Importance of Motivation

   

 

Assignment 08 - Importance of Motivation

According to the authors Ankur et al. (2019), the importance of employee motivation has been described. In the contemporary business world, due to the higher competition and changing environment, employees have become mechanized. Due to the little loyalty, lack of faithfulness and not enough commitment of employees has increased the importance of motivational theories and techniques.  

As per the authors self-development and self-fulfillment can be gained through motivation. Feeling of accomplishments will help employees to perform well in the organization.  Further as discussed under the goal setting theory, employees need challenging goals. Motivation helps employees to grow a desire to achieve challenging tasks, that provides opportunities for personal growth and development. Motivation also makes employees creative and encourage inventions and innovations.

Further Ankur et al. (2019), state that higher level of motivation of employees will take part in the strategy developments and decision making which affect the entire organization.

Chandrakant (2017) emphasizes the need of motivated employees for an organization in his study on Importance of Employee Motivation & Job Satisfaction for Organizational Performance. He has proclaimed following set of reasons for ‘why organizations need motivated workers?’.

· Motivated employees will work following a single, unified and integrated direction as a group or a team. They will not work alone according to personal plans.  

· Motivated employees will help achieve higher level of effectiveness and efficiency in every single task until the end.

· It is easy to elevate organizational commitment when having motivated set of employees.

· Motivated employees are loyal, effective and efficient. Thus, they try their best to reduce wastages. They have the know-how to get the optimum use of organizational resources.

· Motivated employees help to building a performance-oriented environment. According to Chandrakant (2017), performance oriented environment means a Creative and an innovative atmosphere with in the organization.    

· Motivated employees are risk takers. They have devoted themselves to increases organization capability to cope with uncertain corporate and environmental challenges.

· Motivated employees retain in organizations for a longer period of time. Their absenteeism rates are lower. These internal employees will help the organization to retain newcomers as well as they improve the process of attracting a stable and continuous manpower supply.

 

 References

 

Ankur, J., Bhuwan G., & Meenakshi B. (2019). A Study of Employee Motivation in Organization. International Journal of Engineering and Management Research, 9(6), 65-68.

Chandrakant V. (2017). Importance Of Employee Motivation & Job Satisfaction for Organizational Performance. International Journal of Social Science & Interdisciplinary Research, 6 (2), 10-20

 

 

 

 

Goal-setting Theory

  

Assignment 07 - Goal-setting Theory

Goal setting theory was introduced by Edwin Locke and Gary Latham. This theory explains that individual employees and organizations are setting various goals simply by paying attention and action. The pioneer of this theory explains the importance of setting organizational goals as these goals are driving employees to achieve them by being highly motivated. It will further enhance the performance of the employees and the entire organization (Lunenburg & Ornstein, 2008).

Further, according to Lunenburg & Ornstein (2008), this theory emphasized that, more the goals are becoming difficult and challenging, employees try to mobilize energy and pay higher efforts to achieve those challenging goals in an efficient manner. Further Edwin Locke who introduced this theory believed that goals motivate employees to develop relevant strategies to perform at a required level. Increased motivation ultimately enhances the satisfaction of employees. On the other hand, when if the goal is not accomplished, then it leads to employee frustration, dissatisfaction and reduce motivation.

Thus, the morale of this theory is that, not only organizations and management are responsible to set goals.  Employees also should set own challenging goals. It leads to enhance motivation, enthusiasm, commitment and involvement of employees to attain those challenging goals. If the goal is something simple, easy and achievable it is a demotivating factor for employees, for the reason that there is nothing to be achieved.

However, according to the scholar Elock (2020), there are critiques for this theory. In any organization, not all individual goals will be the same. They might vary from one another and also, they might be contradicting with the organizational goals. The key reason for this difference is, employees join organizations with different expectations. Therefore, even though how much the employee is motivated, if their individual goal is deviating them from the organizational ideas, values and goals, it would be harmful for the organization and on the other hand individual employee’s effort will be in vain.

Another video produced by Dr. Ben Baran explains the importance of setting goals for an organization to increase motivation. According to him, traits of these goals should be realistic, but difficult, challenging and specific.  The video can be viewed for the viewers through the below link.

https://www.youtube.com/watch?v=_yj2wsPJEWs

Overly ambitious goals can harm the organizational and employee performances and their confidence. Thus, goals should be realistic. As an example, sales teams should be given reasonable sales targets. Once the challenging target is achieved, they should be given set of commissions as per their achievements.  

In most manufacturing firms, realistic but challenging goals are given to factory floor employees. Specially sewing machine operators in apparel sector are given team-based targets and once achieved those challenging and difficult tasks they are offered additional payments. Further some apparel manufacturing companies like MAS Holdings are appreciating their employees by giving them awards with the purpose of appreciating their efforts and to motivate individuals and teams.

