can be creative and self-directed. Hence it is the responsibility of organisation to create an environment, which will encourage commitment to its objectives. It would also provide opportunity for initiative, ingenuity and self-direction in achieving organisational goals.
Assumptions of Theory ‘Y’:
Theory ”‘Y” is based on the assumption that Work is a natural phenomenon. In favorable conditions it is like play. By nature people are neither passive nor resistant to organisational needs. They have become so as a result of experience in the organisation. Self-control is often indispensable in achieving organisational goal. The capacities for achieving responsibility readiness to direct behavior towards organisatiional goals are present in people. If properly motivated, people can be self directed and creative at work. It is the responsibility of management to make it possible for people to recognize and develop their abilities. Motivation is the potential for development. It occurs at the social esteem and self-actualization levels as well as physiological and security levels.
Supporters of theory ‘Y’ help employees in gaining more experience and expertise. They assign more and more responsibilities to employees and have lesser external control over them. Employees are able to achieve the satisfaction of social esteem and self-actualization needs within this kind of environment.
What motivates?
The theories mentioned above energies and influence human behavior towards a certain direction/goal. Motivation is the key to individual success and organisational effectiveness. Under the conditions of modern industrial life, the intellectual potentialities of the average man are only partially utilized. Motivation differs from person to person, for some it is intellectual challenge, and for some an opportunity for creative activity or social contacts. The task itself may not be rewarding but its accomplishment may. Delegation of responsibility is conducive to motivation. People desire to seek recognition and approval, praise from others/superiors. This satisfies employee's ego. There are different reasons for a person in doing his work with interest.
1.When the work itself is intrinsically rewarding, it is an incentive to work hence motivating.
2.When the job is important, challenging, satisfying employees are motivated and committed to the organization.
3.When good interpersonal relationship exists.
4.Whencontrol and punishment are not the ways to make people work.
Finer points in motivation:
Management pays a heavy price for dissatisfying work, friction on the job, substandard output and quality, high turnover, absenteeism and tardiness etc. People differ in the expectations they bring to their jobs and the satisfaction they derive from job. While dealing with human being an organization has to keep in mind that
A job can be both satisfying and dissatisfying at the same time.
Motivation lies at the root of any person’s desire to excel in his or her work.
Motivated workers are the most productive worker.
The promise of money can make a man to work, but it cannot motivate him. Motivation means an inner desire to make an effort.
Routine tasks give evidence of extinguishing worker’s ambitions, initiative and purposive direction towards life goals.
If the work provides little satisfaction, employees seek their satisfaction else where in the job
Men often will not work at all and will rarely work well under other incentives if the social situation from their point of view is unsatisfactory.
" Blowing of Steam" would relieve many tensions and dissatisfaction.
Leadership and Employees Motivation:
The job of a manager is to get things done through employees. To do this he should be able to motivate them. Motivation in practice is different from what is in theory.
To understand motivation, human nature has to be understood. Which can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace. Therefore qualitative leadership is must for effective management.
Researches indicate that beyond a certain point, a worker cannot find satisfaction by high monetary reward. Workers prefer
Job security
Working conditions
Advancement
Type of work
Company - proud to work for
Conclusion:
Late Bertrand Russell has expressed that mere knowledge does not have motivation within it: Motivation comes from a different source, namely, the field of emotions and sentiments in man. Something must stimulate knowledge ;otherwise it remains static and unable to influence human action. Our knowledge, said Russell that any two sides of a triangle are greater than the third side, does not motivate us while walking, that we should go by the short side and not by long side that motivation comes from some other inner source in man.
Motivation is inspiration .It is the joyous content of thrilled ecstasy of each immediate moment. An inspired work, and working in inspiration environment promises the greatest success.
The success of an organisation depends mainly on its work force unless the workers perform their duties properly and efficiently an organisation cannot grow. Every organisation desires best results from its employees and most employees want to do a good job. They want to do meaningful, challenging, exciting jobs and work, even if it is tiring and unpleasant. Therefore organisations have to make jobs challenging, exciting and meaningful. They have to understand the impact of various motivational and de-motivational factors. There is no common factor responsible for motivation or demotivation as it differs from person to person. A lack of motivation could be due to a number of problems viz., personal, family, financial, absence of corporate culture and policy, Style of management, attitudes of the manager, unfair treatment to people, improper reward and punishment system etc., To get maximum motivational mileage management has to be transparent and fair in its dealings. Motivation has to be institutionalized and not individualized.
People at the lower levels in an organization are most concerned about achievement and success, whereas people occupying higher position in the hierarchy attach more importance to autonomy and self-actualization.
