The term ‘motivation’ has been derived from the Latin word ‘moveve’ which means to move. It represents the force that moves people and causes them to act. Motivation is something that motivates a person into action and continues him in the course of action enthusiastically.
Characteristics of Motivation
§ Motivation is a psychological phenomenon: Motivation is an internal feeling which generates within an individual. Motivating factors are always unconscious but they are to be aroused by managerial action.
§ Motivation is based on needs: Needs may be consciously or unconsciously felt. Needs may be (a) fundamental needs such as food, clothes, shelter, etc. and (b) ego-satisfaction needs such as self-development, self-actualization. These needs vary with individuals and with the same individual at different times.
§ Goals are motivator: Motivation causes goal directed behavior, feeling of need by the person causes him to behave in such a way that he tries to satisfy himself.
§ Motivation is different from satisfaction: Motivation implies a drive towards an outcome while satisfaction involves outcomes already experienced and achieved satisfaction is the contentment experienced when a desire is satisfied.
§ Motivation is a continuous process: Motivation is an unending process. Wants are innumerable and cannot be satisfied at one time. As satisfaction of needs is an unending process, so the process of motivation is also unending.
§ Motivation is related to a person in totality: Person in totality, not in part, is motivated.
Importance of Motivation
Motivation is one of the most important factors determining organizational efficiency. All organizational facilities will go to waste in the absence of motivated people to utilize these facilities effectively.
To be specific, motivation brings out the following advantages:
Best utilization of resources: Motivation ensures best and efficient utilization of all types of resources.
Will to contribute: There is a difference between “capacity to work” and “willingness to work.” One can be physically and mentally fit to work but he may not be willing to work. Motivation results in a feeling of involvement to present his better performance. Thus, motivation bridges the gap between capacity to work and willingness to work.
Reduction in labor problems: If the management introduced motivational plans. It reduces labor problems like labor turnover, absenteeism, indiscipline, grievances, etc. because their real wages increase by the motivational plans.
Sizeable increase in production and productivity: When motivated properly, people try to put efforts to produce more, thus increasing their efficiency and as a result of this the general production and productivity of the organization increases.
Basis of cooperation: In a zeal to produce more the members work ‘as a team to pull the weight effectively, to get their loyalty to the group and the organization, to carry out properly the activities allocated and generally to play an efficient part in achieving the purpose which the organization has undertaken’.
Improvement upon skill and knowledge: All the members will try to be as efficient as possible and will try to improve upon their skill and knowledge so that they may be able to contribute to the progress of the organization.
Acceptance of organizational change: If people are effectively motivated, they gladly accept, introduce and implement these changes without reserving any resistance to change and negative attitude, thus keeping the organization on the right track of progress.
Better image: A firm that provides opportunities for the advancement of its people has a better image in the minds of the public as a good employer.
Positive and Negative Motivation
Motivation is concerned with inspiring the man to work to get the best result. Motivation may be of two types:
§ Positive
§ Negative
Positive motivation
In real sense, motivation means positive motivation. Positive motivation induces people to do work in the best possible manner and to improve their performance. Under this better facilities and rewards are provided for their better performance. Such rewards and facilities may be financial and non-financial.
Negative motivation
Negative motivation aims at controlling the negative efforts of the work and seeks to create a sense of fear for the worker, which he has to suffer for lack of good performance. It is based on the concept that if a worker fails in achieving the desired results, he should be punished.
Both positive and negative motivation aim at inspiring the will of the people to work but they differ in their approaches. Whereas one approaches the people to work in the best possible manner providing better monetary and non-monetary incentives, the other tries to induce the man by cutting their wages and other facilities and amenities on the belief that man works out of fear.
Principles of Personnel Motivation
Principle of participation
It is one of the most important principle of motivation that people in the organization should be induced to participate in decision-making process in matters concerning them.
Principle of communication
The people in the organization must be informed about the matters concerning the result or objectives of the organization because the more a person knows about a matter, the more interest and concern he will develop.
Principle of recognition
People will be motivated to work hard if they get continuing recognition for their efforts.
Principle of delegation of authority
Giving people authority to make their own decision gives them a vested interest in the result they accomplish and they feel that they are a part of the organization.
Principle of individuality
Everyone should be treated differently in a way that they all feel important for the organization.
Principle of guidance
The job of the management is to guide his subordinates towards the attainment of goals. The managers should give suggestions instead of orders.
Principle of confidence
The management should show confidence in its subordinates. This will enter confidence in them.
Human Needs
Human needs may be classified into two categories:
Innate, Basic, Physiological or Primary needs
Social, Acquired, Psychological or Secondary needs
Primary Needs
These are the basic needs and are important for the survival of man. These needs are universal though their intensity may differ, some of the primary needs like food, water, sleep, air to breathe, sex, clothing, shelter, social environment influences the needs.