 

References

Elock, E. S. (2020). The Role of Motivational Theories in Shaping Teacher Motivation and Performance: A Review of Related Literature. International Journal of Research and Innovation in Social Science (IJRISS), 4(4), 64-76.

Lunenburg, F.C. & Ornstein, A.C. (2008). Education administration: Concepts and practices (5th Ed.). Wadsworth: Cengage Learning.

 

 

Equity Theory

  

 Assignment 06 -Equity Theory

Equity theory was introduced by Porter and Lawler. This theory is based on the employee beliefs about their work in relation to the number of inputs they invest in order to obtain the expected outcomes (Lunenburg & Ornstein, 2008).

According to the study conducted by Hofmans (2012), the employee inputs are the total effort they extend to execute organizational work. As per the author, educational background, experience related to the job, trainings received are the inputs of employees.

The outcomes are the returns employees receive after they put their total effort. These are the set of rewards they receive for executing the work, such as, salaries or wages, promotions, job security, better working conditions, status etc. s (De Gieter et al.  2012).

Employees then try to assess the ratio between inputs and outcomes. Every employee expects this ratio to be equal as they expect employment fairness. When if the ratio becomes equal, it indicates that there is a fair and equitable exchange between themselves and the employer. In other words, they receive equal returns for their effort. When if the ratio is not equal, this leads to a situation where employees become demotivated (De Gieter et al.  2012).

According to the study conducted by Lunenburg and Ornstein (2008), employees act differently during an inequity. Inequity might be positive or negative. When there is a negative inequity where outcomes are less (less rewards) compared to the efforts employee put forward, then employees become demotivated. They contribute less time and effort, become lethargic and ultimately become less productive. Such employees have a higher tendency to leave the organization or get absent. If the inequity is positive, where outcomes are greater (more rewards) compared to the efforts employee put forward, then employee become motivated. They even tend to work additional hours without pay.

Therefore, this theory helps employers to discover remedies to eliminate inequities in the organizations and help maintain a balance between the work done and the rewards given to employees.

As per the below video constructed by Dr. Ben Baran, it explains how equity theory works on employees in organization. Also, through the example, Dr. Ben explains the consequences of having an inequity in a workplace.  He has taken two employees (Jane and Bob) who engage in the same job in the same department. Both these workers are paying similar level of effort, they are in similar nature of ambience and have same inputs towards their jobs.

https://www.youtube.com/watch?v=2p_4C0Mzne4

Employee Jane is facing an inequity compared to Bob. What can she do to reduce the tension and store equity in her mind is discussed in this video by Dr. Ben Baran. Jane notices that Bob receives more outcomes for the inputs he poses, than what she receives. To restore balance, Jane has to alter her outcomes simply by either demanding more pay, steal, or decrease her inputs. Decreasing inputs can be done in various ways such as decreasing the efforts, reduce the quality of work, arrive late to work, attack the opponents’ inputs or in other words sabotage the opponent, point out the extra payments received by the opponent to others. In the long term, a major conflict arises between parties and it will further make Jane more desperate and reduce performance.

References

De Gieter, S., De Cooman, R., Hofmans, J., Pepermans, R. &Jegers, M. (2012). Pay level satisfaction and psychological reward satisfaction as mediators of the organizational justice turnover intention relationship. International Studies of Management &Organization, 42:50-67.

Hofmans, J. (2012). Individual differences in equity models. Psicológica, 33, 473-482.

Lunenburg, F.C. & Ornstein, A.C. (2008). Education administration: Concepts and practices (5th Ed.). Wadsworth: Cengage Learning.

https://www.youtube.com/watch?v=2p_4C0Mzne4

Two-Factor Theory

 

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           Assignment 05 - Two-Factor Theory

This motivational theory was introduced by Fredrick Herzberg referring Maslow’s Hierarchy of Needs theory. The theory explains two types of employee work related needs. Those needs are categorized in to two factors namely, motivators and hygiene factors. This two-dimensional paradigm of factors affecting attitudes of worders when compared to the Maslow’s needs theory (Gawel, 1997).

                                           Table 1: Herzberg’s Hygiene Factors and Motivators

Source: Van der Westhuizen (1991)

According to the interpretation of the author Van der Westhuizen (1991), hygiene factors are known as demotivators. As per the above Table 1, Organizational policies, supervision, work security, interpersonal relations, salary and work environment are hygiene factors.

