Motivation of Employees in an Organisation

pauperization of Employees in an OrganisationINTRODUCTIONMotivation is the force that drives humans to dally hard towards achieving either their personal or organizational goals giving our outflank performance at work is not just a extend of ability muchover experience , reward and most heavy(p)ly penury, characteristics that atomic number 18 required in order to achieve anything in life. To spark off direction to inspire, instigate and encourage a person to do their best in an organization although Bruce and Pepitone (1998) maintain that motif is inbuilt therefore heap leave behind moreover do that which is in their own interest and managers ordurenot influence their employees but can hardly influence what they argon motivated to do. Gallager et al. (1997) also conjure that human beings atomic number 18 purposeful and continually select goals that atomic number 18 important to us and find ways to achieve them.When an employee joins an organization, he/she comes with certain call for that vary from employee to employee and affect his/her performance. Some of these charters ar physiological other(a)s be striked to psychological and social values. (Robins 200044) is of the opinion that An un at rest render creates tension, which stimulates drives in spite of appearance the private. These drives generate a search for particular goals that, if attained, go forth satisfy the imply and lead to reduction of tension. He further states that an employee will pack in activities according to the level of tension, the more tension an employee develops the more activities he will indulge in. So it then implies that an employee who is highly motivated will indulge in more work. For a manager or leader in an organization, it might be rattling operose to learn efficaciously how to motivate apiece employee as the method used to motivate each employee must be specific to the individualistic. Motivated employees are of great greatness wit hin an organization they propel the organization forward by positively influencing the work atmosphere and attitude, customer orientation and company attitude.There are various reasons why employees drive to be motivated or are motivated, it could possibly be just for self derived satisfaction that comes with no apparent reward other than the activity itself or just to draw a bead on rewarded or to avoid punishment in addition to attaining a certain level of achievement, Harrison 2007 suggest that some employees may seem spurred on by the need to win while others might be encouraged by the luck to learn something different or new. Certain individuals work harder than others emergenceing in individuals of lesser ability performing better than their gifted counterparts this implies that an individuals performance depends not only on ability but on pauperization as well. Kressler (2003) believes that want is not only relative but depends heavily on individual circumstances as one goal might be withal high for one employee another might see it as alike low even though they are both capable of achieving it whereas Maddock and Fulton (1998) are of the opinion that motivation rarely or does not vary with individual differences or circumstances. Various theories entertain been developed over times that guess to explain the diverse reasons for motivation these theories sop up three staple fiber groups (Naylor, 2004). theme ONE CONTENT THEORIESThe essence theories explain the internal factors that drive a human being and what directs human demeanor. The most famous of this category is Abraham Maslows hierarchy of needs physiological, safety, affection, esteem and self-actualization. Maslow (1987) points out that human beings are wanting animals and rarely reach a state of complete satisfaction. Simons,Irwin and Drinnien(1987) say Maslow describes the five levels of basic needs of humans in hierarchical order and beyond these needs, higher(prenominal) lev els of needs exist although a person does not thumb the need to satisfy the next one until the present demand has been met. Montana and Charnov (2000) feel that Maslow didnt mean to imply that any of these basic needs would be agreeable totally and that a small level of satisfaction of any need is enough for the individual to move on to the next. Alderfers speculation is a matt version of Maslows five hierarchy of needs which suggests just three levels creative activity needs which relate to physiological and security needs of Maslow, relatedness needs which is about linked to Maslows social, self esteem and safety needs, and proceeds needs which relate to self esteem and self actualization, he further argues that the more that growth needs are satisfied , the more they might increase in intensity, in addition to that he says two needs can be activated at the same time. Gallagher et al. (1997)And there is Frederick Herzbergs Two-Factor guess that says there are two different factors that affect motivation at work hygiene factors and motivator factors (Herzberg, Mausner and Snyderman 1959). Herzberg (1968) developed this theory with people at work as his main concern saying that the hygiene factors (adequate pay, comfortable office, clean and cool it working conditions) if not gotten right