Secondary or Acquired Needs
Secondary needs may be further classified as (i) social needs and (ii) egoistic needs
Social needs: Man is a social animal and wants to live in the society in a respectable manner and likes to maintain his social status. He always takes it in mind what other think about him. Instances of such needs are belongingness, recognition, etc.
Egoistic needs: These needs are related to the ego of the individual, which depends upon the nature of the person.
Maslow’s Theory of Motivation
One of the most popular theories of motivation has been propounded by Abraham Maslow, a famous social scientist.
Maslow was of the view that needs have priority, i.e., needs are satisfied in an order. As soon as the lower level needs are satisfied. Those on the next higher level emerge. Thus, he considered an individual’s motivation behavior as a predetermined order of needs. According to Maslow, the basic human needs are set in a hierarchy as follows:
Physiological needs: These needs are basic for human survival and include need for food, water, air, shelter, sleep, thirst, etc.
Security or safety needs: These are needs for physical safety as well as psychological security and include safety of person and property, security of job and need for a predictable, secure and safe environment.
Social needs: These are needs for belongingness, friendship, love, affection, attention and social acceptance.
Esteem or ego needs: These are needs for self-esteem and need for other esteem needs. Self-esteem needs include needs for self-respect, self-confidence, competence, autonomy and knowledge. Other esteem needs relate to reputation, prestige, power, status, recognition and respect of others.
Self-actualization needs: This is the need “to be what one is capable of becoming” and include need for optional development of potential abilities, knowledge and skills, need to be creative and achieve self-fulfillment.
Theory X
Theory X is the traditional theory of human behavior. According to this theory, workers are inherently lazy, passive and unambitious. Therefore, there is a need for control and direction over workers. People at work are to follow the directives of the management and cannot suggest what they think to be correct.
This theory is based on the following assumptions:
The average worker in an organization basically dislikes work and by nature is indolent and avoids work whenever possible.
He is usually self-centered and he cares little for the organizational goals.
He is usually lazy and has no ambition.
He tries to avoid responsibility and only desires security.
The average worker actually prefers to be directed to being left on his own.
Because of the human nature of dislike for work, most of the worker must be forced, controlled, directed, threatened punished to get them to put adequate efforts towards the achievement of organizational behavior.
Thus, management should rely more on discipline, punishment, close supervision, etc.
Theory Y
McGregor realized that theory X’s assumptions about human behavior are not always true. As such, he developed an alternate theory of human behavior, called “Theory Y”. This theory represents democratic approach. Theory Y indicates the individual and organization both and highlights the need for improving and entering inner motivation.
The assumptions of this theory are as follows:
The average human being does not inherently dislike work. Depending upon controllable conditions, work may be a source of satisfaction.
External control and threat of punishment are not the only means for bringing about efforts towards organization objectives.
Commitment to objectives is a function of the rewards associated with their achievement.
The average human being learns not only to accept but to seek responsibility.
Under conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.
Both theories X and Y represent diametrically opposite views of human nature. Theory “Y” has been advanced to suggest that human beings combine a bit of both according to circumstances. If we relate the above theories to Maslow’s hierarchy of needs it may be said that theory X may be more applicable where a man is concerned with the lower level of needs. Once he has an adequate level of satisfaction of the basic physiological and safety needs, theory “Y” may be used for making an appeal to the higher level needs. McGregor believes that recent researches in the behavioral sciences has shown that the assumptions of what he calls theory Y may be more valid than the precepts of theory X.
Herzberg s Theory of Motivation
According to this theory, there are two types of factors, which affect motivation. These factors are:
Hygiene factors
Motivators
Hygiene factors
The first groups of factors are called by Herzberg as extrinsic, hygiene, maintenance or job context factor: They relate to the environment and are external to the job. They include:
(i) company policy and administration
(ii) technical aspects of supervision
(iii) interpersonal aspects of supervision
(iv) interpersonal relations with peers and subordinates
(v) working conditions
(vi) salary
(vii) status
(viii) job security
The presence of these factors does not cause motivation or positive satisfaction, though their absence cause dissatisfaction. They are, therefore, dissatisfiers and not motivators. They are surrounding physical, administrative and social environmental factors. Hygiene factors make up a continuum ranging from dissatisfaction to no dissatisfaction. These factors are necessary to maintain a reasonable level of satisfaction in employees. Since any increase in these factors will not affect employee’s level of satisfaction, these are of no use for motivating them.
Motivators
The second class of factors are referred as intrinsic, job content or motivation factors or motivators or satisfiers. These factors include:
(i) achievement
(ii) recognition
(iii) responsibility
(iv) advancement
(v) growth
(vi) work itself
Their absence does not cause dissatisfaction but their presence has an uplifting effect on employee’s motivation they are intimately related with the job and not related to surrounding environment. These factors make up a continuum leading from no job satisfaction to satisfaction and therefore they can be used in motivating for higher output.