Maslow’s ‘Hierarchy of Needs’ emphasizes that once lower level needs, such as food, drink and shelter have been met, we’re motivated by higher level needs such as job security and a safe environment. Next, we seek out contact and friendship with fellow workers and fulfill the need to belong to a group. Once this need is satisfied, we strive for recognition, acknowledgement and rewards. As per Maslow the hierarchy of needs is as under, which people want to be fulfilled?
1. Physiological needs: These are the basic needs having highest strength. These needs are for sustaining life. They are for food, water, nutrients clothing, shelter etc. They continue to dominate until they are somewhat satisfied. So long these need dominant, all other needs become non-existent. A satisfied want no longer remains a want. Once the physiological needs are satisfied a new set of needs known as Safety needs emerge.
2. Safety Needs: These are basically the needs for self preservation and security for all kinds such as stability, dependency, protection, freedom from fear, anxiety chaos, need for legal protection and so on. This is the need for secure place to live where there is no fear of persecution, harassment. In a job it is the need for seniority, security, etc. Once the Physiological and Safety needs are fairly satisfied the needs for love, affection and belongings emerge.
3. Belongingness and love needs: It is a social need. It is the need to build relationships and feel part of a group. It is the need to belong and to be accepted by various groups. On satisfaction of this need a man feels confident, prestigious and powerful. It is the need to relate closely to others to have a friendly cooperative work group. On satisfaction of the need an individual wants to be more than just a member of the group. He wants recognition from others and thus emerges the esteem need.
4. Esteem Needs: All people in our society have a need for self-respect or self-esteem and for the esteem of others. These needs are of two types. Firstly the desire for strength for achievement, for mastery, competence confidence and freedom.
Secondly the desire for reputation, prestige, self-respect, status, fame, dignity, appreciation, recognition to feel good about oneself. Once an individual’s esteem needs are satisfied his focus shifts towards the need for self-actualization.
5.Self-Actualization needs: It is the desired need for growth. People work harder when they feel that their performance will show their standing on intelligence or leadership. It is a need to maximize one’s potential. It is achievement of things according to one’s self image. It is realizing of one’s potentialities .It is a desire to become what one is capable of becoming. Every individual has different motive in performing an activity.
It is the need to realize one’s full potential as a human being; to achieve that entire one is capable of. It is the highest achievement. The person works with one resolute determination, with a single pointed mind.
The higher nature of man includes the need for meaningful work, responsibility, being fair and just and doing what is worthwhile which he can do it well. Man’s nature is to seek actualization.
According to Maslow, our needs provide the motivational driving force that will influence our behaviour. His ideas suggested that dissatisfaction at work isn’t something intrinsic to the employee but may be attributed instead to poor job design, inappropriate managerial behaviour and/or structures and too few opportunities for job satisfaction.
Herzberg’s Theory:
Fredrick Herzberg developed the theory after analyzing extensive interview data. People were asked what things on their job made them unhappy or dissatisfied and what made them happy and satisfied. The results indicated that people were dissatisfied with their jobs when they were concerned about the environment in which they were working. These include factors like poor company policy, interpersonal relations, salary, security, achievement, advancement, recognition, responsibility, work itself and working conditions. People felt happy about their jobs, as the job itself was good.
The theory is also known as “ Two Factor Theory”. The theory indicates that people like to do those things, which they consider valuable. Human beings are influenced by two basic and quite different needs. Those needs, which not fulfilled cause dissatisfaction and those, which provide positive satisfaction upon fulfillment. An individual is not highly motivated as a result of receiving an increase in salary. By increase in his pay, he temporarily ceases to be dissatisfied about his pay. A person derives more motivation when a thing gives him a sense of achievement, more responsibilities, advancement or increase in the intrinsic interest in the work.
If these conditions are not present they do not result in dissatisfaction. Increase in efficiency acts as motivator and gives people greater scope to gain personal achievement, recognition challenge, responsibility and opportunity for individual growth and development.
Preventing or reducing dissatisfaction in the work situation is quite different from providing positive satisfaction. Motivation can be provided if motivators are used in the work situation.
Herzberg believed that people had higher and lower levels of needs. He divided these needs into following two categories:
1.Hygiene factor:
These factors are not intrinsic part of job and are not directly related to work. These are ‘environmental’ factors. These factors are related to the conditions under which a job is a performed. These factors do not increase the output of a worker however; they prevent dissatisfaction or losses in workers performance due to restrictions. These factors are mainly related to the environment at the place of work e.g. policies and administration, types of supervision, style of leadership, working conditions, inter-personal relationships security, type of work, working hours, status, job security salary etc.
