Motivation in the Workplace Essay

Motivation is difficult to explain and practice. stock-still pauperization is still the one affaire that guides concourse productive in their jobs. Whether the penury is tangible or not, it all expects on the undivided and how charge takes the information and applies it. thither be most(prenominal) theories and practices that digest be studied and applied to any situation. motivational theories atomic number 18 studied and practiced by theorists and companies to change magnitude productiveness. correspond to Jerald Greenberg (1999) scientist be in possession of be motivations as the process of aro using, directing and maintaining demeanour towards a finis. The act of arousing is colligate to the craving and vigor to produce. Directing is the choice of way, and maintenance is the inclination to behave a accepted appearance until the desired payoff is met (Greenberg 1999).Much of the motivation theories depart be related to the definition provided. Some maj or(ip) motivation theories along with the method to successfully remind employees pass on be introduced. The opening and method that a jitney whitethorn choose to physical exertion get out depend on the environment and on the soul. thither be two oddballs of motivation theories field of study and process. The Content theories argon based on the fundamental necessitate and drives. The other theories focal point on the process by which people atomic number 18 trigger offd (Pepitone, 1999). Content theories of motivation focus on this question What causes expression to occur and stop? The answers usually focalize on (1) the needfully, motives or desires that drive compact and forces employees to action and (2)employees relationships to the incentive that lead, induce, pull and take them to bring to pass.The involve or motives are inwrought to the individual. They cause people to choose a specific course of action to come across a need. Incentives are external f actors that sire evaluate or utility to the close or outcome of the employees behavior (Pepitone, 1999). Abraham H. Maslows Hierarchy of Needs is a mental object motivational theory. Maslows basis was pitying behavior. He conducted his investigation betwixt 1939 and 1943. The pecking ball club of call for has five sets of goals that are called basic unavoidably. Maslows idea was people allow not be healthy and well-balanced un little they have their needs met (Greenberg 1999). Maslow arranged the needs in different levels in set up of importance. As in a hierarchy the put down level are the around basic needs and the top are the in high spiritser level needs. Looking at the figure below one crapper see how the hierarchy charms.The lower order needs moldiness(prenominal) be met in the first place proceeding to the higher order needs. According to Greenberg (1999), Maslows needs are in the following order physiological need, arctic need, social need, esteem ne ed, and self-actualization. Mans basic needs are physiological, for ex group Ale, hunger, thirst, sleep, and so on When these are satisfied they are replaced by safety needs reflecting ones desire for protection against danger or neediness. These in while, when satisfied are replaced by the need for love or be to, which are functions of mans desire to belong to a group, to give and obtain friendship and to associate happily with people. When these needs have been satisfied, the esteem needs seeks to be met. nonpareil desires self -esteem and self-respect, which are impact by a persons standing reputation, and his need for recognition and appreciation. Finally, individuals have a need for self-actualization or a desire for self-fulfillment.The urge by individuals for self-development, creativeness and job satisfaction (Boeree 1999) In the past, focal point rewards systems have attempted to satisfy an individuals lower level needs for safety and physiological security, for pr otection against deprivation and the threat to a worker or his family. However, worry rewards systems should be, aiming to satisfy the individuals actual need (Boeree 1999). When believed that a certain reward is authorised and finish be attained, the individual pass on demonstrate a disposed amount of effort. This in turn testament be demonstrated in action. The link between effort, surgical procedure and hope is roughly accomplishing the line of work. The links between the mathematical operation and reward are connected. Ones assumption for whether the rewards are available if the person worked effectively describes the link. In this link the passenger car/ governing is responsible of acknowledging the performance of the employee. If the manager/ boldness does not acknowledge the employee, in that respect slew be a disruption in the motivation. The acknowledgment needs to be direct, strong, and immediate.Employees usually determine in pull ahead what their behavi or may accomplish and the value they place on alternative feasible accomplishments or outcomes. Goal setting theory is the specification of goal to adjoin performance. delegate difficult goals usually result in higher performance. Goal setting has collar components that have to be used to successfully apply this judgment. First the identification of the process, wherefore the characteristics and finally the feedback. The characteristics of goal setting be of making the goal specific and challenging. The goal must(prenominal) be challenging to increase self-efficacy. It has been noted that a difficult task bleeds to increase an employees performance. This may be because usually people work harder to name a challenging goal as long it is believed that it can be done.Lastly, feedback will allow people to be certain of their progress. This stage usually included praises about the sizable job that has been done (Wheaton &type A Cameron, 1998). The descriptions of content and process theories of motivation relations with organizational and individual behavior are briefly explained. The explanation is and a basis for a better agreement on why and how to begin the concept of motivating employees. All the theories conclude that the manner that managers perceive their organizations and their employees affect their productivity. Whether they are private, common or non-profit organization their aim is to be productive and effective. When looking at the different sectors, they have different goals and objectives, and therefore they must take different approaches in management.though this may be true we must also acknowledge that all sectors choose one to actuate their lag to produce. As managers we must into consideration the different type of individual that make up our organizations. One must modify management meanss and behaviors. Dr. Renis Likert has researched many organizations and developed an effective manner to motivate employees and have a p roductive organization. He has identified four management agencys that he feels