Motivation :
Motivation is the word derived from the word 'motive' which means
needs, desires, wants or drives within the individuals. It is the process
of stimulating people to act, to accomplish the goals.
Motivation Theories
A. Traditional Theories of Motivation
1. Fear and Punishment Theory
The Philosophy of might is right, characterized the thinking of aggressive
management. Managers developed a strategy of forcing people to work by
threatening to punish or dismiss them or to cut their rewards if they did not
work well. This theory is based on the military principle, “Neither make reply
nor question why but do nor die”, and the assumption is that people would
work efficiently and with interest if they were driven by fear and punishment.
There was tight control and rigid supervision over workers. This strategy was
successful in the early days of the Industrial Revolution. But in the present
circumstances. this theory is not practicable.
2. Reward Theory
This strategy or approach tried to establish a direct relationship between
efforts and rewards. F.W. Taylor conceived this idea in his piece rate system
of wages. Management through that people could perform and contribute
better to the extent they were rewarded. To practice this theory, managers
should establish the standards or performance, monitor the behavior of
employees and decide about the rewards and penalties based on the degree of
performance.
[Link] and Stick Approach of Motivation
The Carrot and Stick Approach of Motivation is a traditional
motivation theory that asserts, in motivating people to elicit desired
behaviors, sometimes the rewards are given in the form of money, promotion,
and any other financial or non-financial benefits and sometimes the
punishments are exerted to push an individual towards the desired behavior.
Thus, an individual is given carrot i.e. reward when he performs
efficiently and is jabbed with a stick or is given a punishment in case of non-
performance.
B. Modern Theories of Motivation
Motivation is a state-of-mind, filled with energy and enthusiasm, which drives
a person to work in a certain way to achieve desired goals. Motivation is a
force which pushes a person to work with high level of commitment and focus
even if things are against him. Motivation translates into a certain kind of
human behaviour.
It is important to ensure that every team member in an organization is
motivated. Various psychologists have studied human behaviour and have
formalized their findings in the form various motivation theories. These
motivation theories provide great understanding on how people behave and
what motivates them.
Motivation is a huge field of study. There are many theories of motivation.
Some of the famous motivation theories include the following:
1. Maslow’s hierarchy or Need based Theory
Abraham Maslow postulated that a person will be motivated when his
needs are fulfilled. The need starts from the lowest level basic needs and
keeps moving up as a lower level need is fulfilled. Below is the hierarchy
of needs:
Physiological: Physical survival necessities such as food, water, and
shelter.
Safety: Protection from threats, deprivation, and other dangers.
Social (belongingness and love): The need for association, affiliation,
friendship, and so on.
Self-esteem: The need for respect and recognition.
Self-actualization: The opportunity for personal development, learning,
and fun/creative/challenging work. Self-actualization is the highest
level need, a human being can aspire.
The leader will have to understand the specific need of every individual in the
team and accordingly work to help fulfil their needs.
2. Herzberg’s Motivation Hygiene Theory:
Hertzberg classified the needs into two broad categories namely hygiene
factors and motivating factors.
Herzberg conducted a widely reported motivational study on 200 accountants
and engineers employed by firms in and around Western Pennsylvania.
He asked these people to describe two important incidents at their
jobs:
(1) When did you feel particularly good about your job, and
(2) When did you feel exceptionally bad about your job?
According to Herzberg, the opposite of satisfaction is not dissatisfaction. The
underlying reason, he says, is that removal of dissatisfying characteristics
from a job does not necessarily make the job satisfying. He believes in the
existence of a dual continuum. The opposite of ‘satisfaction’ is ‘no satisfaction’
and the opposite of ‘dissatisfaction’ is ‘no dissatisfaction’.
According to Herzberg, today’s motivators are tomorrow’s hygiene because
the latter stop influencing the behaviour of persons when they get them.
Accordingly, one’s hygiene may be the motivator of another.
Hygiene factors are needed to make sure that an employee is not dissatisfied.
Motivation factors are needed for ensuring employee's satisfaction and
employee’s motivation for higher performance. Mere presence of hygiene
factors does not guarantee motivation, and presence of motivation factors in
the absence of hygiene factors also does not work.
3. McGregor’s X-Y Theory:
Douglas McGregor formulated two distinct views of human being based on
participation of workers. The first basically negative, labeled Theory X, and
the other basically positive, labled Theory Y.
Theory X is based on the following assumptions:
1. People are by nature indolent. That is, they like to work as little as possible.
2. People lack ambition, dislike responsibility, and prefer to be directed by
others.
3. People are inherently self-centered and indifferent to organisational needs
and goals.
4. People are generally gullible and not very sharp and bright.
On the contrary, Theory Y assumes that:
1. People are not by nature passive or resistant to organisational goals.
2. They want to assume responsibility.
3. They want their organisation to succeed.
4. People are capable of directing their own behaviour.
5. They have need for achievement.
What McGregor tried to dramatise through his theory X and Y is to
outline the extremes to draw the fencing within which the organisational man
is usually seen to behave. The fact remains that no organisational man would
actually belong either to theory X or theory Y. In reality, he/she shares the
traits of both. What actually happens is that man swings from one set or
properties to the other with changes in his mood and motives in changing
environment.
4. William Ouchi’s Z - Theory of Motivation
William Ouchi developed Theory Z after making a comparative study of
Japanese and American management practices. Theory Z is an integrated
model of motivation. Theory Z suggests that large complex organisations are
human systems and their effectiveness depends on the quality of humanism
used. A type Z organisation has three major features—trust, subtlety and
intimacy.
The distinguishing features of Theory Z are as follows:
1. Mutual Trust:
According of Ouchi, trust, integrity and openness are essential
ingredients of an effective organisation. When trust and openness exist
between employees, work groups, union and management, conflict is reduced
to the minimum and employees cooperate fully to achieve the organisation’s
objectives.
2. Strong Bond between Organisation and Employees:
Several methods can be used to establish a strong bond between the
enterprise and its employees. Employees may be granted lifetime
employment which leads to loyalty towards the enterprise. As against vertical
movement of employees greater emphasis should be placed on horizontal
movement which reduces stagnation. A career planning for employees should
be done so that every employee is properly placed. This would result in a
more stable and conducive work environment.
3. Employee Involvement:
Theory Z suggests that involvement of employees in related matters
improves their commitment and performance. Involvement implies
meaningful participation of employees in the decision-making process,
particularly in matters directly affecting them. Such participation generates a
sense of responsibility and increases enthusiasm in the implementation of
decisions, Top managers serve as facilitators rather than decision-makers.
4. Integrated Organisation:
Under Theory Z, focus is on sharing of information and ‘ resources rather
than on chart, divisions or any formal structure. An integrated organisation
puts emphasis on job rotation which improves understanding about
interdependence of tasks. Such understanding leads to group spirit.
5. Coordination:
The leader’s role should be to coordinate the efforts of human beings. In order
to develop common culture and class feeling in the organisation, the leader
must use the processes of communication, debate and analysis.
6. Informal Control System:
Organisational control system should be made informal. For this purpose
emphasis should be on mutual trust and cooperation rather than on superior-
subordinate relationships.
7. Human Resource Development:
Managers should develop new skills among employees. Under Theory’
Z, potential of every person is recognized and attempts are made to develop
and utilise it through job enlargement, career planning, training, etc.