Hygiene factors do not, in themselves, provide motivation but their presence reduces dissatisfaction and de-motivation.
2.Motivators:
These are the intrinsic job conditions, which motivate an individual in performing his job, and help an organisation in reducing dissatisfaction amongst workers. These are positive factors within a job role that allow for such things as achievement, responsibility, recognition, advancement and challenge. They contribute to the satisfaction of a worker, and his development while working in an organisation. They also give a feeling of achievement, professional growth, and recognition for accomplishment, challenging work etc.
Herzberg suggests that these factors are the ones that motivate individuals to perform to the best of their ability.
According to Herzberg both sets of factors are must for maximizing job satisfaction and for motivating the entire workforce. Employees will become dissatisfied If lower needs are not met. Even if steps are taken to reinforce lower level needs by the addition of more hygiene factors (such as wages or work hours), it is not necessary that the people would be motivated. A more effective way of encouraging a motivated workforce is to appeal to the higher level needs of an employee by assigning more responsibility or providing greater scope for advancement. In this way the individual’s goals are satisfied within the context of existing organizational goals.
As per Frederick Herzberg “ Management have always looked at man as an animal to be manipulated with a carrot and stick. They found that when a man hurts, he will move to avoid pain—and they say, ‘we are motivating the employees.’ Hell, you’re not motivating them, you’re moving them.”
Process Theories:
Process theories of motivation look at our thought processes. It explains the behavioral choices that are made which lead to actions intended to acquire reward. If one feels that his efforts will be appreciated, he may be more inclined to work harder towards a goal. The choice to assign efforts to a particular activity is decided on the expected reward. For example, if one is more productive than his co-workers in a similar role, and if this is recognized and rewarded then the level of motivation of that person will be the maximum.
Adam’s Equity Theory is one example of the process theory of motivation. Adam argues that people are motivated by ‘inequity’. We compare ourselves to others performing similar tasks and assess relative effort and reward. If one sees a co-worker is being rewarded similarly, in terms of rewards, salary, prestige and promotion, without putting more efforts and energy than himself, it acts as a negative motivator and the result is a dis-inclination to continue inputting effort and energy. However, if rewards commensurate with efforts, it results into a positive motivating factor. When one sees performers and non-performers are treated at par performers become demotivated.
Duglas MC Gregor’s Theory:
Douglas McGregor in his book “The Human Side of Enterprise”has examined theories on behaviour of individuals at work. According to him it is the management, which has to harness human energy to organisational requirement. Traditional and progressive organisations have different predisposition towards people. He formulated two models. Theories developed by him are known as “Theory X” and “Theory Y”.
Theory “X”:
Theory “X”relies mainly upon external control over human behavior. Traditional organisations have system of centralised decision-making and superior subordinate pyramid. It has assumptions about human nature and human motivation. The underlying assumption is that people must be made to do what is necessary for the success of enterprises. Its attention is directed to the techniques of direction and external control. It lays emphasis on the tactics of control procedures and techniques of telling people what to do, so as to determine whether they are to be rewarded or punished.
Assumptions of Theory ‘X’
Theory “X”is based on the following assumptions. It assumes that:
Average man is lazy by nature and inherently dislikes to work. He is self centered and indifferent to the organisational needs. He dislikes responsibility and prefers to be directed. He desires security above every thing. He is motivated only at the physiological and safety needs. He lacks ambition. He is gullible, not very bright has no or little creativity in solving or organisational problems. As the work is inherently distasteful to him he wants to work as little as possible or would avoid it if he can. Therefore, people must be closely watched and controlled and threatened, and then only they will work hard to achieve organisational goals. Therefore management must be tough and should have tight controls. Organisations, which accept theory ‘X’assumptions supervise and control their employees closely. They feel that external control is appropriate for dealing with unreliable, irresponsible and immature people.
A management can be soft, weak or hard in its approach with the employees. Workers take advantage of soft approach. They continually expect more but give less and less. On the other hand hard approach creates difficulties.
The assumptions of those following theory X are “wrong”. Man needs some deeper higher order motivation, the opportunity to fulfill himself, than financial rewards at work.
Those in control and in command do not give opportunities to the employees to prove their worth, but behave in unexpected fashion. Thus forces breed counter forces, which restricts output.
Workers are terrorized and management objectives are sabotaged. The best approach therefore could be neither hard nor soft but it should be transparent, firm and fair.
In view of increase in the level of education, standard of living democratic pattern of society, McGregor concluded that theory ‘X’ assumptions might fail to motivate many individuals to work towards organisational goals. He felt that management should understand human nature more accurately and developed an alternate theory of human behavior known as theory ‘Y’.