These are the set of factors required by employees to perform at their minimum level. When these factors are not provided by organizations, employees get demotivated. But having these factors does not motivate employees. In other words, these factors do not induce motivation for employees to work at their optimum levels (Dartey-Baah & Amoako, 2011). Therefore, we can conclude that out of the two factors, hygiene factors are basic requirements of employees which do not influence motivation, but without them, dissatisfaction arise.

On the other hand, Fredrick Herzberg identified factors such as work itself, achievement, opportunity for advancement, responsibility, personal development and training. These are known as motivators under two factor theory. Because by providing these factors to employees, they become energized. They get highly motivated and reach at their optimum performance.

Also, there is a critic about Two-Factor theory. That is, Herzberg’s TwoFactor theory only focuses on employee satisfaction. It does not address employee motivation and employee performance (Lunenburg and Ornstein, 2008).  However, the two-factor theory demonstrates top managers in organizations on how they can develop hygiene factors to assist employees best and enhance performance (Elock 2020).

Example- In order to assess whether the staff is happy or unhappy, organizations can use Fredrick Herzberg’s Two Factor Theory. Managers can observe the behavior of employees and decide whether the employees are unhappy with their current job simply by exhibiting poor performances, higher absenteeism, turnover. Without having the basic needs employees become dissatisfied. Without personal and job security, working conditions, fair salaries, freedom and fair policies they become dissatisfied. These factors will help employees to work as usual, but not extra. By providing above set of basic needs is not adequate to increase performance.

In order to increase the enthusiasm and engagement, job satisfaction and performance organizations should provide rewards and additional perks, (Financial and non-financial), encourage employees by praising them, assign responsibilities and make employees empowered.

As an example, google company provide benefits for employees such as.

• ·         Healthcare Benefits.
• ·         Work/Life Balance.
• ·         Parental Leave.
• ·         Paid Time Off.
• ·         Financial & Retirement Benefits.
• ·         Flexibility.
• ·         Food & Snacks.
• ·         Mental wellbeing
• ·         Onsite Services & Conveniences
• ·         Fitness Facilities
• ·         Other Incentives and etc.

 

References

Dartey-Baah, K. & Amoako, G.K. (2011). Application of Frederick Herzberg’s Two-Factor theory in assessing and understanding employee motivation at work: A Ghanaian perspective. European Journal of Business and Management,3(9):1-8.

Elock, E. S. (2020). The Role of Motivational Theories in Shaping Teacher Motivation and Performance: A Review of Related Literature. International Journal of Research and Innovation in Social Science (IJRISS), 4(4), 64-76.

Gawel, J.E. (1997). Herzberg's theory of motivation and Maslow's hierarchy of needs.Washinton DC: ERIC.

Van der Westhuizen, P.C. (Ed.). (1991). Effective educational Management. Cape Town: Kagiso Tertiary

 

 

ERG Theory of Motivation

 

  

           Assignment - 04 -ERG Theory of Motivation

According to Brewer and Selden (2000), most scholars tried their best to come up with a master theory for motivation because motivation was known as the most intensively studied subject under social sciences. Therefore, Bartol and Martin (1998) as cited in Al Araimi (2002), divided motivation into three categories such as needs theory, cognitive theory and reinforcement theory.

Other than Maslow’s theory of the hierarchy of needs, most scholars are considering ERG theory as an effective ‘needs theory’ which describes different needs that lead to employee motivation. This theory is also known as an alternative theory to Maslow’s theory of the hierarchy of needs.

As per the original study of Alderfer (1972) divided the Maslow’s theory into three levels such as existence, relatedness and growth. By combining the first letter of each word, Alderfer developed ERG Theory.

Figure 3: Alderfer’s ERG theory

Source: Sharifzadeh (2015) as cited in Elock (2020)

 

Under ‘Existence Needs’, Clayton Alderfer included basic needs. These basic needs are falling under physiological needs and safety needs described in Maslow’s theory. For a human being these needs are the most essential, basic requirements to survive or in other words to exist. Fundamental needs and material desires such as food, air, shelter, clothes are falling under existence needs. In the organizational perspective existence needs are; good pay, fringe benefits and better working conditions (Elock 2020).

The second type of need proposed by Alderfer, is the ‘Relatedness Needs’. It portrays different types o relationships a person maintains with others specially with the family, friends and formal work groups. Organizational wise relatedness needs emphasize interpersonal relationships with fellow employees and supervisors. These needs are similar to social needs under Maslow’s Theory (Elock 2020).

The final need under ERG theory is the ‘Growth Needs’. Growth needs are related to Maslow’s last two levels: self-esteem and self-actualization needs. This emphasized individual desire to grow and fulfill their capabilities and potentials. However, Alderfer contends that, unlike Maslow’s theory, several needs can be experienced at the same time under ERG Theory (Elock 2020).

