Motivation Case Essay

Motivation – is the process encouraging people to work. There are many different aspects of the theory of motivation, and they are: 1. Historically, the early views on motivation to work, such as the policy of â€Å"carrot and stick†. The adherents of this view think that man is by nature lazy, sly, selfish, wants to give less and get more, hence there is a need to constantly force him to work and systematically encouraged to achieve high results. 2. Content theories of motivation (as an incentive to work discusses the inner satisfaction of man, his needs). 3. Procedural theories of motivation (motivation occurs during labor process). Let us consider each of the theories. The content theories of motivation include: †¢ A. Maslow’s theory; †¢ K. Alderfer’s theory; †¢ D. McClelland theory; †¢ F. Hertzberg’s theory; A Maslow (1908-1970) provides the following hierarchy that makes a need for person to work. And Maslow (1908-1970) offers the following hierarchy inducing the person requirements to work: †¢ Physiological needs (hunger, thirst) †¢ Needs for safety, stability and confidence in the future †¢ Needs for love, participation, communication †¢ Needs for recognition and self-confirmation †¢ Needs for self-actualization A. Maslow assumed that needs for this hierarchy arise gradually. Satisfying primary requirements, the person gradually becomes more motivated. People not simply satisfy one need for another, but move up, changing the importance for these or those needs. Self-actualization — is the highest degree of motivating the person; his desire and strong-willed actions. Self actualization — means to become a person that individual wants to be, reach the maximum level of realization that potentially available. The problem is that: †¢ The person often doesn’t know about the abilities, mission or talent †¢ The person knows about the abilities, but doesn’t want to develop them into work. (The will is weak) †¢ The person knows about the abilities, but can’t develop them into work for a number of reasons (material, physical, etc.) According to A. Maslow, the highest level of motivation can reach only about 1% of all people. According to K. Alderfer’s theory of need the person can be combined in three separate groups: †¢ Needs for existence (safety, physiological) †¢ Needs for communication (in belongings to any group and participation in any business, aspiration to be the family member, to have friends, colleagues, etc.) †¢ The need for growth (need for recognition, self-assertion and self-improvement) These requirements are also hierarchical, but movement can go in both directions (unlike Maslow’s hierarchy) †¢ Up, if the previous need is satisfied. †¢ Down, if they don’t satisfied with higher level. In his theory of acquired needs D. McClelland proceeded from the fact that the needs are acquired under the influence of life events, experience, and training and includes: †¢ The need for achievement (the desire to self-set goals, more effectively than before, to reach them); †¢ The needs of complicity (the desire for friendly relations with others, communication, working with people); †¢ The need to dominate (the first group of individuals willing to rule for the sake of ruling, the second – to achieve goals). This system needs no strict hierarchy (as in previous theories) its elements have a mutual influence. Senior Manager, on one hand, should help to meet prevailing needs of employees and on the other hand – to promote development of those that are most needed for the labor process. For example, the need to achieve a goal of ruling with the development needs of complicity or achievements can achieve greater results. In theory, F.Herzberg points out the following two groups of factors: †¢ External or hygiene (or health factors) – wages, working conditions, status, mode, interpersonal relationships, the degree of control over the work; †¢ Motivating – growth opportunities, recognition, promotion, work. F. Herzberg concluded that the factors driving the growth of human dissatisfaction with their elimination does not necessarily lead to increased satisfaction, and vice versa. The transition from a lack of satisfaction is influenced by motivational factors and the transition from dissatisfaction with the absence dissatisfaction under the influence of external factors. Therefore, priority should be given to human dissatisfaction and then only with the help of motivating factors to ensure satisfaction. Manager’s attention only to external factors is ineffective. Procedural theories of motivation includes Vroom’s theory of expectancy, the theory of justice (equality) S. Adams, Porter-Lawler model, the theory of goal setting E. Locke’s, and concept of participatory governance. According to the theory expectations Vroom: Motivation = Expected results of the x x Expected remuneration for x The significance of the result of x (valence) †¢ Valence is positive, if the results are highly valued by the employee; †¢ Valence is negative, if the results are denied by the employee; †¢ Valence of zero, if the worker is indifferent to this result. Variables in the formula can be evaluated with points. The essence of the theory of justice (equality) Stacy Adams; People subjectively feel a fair reward for their work, their own and others compare the costs and rewards, so it is important to pay for the work to motivate employees and achieve smooth arise between negative feelings. S. Adams identified six possible human reactions to injustice. 1. Reducing self energy consumption (â€Å"I’m not going to do my best for this salary†). 2. Attempt to increase the salary for their work (requirements, blackmail, etc.). 3. Revaluation of its features (lower confidence). 4. Attempt to influence the organization or the head to change the payment or the load of other employees. 5. Selecting another object of comparison (â€Å"I do not want to be with them†). 6. Attempt to move to another department or another organization. Experienced manager should feel subordinator’s reactions and possibly smooth over the contradictions. Porter-Lawler model represents the synthesis of the theory of justice and the theory of expectations: [pic] In the model of Porter-Lawler work results are considered as a function of the external compensation (salary, the significance of payment assurance efforts and communication labor remuneration), internal reward (praise, promotion, etc.), awareness of their role in the labor process and abilities. If the size between employee’s external rewards and effort is clearly perceived by the individual communication, motivation system works completely; otherwise the employee is motivated in part with the results of the (second internal feedback) and receives only an internal reward for their labor. According to the theory of goal Edwin Locke’s motivation is determined by his goals and satisfaction with job performance. It is assumed that goal setting is a conscious process, which involves the future goals of man. The results of the individual will depend on: †¢ Complexity of task; †¢ Its features (clarity and certainty); †¢ Profitability (eligibility) it for the individual; †¢ A person’s readiness to make some effort to achieve goal (closer the goal, effort can be increased). Quality of work defined organizational factors and capable employees, which in turn affect the goals, and consequence of his motivation. Satisfaction or dissatisfaction with employee by interaction of two processes: †¢ Internal (individual assessment results in terms of correlating them with the goal); †¢ External (human evaluation by others). The disadvantages of this theory include: †¢ Poor uniformity (for uneducated people, such as clarity of purpose plays a big role, and the call for highly objective and its uncertainty leaves room for creativity); †¢ The situation is not clear when the target slave puts the head; †¢ The situation is not clear, when there is group work and the purpose of the group is placed in general; †¢ Promoting labor is not often aimed at a quick goal, and on the quality of the work task. In accordance with the concept of participatory management, employee motivation is determined by its interest in how its activities impact on the functioning of the organization, the desire to participate in the processes taking place in the organization. If an employee feels that he needs to the organization that he demanded it that between his initiative and reward, there is a direct relationship, the intensity of his work is significantly increased. Participative management is widespread in leading Japanese corporations: †¢ Staff makes decisions about the organization of work; †¢ Employees working independently take decisions; setting goals are carried out jointly with the head; †¢ Employees independently control the quality and quantity of output †¢ Employees involved in innovative activities (quality circles, task force committees, etc.) †¢ Employees independently form working groups.