Characteristics of Motivation
§ Motivation is a psychological phenomenon: Motivation is an internal feeling which generates within an individual. Motivating factors are always unconscious but they are to be aroused by managerial action.
§ Motivation is based on needs: Needs may be consciously or unconsciously felt. Needs may be (a) fundamental needs such as food, clothes, shelter, etc. and (b) ego-satisfaction needs such as self-development, self-actualization. These needs vary with individuals and with the same individual at different times.
§ Goals are motivator: Motivation causes goal directed behavior, feeling of need by the person causes him to behave in such a way that he tries to satisfy himself.
§ Motivation is different from satisfaction: Motivation implies a drive towards an outcome while satisfaction involves outcomes already experienced and achieved satisfaction is the contentment experienced when a desire is satisfied.
§ Motivation is a continuous process: Motivation is an unending process. Wants are innumerable and cannot be satisfied at one time. As satisfaction of needs is an unending process, so the process of motivation is also unending.
§ Motivation is related to a person in totality: Person in totality, not in part, is motivated.
Importance of Motivation
Motivation is one of the most important factors determining organizational efficiency. All organizational facilities will go to waste in the absence of motivated people to utilize these facilities effectively.
To be specific, motivation brings out the following advantages:
Best utilization of resources: Motivation ensures best and efficient utilization of all types of resources.
Will to contribute: There is a difference between “capacity to work” and “willingness to work.” One can be physically and mentally fit to work but he may not be willing to work. Motivation results in a feeling of involvement to present his better performance. Thus, motivation bridges the gap between capacity to work and willingness to work.
Reduction in labor problems: If the management introduced motivational plans. It reduces labor problems like labor turnover, absenteeism, indiscipline, grievances, etc. because their real wages increase by the motivational plans.
Sizeable increase in production and productivity: When motivated properly, people try to put efforts to produce more, thus increasing their efficiency and as a result of this the general production and productivity of the organization increases.
Basis of cooperation: In a zeal to produce more the members work ‘as a team to pull the weight effectively, to get their loyalty to the group and the organization, to carry out properly the activities allocated and generally to play an efficient part in achieving the purpose which the organization has undertaken’.
Improvement upon skill and knowledge: All the members will try to be as efficient as possible and will try to improve upon their skill and knowledge so that they may be able to contribute to the progress of the organization.
Acceptance of organizational change: If people are effectively motivated, they gladly accept, introduce and implement these changes without reserving any resistance to change and negative attitude, thus keeping the organization on the right track of progress.
Better image: A firm that provides opportunities for the advancement of its people has a better image in the minds of the public as a good employer.
Positive and Negative Motivation
Motivation is concerned with inspiring the man to work to get the best result. Motivation may be of two types:
§ Positive
§ Negative
Positive motivation
In real sense, motivation means positive motivation. Positive motivation induces people to do work in the best possible manner and to improve their performance. Under this better facilities and rewards are provided for their better performance. Such rewards and facilities may be financial and non-financial.
Negative motivation
Negative motivation aims at controlling the negative efforts of the work and seeks to create a sense of fear for the worker, which he has to suffer for lack of good performance. It is based on the concept that if a worker fails in achieving the desired results, he should be punished.
Both positive and negative motivation aim at inspiring the will of the people to work but they differ in their approaches. Whereas one approaches the people to work in the best possible manner providing better monetary and non-monetary incentives, the other tries to induce the man by cutting their wages and other facilities and amenities on the belief that man works out of fear.
Principles of Personnel Motivation
Principle of participation
It is one of the most important principle of motivation that people in the organization should be induced to participate in decision-making process in matters concerning them.
Principle of communication
The people in the organization must be informed about the matters concerning the result or objectives of the organization because the more a person knows about a matter, the more interest and concern he will develop.
Principle of recognition
People will be motivated to work hard if they get continuing recognition for their efforts.
Principle of delegation of authority
Giving people authority to make their own decision gives them a vested interest in the result they accomplish and they feel that they are a part of the organization.
Principle of individuality
Everyone should be treated differently in a way that they all feel important for the organization.
Principle of guidance
The job of the management is to guide his subordinates towards the attainment of goals. The managers should give suggestions instead of orders.
Principle of confidence
The management should show confidence in its subordinates. This will enter confidence in them.
Human Needs
Human needs may be classified into two categories:
Innate, Basic, Physiological or Primary needs
Social, Acquired, Psychological or Secondary needs
Primary Needs
These are the basic needs and are important for the survival of man. These needs are universal though their intensity may differ, some of the primary needs like food, water, sleep, air to breathe, sex, clothing, shelter, social environment influences the needs.
