If employees are treated fairly well but have little favorable attitudes toward their work and are unwilling to go above and beyond for the company, the company has a motivation problem (Herzberg 1976, 94).
A competent manager must understand what inspires people to work hard and how to meet their requirements (Ferguson 1987, 149).
Managers need to comprehend what energizes human behavior, in order to understand how to motivate their employees (Hamner and Organ 1978, 146).
We must recognize that different people expect different things from their jobs, and different leadership styles exist; no single approach of motivation can please everyone (Stanton 1983, 208).
Motivation is important because it directs and intensifies human behavior, (Frymier 1974)
As a result, when people believe in something, they will be tremendously motivated
1. Their behavior will
lead to certain rewards
2. These rewards are
worthwhile and valuable
3. They are able to
perform at a level that will result in the attainment of the rewards
(Burke 1987, 34).
Our immediate problem will not be a lack of opportunities for the truly motivated, but a lack of motivated people willing and able to seize those opportunities (Rogers and Levey 1987, 10).
As people grow older, respect and self-actualization tend to become increasingly important, according to Hersey (Hersey and Blanchard 1982, 56).
According to Hamner (1978), the energizing force of behavior alters during the course of a person's career, therefore in order to encourage older workers, higher level requirements must be met.
If worker unhappiness is identified as a big issue, the hygiene elements must be addressed; nevertheless, in order to increase performance, the management must address the motivators, which may entail changing the nature of the task to make it more demanding and intrinsically gratifying (Tosi, Rizzo, and Carroll 1986,223).
The elements of an organizational incentive system, such as money, fringe benefits, and promotion, must be desired by the employee; in other words, they must be positively valent in the employee's preference hierarchy. Variances in performance level will result in variations in the amount of award earned, the employee must understand (Hamner and Organ 1978, 146)
Money, as a motivation, is explained by Herzberg as follows: "Salary is widely used as both a motivator and a hygiene because of its widespread character. Although it is largely a hygienic component, it can also operate as a motivator, with dynamics that are comparable to those of accomplishment acknowledgment." (Herzberg, 1976, p. 71)
Hersey said it clearly when he stated, "Management by direction and control may not succeed because it is a questionable method for motivating people whose physio-logical and safety needs are reasonably satisfied and who’s social, esteem, and self-actualization needs are becoming predominant."(Hersey 1982, 48).
Employees must understand that varying levels of performance will result in varying amounts of compensation (Hamner and Organ 1978, 146).
Pay raises, promotions, and fringe perks are examples of extrinsic consequences. Extrinsically motivated employees often feel powerless over their work conduct (Aldag1979, 21).
Pay raises, promotions, and fringe perks are examples of extrinsic consequences. Extrinsically motivated employees often feel powerless over their actions on the job (Aldag1979, 21).
People management comprises two issues: good management of hygienic needs and proper management of motivators, because human beings aim to meet two primary need systems (Herzberg 1976, 84).
Managers must develop innovative strategies to keep their personnel as motivated as possible on a regular basis. Because of the benefits that motivation may provide, it is extremely vital for any firm. (International journal of engineering technology, management and applied sciences November 2014).
Reference
Aldagi Ramon J.Task Design and Employee Motivation. Glenview, IL: Scott, Foresman and Company, 1979.
Burke, W. Warner. Organizational Development. Reading, MA:Addison-Wesley Publishing Company, 1987.
Frymier, Jack R. Motivation and Learning in School. Bloomington, IN: Phi Delta Kappa Educational Foundation.1974.
Ferguson, Diane B. Management Styles and Employee Motivation. Edited by R. Wilkins. Vol. II, Administrative Manual. Arlington, VA: American Association of Blood Banks.1987.
Hamner, W. Clay and D. Organ. Organizational Behavior An A22242cipscholoiroach.Dallas: Business Publ cations.1978.
Hersey, Paul and Ken Blanchard. Management of Organiza-tional Behavior Utilizing Human Resources. Englewood Cliffs, NJ: Prent ce-Hall.1982.
Herzberg, Fredrick. Work and The Nature of Man. NewYork: Thomas Y. Crowell Co.1966.
Herzberg, The Managerial Choice, To be efficient and to be Human. Homewood, IL: Dow J3nes-Irwin.1976.
Herzberg, Frederick; Bernard Mausner; and Barbara Snyderman. The Motivation to Work. New York: Wiley, 1959.
International journal of engineering technology, management and applied sciences Vinay Chaitanya Ganta, junior research fellow (ph.d.,) Department of commerce and management studies Andhra university, Visakhapatnam – 530003 November 2014, volume 2 issue 6, Issn 2349-4476
Rogers, Francis G. and Irving N. Levey. 1987.Getting the Best out of Yourself and Others. New York: Harper &Row.
Tosi, Iepry L., John Rizzo, Stephen J. Carroll. Managing Organizational Behavior. Cambridge, MA: Ballinger Publishing Company.1986.
Hi Ruwan, I agree with the contents of this post. I would like to add few more things to it. Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. All of the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen & Radhakrishna, 1991).
ReplyDeleteDear Dinith. Thank you for the comment. while agreeing to your comment I also would like to add, If employees are treated fairly well but have little favorable attitudes toward their work and are unwilling to go above and beyond for the company, the company has a motivation problem (Herzberg 1976, 94).
DeleteHi Ruwan, I agree with your blog. To feel good about their professions and perform well, most people require motivation. Some employees are driven by money, while others are motivated by recognition and awards. Employee productivity is directly influenced by workplace motivation levels. Workers that are motivated and enthusiastic about their professions perform to the best of their abilities, resulting in higher output levels. (Ganta, V.C., 2014)
ReplyDeleteDear Pavani. Thank you for commenting my blog. Also, A competent manager must understand what inspires people to work hard and how to meet their requirements (Ferguson 1987, 149).
DeleteHi Ruwan, I agree with your post. Job satisfaction, motivation is considered one of most essential components of work life, and one of the major factors that has influence on the individuals performance at
ReplyDeletework place. Flexitime can help the employee to increase the work productivity ,job satisfaction, motivation & reduction in the stress levels of the employees (Solanki, 2013).
Hello Janani. Appreciate your valuable comment on my Blog post. I also would like to share that, Managers need to comprehend what energizes human behavior, in order to understand how to motivate their employees (Hamner and Organ 1978, 146).
DeleteHi Ruwan. I agreed with your blog. Employee motivation is important for the organization to increase productivity. LMA (1988), emphasizes motivation as a means of increasing employee satisfaction, productivity, and efficiency.
ReplyDeleteHi Thanuja. Thank you for your comment. We must recognize that different people expect different things from their jobs, and different leadership styles exist; no single approach of motivation can please everyone (Stanton 1983, 208).
DeleteHi Ruwan,Agreed to you and "organizational commitment has played a crucial role in an organization in which result in high individual and organizational performance (Choong et al., 2011). Warsi et al., (2009) indicated, that the work motivation is strongly positive associated with organizational commitment
ReplyDeleteHi Nishad. According to Hamner (1978), the energizing force of behavior alters during the course of a person's career, therefore in order to encourage older workers, higher level requirements must be met.
DeleteHi Ruwan, Employee performance has traditionally been accorded prime focus by human resource managers. As a result, a number of performance appraisal techniques have over time been devised to help establish employee’s performance. In the contemporary times, the use of performance appraisals has been extended beyond rating of the employee’s performance to aspects such as motivation. (Ayomikun Idowu, 2017)
ReplyDelete