by managers will force people to complain thereby leading to demotivation and there will be no complain if they are gotten right.Another content theory is that which was developed by McClelland (1973) who is of the opinion that drive and need are two terms for a motivational process and one cannot be preferred to the other. The McClellands Acquired Needs Theory identifies the fact that every human has a different list of precedency when it comes to needs and individuals are not born with these needs but amaze them through experience, he associates each need with a distinct coiffe of work preferences, and managers can help tailor the working environment to repres ent these needs.GROUP TWO PROCESS THEORIESProcess theories link several factors that make up motivation and are much more complex than the content theories because of the diverse perspectives involved. There are four main approaches based on cheat characteristics, presentiment, equity and goal- setting.The goal setting theory says that setting goals can be a major source of motivation to employees. Robbins (2000) adds that goals that are difficult to achieve bring about a higher level of result than goals that require little or no effort. Armstrong and Stephens (2005) suggest that feedback is a very important part of the process in order to maintain motivation and especially towards achieving even higher goals. The equity theory by Adams (1965) suggests that when people are treated equally, there will be more motivation to perform better in a workplace. This theory is mainly concerned with how people are treated in relation to other people.The expectancy theory (Mitchell, 1982) i s one of the few theories of work motivation that focus on values. The theory implies that people are more likely to choose a course of action that maximizes their utilities and is rather situation specific and not domain-specific (Erez and Earley, 1993).The job characteristics model developed by Hackman and Oldham is built on earlier look between job characteristics and the response of individuals to their work, stating that this theory consists of five job characteristics which are skill variety, task identity, task significance, autonomy, and feedback (Hollyforde Whiddett, 2002). (Hackman, Lawler, Porter, 1983) are of the opinion that these job characteristics create three critical psychological states which lead to a number of serious personal and work outcomes.GROUP THREE REINFORCEMENT THEORIESThis is a theory based on the argument that behavior is influenced by the consequences of previous actions it assumes that a person has been motivated to take a particular action and is only concerned with the response generated (Hollyforde Whiddett, 2002).There are four types of reinforcement depending on the employees behavior positive reinforcement resulting from satisfying consequences, this action can increase the hazard that the behavior will be repeated avoidance reinforcement which is the remotion of undesirable consequences punishment- where undesirable consequences can be taken away for example, the remotion of privileges an employee has and finally, extinction which is the removal of rewards (Naylor, 2004).Employee motivation techniques vary from organization to organization. However, they all have the same goal, getting employees to want to do their job better and more efficiently. Not every motivational technique, management practice or advantage works for every company as there are no particular set of rules and every employee has a different need from the other (Messmer, 2001). Through effective employee motivation techniques a company can get much better performance out of their employees. One technique to motivate employees that works really well is the employee of the month. This highlights a single individual who has shown outstanding drive, performance and effort for the given month. It is usually good to have an awards eucharist or to give out this award at management meeting. This fair technique will definitely motivate employees.Other effective employee motivation techniques include competitions between teams in order to get projects completed faster, awards for everlasting(a) attendance, and awards for jobs well done. It has been said by (Thomas, 2004) that a manager must have a clear picture of what motivates himself in order to understand what motivates others. (Armstrong Stephens, 2005) plead that there is no research evidence showing that there exists a strong and positive relationship between job satisfaction and performance, as a satisfied employee is not necessarily a high performing artist and a hig h performer is not necessarily a satisfied worker.REFERENCESAdams, J. (1965). Social Exchange, in Advances in Experimental Psycology. new york academic press.Armstrong, M., Stephens, T. (2005). A Handbook of Employee Reward Management and Practices. Kogan page Limited.Bruce, A., Pepitone, J. S. (1998). prompt Employees. McGraw hill.Gallagher, K., Ed, R., McClelland, B., Reynolds, J., Tombs, S. (1997). People in Organisations An active learning Approach. oxford Blackwell publishers Ltd.Hackman, R. j., Lawler, E. E., Porter, L. W. (1983). Perspectives on Behavior in Organisations. 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