Secondary or Acquired Needs
Secondary needs may be further classified as (i) social needs and (ii) egoistic needs
Social needs: Man is a social animal and wants to live in the society in a respectable manner and likes to maintain his social status. He always takes it in mind what other think about him. Instances of such needs are belongingness, recognition, etc.
Egoistic needs: These needs are related to the ego of the individual, which depends upon the nature of the person.
Maslow’s Theory of Motivation
One of the most popular theories of motivation has been propounded by Abraham Maslow, a famous social scientist.
Maslow was of the view that needs have priority, i.e., needs are satisfied in an order. As soon as the lower level needs are satisfied. Those on the next higher level emerge. Thus, he considered an individual’s motivation behavior as a predetermined order of needs. According to Maslow, the basic human needs are set in a hierarchy as follows:
Physiological needs: These needs are basic for human survival and include need for food, water, air, shelter, sleep, thirst, etc.
Security or safety needs: These are needs for physical safety as well as psychological security and include safety of person and property, security of job and need for a predictable, secure and safe environment.
Social needs: These are needs for belongingness, friendship, love, affection, attention and social acceptance.
Esteem or ego needs: These are needs for self-esteem and need for other esteem needs. Self-esteem needs include needs for self-respect, self-confidence, competence, autonomy and knowledge. Other esteem needs relate to reputation, prestige, power, status, recognition and respect of others.
Self-actualization needs: This is the need “to be what one is capable of becoming” and include need for optional development of potential abilities, knowledge and skills, need to be creative and achieve self-fulfillment.
Theory X
Theory X is the traditional theory of human behavior. According to this theory, workers are inherently lazy, passive and unambitious. Therefore, there is a need for control and direction over workers. People at work are to follow the directives of the management and cannot suggest what they think to be correct.
This theory is based on the following assumptions:
The average worker in an organization basically dislikes work and by nature is indolent and avoids work whenever possible.
He is usually self-centered and he cares little for the organizational goals.
He is usually lazy and has no ambition.
He tries to avoid responsibility and only desires security.
The average worker actually prefers to be directed to being left on his own.
Because of the human nature of dislike for work, most of the worker must be forced, controlled, directed, threatened punished to get them to put adequate efforts towards the achievement of organizational behavior.
Thus, management should rely more on discipline, punishment, close supervision, etc.
Theory Y
McGregor realized that theory X’s assumptions about human behavior are not always true. As such, he developed an alternate theory of human behavior, called “Theory Y”. This theory represents democratic approach. Theory Y indicates the individual and organization both and highlights the need for improving and entering inner motivation.
The assumptions of this theory are as follows:
The average human being does not inherently dislike work. Depending upon controllable conditions, work may be a source of satisfaction.
External control and threat of punishment are not the only means for bringing about efforts towards organization objectives.
Commitment to objectives is a function of the rewards associated with their achievement.
The average human being learns not only to accept but to seek responsibility.
Under conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.
Both theories X and Y represent diametrically opposite views of human nature. Theory “Y” has been advanced to suggest that human beings combine a bit of both according to circumstances. If we relate the above theories to Maslow’s hierarchy of needs it may be said that theory X may be more applicable where a man is concerned with the lower level of needs. Once he has an adequate level of satisfaction of the basic physiological and safety needs, theory “Y” may be used for making an appeal to the higher level needs. McGregor believes that recent researches in the behavioral sciences has shown that the assumptions of what he calls theory Y may be more valid than the precepts of theory X.
Herzberg s Theory of Motivation
According to this theory, there are two types of factors, which affect motivation. These factors are:
Hygiene factors
Motivators
Hygiene factors
The first groups of factors are called by Herzberg as extrinsic, hygiene, maintenance or job context factor: They relate to the environment and are external to the job. They include:
(i) company policy and administration
(ii) technical aspects of supervision
(iii) interpersonal aspects of supervision
(iv) interpersonal relations with peers and subordinates
(v) working conditions
(vi) salary
(vii) status
(viii) job security
The presence of these factors does not cause motivation or positive satisfaction, though their absence cause dissatisfaction. They are, therefore, dissatisfiers and not motivators. They are surrounding physical, administrative and social environmental factors. Hygiene factors make up a continuum ranging from dissatisfaction to no dissatisfaction. These factors are necessary to maintain a reasonable level of satisfaction in employees. Since any increase in these factors will not affect employee’s level of satisfaction, these are of no use for motivating them.
Motivators
The second class of factors are referred as intrinsic, job content or motivation factors or motivators or satisfiers. These factors include:
(i) achievement
(ii) recognition
(iii) responsibility
(iv) advancement
(v) growth
(vi) work itself
Their absence does not cause dissatisfaction but their presence has an uplifting effect on employee’s motivation they are intimately related with the job and not related to surrounding environment. These factors make up a continuum leading from no job satisfaction to satisfaction and therefore they can be used in motivating for higher output.
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