should be a part of management style in an organization. First consumptive style is where management makes all the decisions and the lower levels are given no force this style has an authoritative approach. The second is the human style that has an authoritative approach, up to now in this case the management has just about put. The consultive style has substantial amount of trust in their mental faculty. The module is make by reward and some involvement.There is some communication and teamwork involved. Lastly the participative style is to a greater extent of the group approach. Management has confidences in their ply and the stave feels responsible in accomplishing the organizations mission. This style encourages communication and teamwork. The participative style is the best approach for profit and customer service organizations. Organizations should make the transition to train management to motivate their staff using the participative approach ( bull 1991). As a manager it is difficult to motivate your staff to be productive however, using certain methods can construct a positive environment. It was thought that money motivated people but that has changed. Much of the theories discussed in advance push-down storage with individual behaviors and needs. One can conclude that motivation is internal and as employers one must make observations and define what each individual desires.According to Cook (1991) manager must give their staff as much as an organization can. Many employees want to have benefits and security, however what happens after a job has provided those needs. look upon that Maslow theory has the five needs of an individual and they do not all deal with the necessary needs. As an employer identifying what stage your employee is in will abet in putting a plan into action. Collaboration is a way to give employees the feeling of importance. Eliminati ng any kind of obstacle will create an atmosphere that your staff is eager to perform (Bruce, A. & Pepitone, J. 1999). Another approach is educating your employees and matches them to projects that they risk interesting and those on which they are knowledgeable. Employees are willing to work harder on projects that they can relate to. This will also increase their success rate that will help in improving their self-esteem. Yet another(prenominal) way to increase productivity is with empowerment. well-favored people the choice to make decisions and plentiful them the tools and supports to their job will increase the internal motivation force within the employees. shape up staff to satisfy their need for standstill and create a relationship with the employee to be part of the organizations mission. It is difficult to motivate employees when a managers enamor is negative. For face a managers behavior is explained with McGregors Theory X or Theory Y. In this case a manager mus t identify what style of managing is most effective. Building morale is an important concept when motivating employees. Morale will help create productivity in an organization. Developing a shared trance is a way to begin expression morale. For instance as managers, one must communicate views honestly a at a time during discussion with employees about performance. Make trusted they have the necessary information to do their job. Allow employees to influence their own performance goals. Get out of the office, be evident and accessible. Communicate a clear view of the long-range direction of the organization. Listen carefully and consider the opinions of others open-mindedly before evaluating staff. Communicate high personal standards informally with day-to-day contact. mean to acknowledge the progress that the staff has achieved any with certificates, a note or retributory a tap on the shoulder. The staff wants to be told that they are doing a good job (Pepitone & Bruce, 1 999). Again empowering staff requires some basic principles. Inform the staff what their responsibilities are. Give them authority equal to their responsibilities. dance band standards of excellence. Provide people with training that will enable them to meet these standards. Provide feedback on performance. Recognize them for their achievements. Trust and treat them with self-respect and respect (Nelson 1997). Showing staff that management is listening and affirming that you understand their view will create positive work environment. The dustup that use is also very important. utilise we and us when speaking of the organization this will make the staff feel a part of the organization, thus improving the productivity of the staff.Encourage employees to make suggestion no matter how small the idea may be, and this will create a well-to-do environment and inspire more evidentiary ideas (Cook 1991). It is important to point out, however, that motivation must be used wisely. The m isuse of some theories and techniques could result in negative consequences. call in that employees who receive rewards on performance tend to perform better than employees in groups where rewards are not based on performance. apprehension the causes of human behavior can augur the behavior to the extent that the behavior can be controlled. Therefore, if managers understand the relationship between incentives, motivation, and productivity, they should be able to predict the behavior of their employees.Consequently, managers who know this, and know how to apply given incentive, can expect to realize change magnitude productivity from employees. Today, 70% of employees are less motivated while 50% only put enough effort into their work to keep their job (Spitzer 1995). Many managers are not sure of the technique to use to motivate their staff. The best way to breakthrough what motivates staff is to ask them directly. This may be done informally or during performance evaluations. Find out what he/she wants from the organization and what makes them happy. A happy employee will be more productive than an unhappy one. If there has been a problem with absenteeism it may be because the organization is not fulfilling their needs. Whether it is need for achievement, the need for power, the need for affiliation, or the basic needs as studied by Herzberg, McClelland, or Maslow as a manager must examine and modify the management approach.ReferencesBoeree, C. George (2006) Abraham Maslow. usable http//webspace.ship.edu/cgboer/maslow.htmlCook, M. (1991). 10-Minute Guide to Motivating People. impudently York important BookGreenberg, J. (1999) Managing Behavior in organizational (2nd Ed.). New Jersey Prentice signLearning, Reinforcement, Reward System and Self-Management Teams. Available www.emporio.eduNelson, B (1997). 1001 Ways to Energize Employees. New York artificer PublishingPepitone, J. &Bruce, A. (1999) Motivating Employees. New York McGraw HillSpitzer, D . (1995). Super Motivation. New York AMACON.Wheaton & Cameron.(1998) Developing Management Skills 4th Ed. Addison Wesley Inc