 

References

Al Araimi, Ahmed A. (2002). Exploratory study on employees’ motivation in the omani private banking sector. Journal of Public Budgeting, Accounting & Financial Management, 14(2), 208–220.

Alderfer, C.P. (1972). Existence, Relatedness, and Growth: Human Needs in Organizational Settings. New York: Free Press.

Brewer, G.A., & Selden, S.C. (2000). “Why Elephants Gallop: Assessing and Predicting Organizational Performance in Federal Agencies.” Journal of Public Administration Research and Theory, 10 (4): 685-711.

Elock, E. S. (2020). The Role of Motivational Theories in Shaping Teacher Motivation and Performance: A Review of Related Literature. International Journal of Research and Innovation in Social Science (IJRISS), 4(4), 64-76.

 

Theories of Motivation-Maslow’s Theory of The Hierarchy of Needs

 

 

  Theories of Motivation

Assignment 03-     Maslow’s Theory of The Hierarchy of Needs

This theory was introduced by Abraham Maslow in 1943. It has five basic needs known as goals, such as physiological, security, social, self-esteem and self-actualization. This theory emphasizes that people get motivated by their desire to achieve or maintain above conditions (Maslow, 1943 as cited in Alajmi and Alasousi 2018).

This theory is bearing the idea that individuals have a need hierarchy. This hierarchy starts with the most basic and most important physiological need and then it gradually increases up to self-actualization needs.

Figure 2: Maslow’s Theory of the Hierarchy of Needs

Source: Beardwell, and Claydon (2007).

 

Physiological needs are the basic, starting needs for individuals under motivational theory. They are also known as physiological drives (Ex- Air, water, adequate workspace and workstations, perfect lighting, temperature, ventilation) (Alajmi and Alasousi 2018). 

Once the physiological needs are relatively satisfied, then emerges security needs. This indicates providing employees with a hazards free, safe office premises. Also, these needs consist of job security, stable wages and salaries, insurances, pension plans and other retirement perks (Alajmi and Alasousi 2018).

Third need under Maslow’s theory is social needs. Once the physiological and security needs are gratified, the social needs arise. In other words, belongingness needs. It portrays the love affection and belongingness. In order to satisfy social needs, employees should be provided training, teamwork, maintain better rapports (friendship) with internal and external parties (Alajmi and Alasousi 2018).

The fourth need is Esteem needs. According to Alajmi and Alasousi (2018), every individual has a desire to maintain a stable evaluation about themselves. Every single individual expects self-respect (tries to earn from others), desire for strength, confidence, independence, reputation and prestige, recognition, attention, importance, achievement, appreciation, and freedom.

Final need is Self-actualization. Even though all above needs are satisfied, humans’ nature is feeling dissatisfied or restless unless if they empower themselves. Therefore, self-actualization refers to the desire of self-fulfillment. In other words, tendency to become actualized in what they are capable of becoming.

As an example, when applying this theory to my professional life, I started my work in 2012 at NSBM Green University. Initially after joining the organization, I looked for certain basic, physiological aspects such as a proper workstation, materials, computer to work with, washroom facilities. Since NSBM is an international level sophisticated university with world class facilities, my physiological needs were fulfilled. Then I started being worrying about getting permanent. I had doubts about the security of my placement as I was working as a probationary employee for 6 months. Fortunately, I could become a permanent employee during that period of time with several other perks and insurance facility.

Then I gradually started to get to know more people internally as well as from outside NSBM Green University. I had to work with certain departments, work teams and groups. I always wanted to maintain a better rapport with my subordinates, peers and top management.

After being familiar with my job, people and organization I wanted to enhance my understanding about my own skills, abilities and what I am capable of. Through several trainings, evaluations and personality development sessions conducted by NSBM, I was able to enhance my personality. Engagement and motivation molded me to make my-self feel great. I personally try to climb up the career ladder to enhance the self-esteem and achieve better results personally and professionally at workplace. One day I wish to fulfill my dream of being one of the top-level managers at NSBM Green University.

One of the recent videos uploaded by Dr. Robin Wollast on Maslow’s Pyramid: The Hierarchy of Needs explains its details with practical examples clearly. The link is as follows for the viewers perusal. 

https://www.youtube.com/watch?v=R8JnUCeX96I

References

Alajmi, B., & Alasousi, H. (2018). Understanding and motivating academic library employees: theoretical implications. Library Management, 40(3/4), 203-214.

Beardwell, J. & Claydon, T. (2007). Human Resource Management (5th Ed.). Great Brian: Pearson Education Limited.