MOTIVATION
The term 'motivation' has its origin in the Latin word 'movere which means to move. Thus motivation stands for movement. One can get a donkey to move by using 'carrot and a stick' - showing a carrot in the front and push with a stick at the back. It is the powerful tool in the hands of the manager for getting things done. People do things that lead them to accomplish the goals. Hence, the manager must know what leads people to do things and what motivates them.
Meaning and Definitions
Motivation is the integral part of the process of direction and it is the core of management. It is an effective instrument in the hands of management for inspiring the work force and creating confidence in them. Motivation means inspiring people to intensify their desire and willingness to execute their duties effectively and to co operate for the accomplishment of common objectives. It is an act of energizing and activating people to satisfy their needs. Motivation is productivity factor in an industry.
In the words of Micheal J Jucis motivation is "the act of stimulating someone or oneself to get a desired course of action. i.e., to push the right button to get a desired reaction.
Gibson defines motivation as "the state of an individual perspective which represents the strength of his or her propensity to exert effort toward some particular behaviour."
Importance or Benefits of Motivation
Motivation contributes a lot to the success of an organisation. The following points signify the importance of motivation.
1. Higher efficiency: Motivation is an effective instrument in the hands of management to maximise efficiency of operations. Motivated employees give greater performance than demotivated ones.
2. Optimum utilisation of resources: The firm can utilise the optimum utilisation of all physical and financial resources by motivating its employees.
3. Reduction in labour turn-over: Labour turn-over is the percentage change in the labour force during a stated period. High motivation leads to job satisfaction of workers. Opportunities for need satisfaction reduces absenteeism and labour turnover.
4. Better Industrial relations: Increased labour productivity, in turn, results in higher wages for workers. Motivational schemes create integration of individual interests with organisational goals. This will reduce labour unrest and create a sense of mutual co-operation at all levels.
5. Easy selection: A firm offering abundant monetary and non monetary incentives can enjoy reputation. Such a firm can easily attract competent persons for filling vacancies because of their reputation.
6. Facilitates change: High motivation helps to reduce resistance to change. An organisation has to incorporate changes in accordance with the changes in environmental conditions. Properly motivated employees accept, introduce and implement these changes keeping the organisation effective.
Objectives or Need for Motivation
1. To create the willingness to do work.
2. To improve the efficiency in performance
3. To bridge the gap between ability to work and willingness to do.
4. To create friendly and supportive relationship.
5. To reduce resistance on the part of the subordinates to changes. 6. To reduce the employees turnover and absenteeism.
7. To create better organisational image. 8. To develop good industry morale.
Types of Motivation
1. Intrinsic Motivation
Intrinsic motivation refers to the internal desire to do an activity for its own sake without expecting any external reward. It arises from an individual's enjoyment or interest in the task at hand. Intrinsic motivation lies within the individual. It does not involve working for the sake of an external reward. But, it involves the feeling of inner pleasure in the activity itself. There are many factors that promote intrinsic motivation. Some of these include challenge, curiosity, competition, co-operation, recognition, etc.
2. Extrinsic Motivation
Extrinsic motivation refers to encouraging a person to do an activity for external rewards. The desire to perform a task is controlled by an outside source. If an employee is motivated through financial and non-financial incentives or threat of punishment, it is extrinsic motivation. Extrinsic motivation is external in nature.
3. Positive Motivation
Positive motivation refers to motivating employees through rewards and recognition. It is encouraging the employees to perform better through financial and non-financial incentives. Positive motivation results in better employee satisfaction and improved team spirit. In the long run, positive motivation gives better benefits.
4. Negative Motivation
Negative motivation refers to motivating employees to perform on the basis threats and fear of punishment. The assumption is that the people will work out of fear, Employees are informed that poor performance would result in unfavourable effect such as dismissal, demotion, etc. Negative motivation is adopted only if the employees are indisciplined.
Challenges to Motivation or Complexities of Motivation
The following factors make the motivation more complex. In other words, the following points reveal the complexities involved in understanding true motivation.
1. Individuals differ in their motivation: Motivating factors differ from individual to individual. There is no specific economic drive which make all workers motivated equally to perform better. The goals to which an individual aspires and his motivating factors are many.
2. Motivators are expressed differently: One individual with a strong security feeling may avoid accepting responsibility for fear of failing and being fired Another individual with the same security need may seek out responsibility for being fired for lower performance.
3. Motivations change from time to time: Motivations of each individual change from time to time. For example, a temporary worker may produce more in the beginning to become permanent. When made permanent he may continue to produce more to gain promotion.
4. Motivation is complex: It is difficult to explain and predict the behaviour of workers. The introduction of a favourable motivational device may not necessarily achieve the desired ends, if it brings opposing motives into play.
5. Individuals are unaware: Sometimes the individual himself is unaware of his motivation. The drives that lead to work may not be identified by the workers.
Techniques of Motivation
Certain important techniques of motivation are summarised below:
1. Incentives: Incentives like cash emoluments, fringe benefits, conditions of service etc. are some of the techniques which motivate the personnel in an industrial organisation.
2. Job-based techniques: To satisfy the social and psychological requirements of the job holder, certain techniques like job simplification, job rotation, job enlargement, job enrichment etc. may be followed. Because, rotation reduces boredom and enlarges one's knowledge. Job enlargement involves specialisation and an increase in the number and type of operations assigned to make the job more pleasant and interesting. Job enrichment encourages an employee to plan his own work and control the price and quality of his output.
3. MBO Techniques: According to Management By Objectives, both men and boss participate and jointly determine each individual's major areas of responsibility. The responsibility is fixed in terms of results expected of him. These measures are used as guides for operating the unit and assessing the contribution of each member.
4. Leadership techniques: Autocratic, democratic and free rein styles of leadership have their own implications for employee motivation, morale and productivity in the short-run and long-run,
5. Sensitivity training: It is a training technique given to groups of managers themselves, so that, they may behave with and motivate their subordinates better. This kind of training helps the managers:
a. to understand themselves better.
b. to become open minded about the needs and motives of their subordinates.
C. to develop insight into group processes and work situations.
d. to acquire behavioural skills in dealing with subordinates.
Theories of Motivation
There are basically two types of theories which are related to the motivational processes. They are the:
i. Content Theories: These are theories which attempt to determine and specify the drives and needs that motivate people to work, and
ii. Process Theories: These theories attempt to identify the variables that motivate people and their relationship with each other.
In the Content Theories, the most important theories are given by Maslow, Herzberg and Alderfer. In the process theories, the most important theory is given by Vroom and Porter and Lawler.