Theory ‘Y’
The theory relies heavily on self-control and self-direction. It assumes that by nature a worker is not lazy and unreliable. If properly motivated to work he can be creative and self-directed. Hence it is the responsibility of organisation to create an environment, which will encourage commitment to its objectives. It would also provide opportunity for initiative, ingenuity and self-direction in achieving organisational goals.
Assumptions of Theory ‘Y’:
Theory ”‘Y” is based on the assumption that Work is a natural phenomenon. In favorable conditions it is like play. By nature people are neither passive nor resistant to organisational needs. They have become so as a result of experience in the organisation. Self-control is often indispensable in achieving organisational goal. The capacities for achieving responsibility readiness to direct behavior towards organisatiional goals are present in people. If properly motivated, people can be self directed and creative at work. It is the responsibility of management to make it possible for people to recognize and develop their abilities. Motivation is the potential for development. It occurs at the social esteem and self-actualization levels as well as physiological and security levels.
Supporters of theory ‘Y’ help employees in gaining more experience and expertise. They assign more and more responsibilities to employees and have lesser external control over them. Employees are able to achieve the satisfaction of social esteem and self-actualization needs within this kind of environment.
What motivates?
The theories mentioned above energies and influence human behavior towards a certain direction/goal. Motivation is the key to individual success and organisational effectiveness. Under the conditions of modern industrial life, the intellectual potentialities of the average man are only partially utilized. Motivation differs from person to person, for some it is intellectual challenge, and for some an opportunity for creative activity or social contacts. The task itself may not be rewarding but its accomplishment may. Delegation of responsibility is conducive to motivation. People desire to seek recognition and approval, praise from others/superiors. This satisfies employee's ego. There are different reasons for a person in doing his work with interest.
1.When the work itself is intrinsically rewarding, it is an incentive to work hence motivating.
2.When the job is important, challenging, satisfying employees are motivated and committed to the organization.
3.When good interpersonal relationship exists.
4.Whencontrol and punishment are not the ways to make people work.
Finer points in motivation:
Management pays a heavy price for dissatisfying work, friction on the job, substandard output and quality, high turnover, absenteeism and tardiness etc. People differ in the expectations they bring to their jobs and the satisfaction they derive from job. While dealing with human being an organization has to keep in mind that
A job can be both satisfying and dissatisfying at the same time.
Motivation lies at the root of any person’s desire to excel in his or her work.
Motivated workers are the most productive worker.
The promise of money can make a man to work, but it cannot motivate him. Motivation means an inner desire to make an effort.
Routine tasks give evidence of extinguishing worker’s ambitions, initiative and purposive direction towards life goals.
If the work provides little satisfaction, employees seek their satisfaction else where in the job
Men often will not work at all and will rarely work well under other incentives if the social situation from their point of view is unsatisfactory.
" Blowing of Steam" would relieve many tensions and dissatisfaction.
Leadership and Employees Motivation:
The job of a manager is to get things done through employees. To do this he should be able to motivate them. Motivation in practice is different from what is in theory.
To understand motivation, human nature has to be understood. Which can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace. Therefore qualitative leadership is must for effective management.
Researches indicate that beyond a certain point, a worker cannot find satisfaction by high monetary reward. Workers prefer
Job security
Working conditions
Advancement
Type of work
Company - proud to work for
Conclusion:
Late Bertrand Russell has expressed that mere knowledge does not have motivation within it: Motivation comes from a different source, namely, the field of emotions and sentiments in man. Something must stimulate knowledge ;otherwise it remains static and unable to influence human action. Our knowledge, said Russell that any two sides of a triangle are greater than the third side, does not motivate us while walking, that we should go by the short side and not by long side that motivation comes from some other inner source in man.
Motivation is inspiration .It is the joyous content of thrilled ecstasy of each immediate moment. An inspired work, and working in inspiration environment promises the greatest success.
The success of an organisation depends mainly on its work force unless the workers perform their duties properly and efficiently an organisation cannot grow. Every organisation desires best results from its employees and most employees want to do a good job. They want to do meaningful, challenging, exciting jobs and work, even if it is tiring and unpleasant. Therefore organisations have to make jobs challenging, exciting and meaningful. They have to understand the impact of various motivational and de-motivational factors. There is no common factor responsible for motivation or demotivation as it differs from person to person. A lack of motivation could be due to a number of problems viz., personal, family, financial, absence of corporate culture and policy, Style of management, attitudes of the manager, unfair treatment to people, improper reward and punishment system etc., To get maximum motivational mileage management has to be transparent and fair in its dealings. Motivation has to be institutionalized and not individualized.
