26440557 role of motivation in workplace

8/13/2019 26440557 Role of Motivation in Workplace

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No person will make a great business who wants to do it all himself orget all the credit.- Andrew Carnegie

Motivation

The definition of motivation is to give reason, incentive,enthusiasm, or interest that causes a specific action orcertain behavior. Motivation is present in every life function.Simple acts such as eating are motivated by hunger.Education is motivated by desire for nowledge. Motivatorscan be anything from reward to coercion.

A common place that we see the need to apply motivation isin the wor place. !n the wor force, we can see motivationplay a ey role in leadership success. A person unable tograsp motivation and apply it will not become or stay aleader. !t is critical that anyone seeing to lead or motivateunderstand "#ewlett$s #ierarchy of %or Motivators."

Another place motivation plays a ey role is in education. A

teacher that implements motivational techni&ues will see anincreased participation, effort, and higher grades. 'art of theteacher$s (ob is to provide an environment that ismotivationally charged. This environment accounts forstudents who lac their own internal motivation. )ne of thefirst places people begin to set goals for themselves is inschool. As any adult* "%hat is the main thing that motivatesyou." Their answer will most liely be goals. Even thesimplest things in life are the result of goal setting. A personmay say, "! want to save +. for a new T.." %ell, that isa goal. School is where we are most liely to learn thecorrelation between goals, and the definition of motivation.

That correlation is what breeds success.

Salary, benefits, woring conditions, supervision, policy,safety, security, affiliation, and relationships are all


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eternally motivated needs. These are the first three levelsof "#ewlett$s #ierarchy" %hen these needs are achieved, theperson moves up to level four and then five. #owever, iflevels one through three are not met, the person becomes

dissatisfied with their (ob. %hen satisfaction is not found, theperson becomes less productive and eventually &uits or isfired. Achievement, advancement, recognition, growth,responsibility, and (ob nature are internal motivators. Theseare the last two levels of "#ewlett$s #ierarchy." They occurwhen the person motivates themselves /after eternalmotivation needs are met.0 An employer or leader thatmeets the needs on the "#ewlett$s #ierarchy" will seemotivated employees and see productivity increase.1nderstanding the definition of motivation, and then

applying it, is one of the most prevalent challenges facingemployers and supervisors. Companies often spendthousands of dollars each year hiring outside firms (ust togive motivation seminars.

So, as you can see, motivation is what propels life. !t plays a ma(or role innearly everything we do. %ithout motivation, we would simply not care aboutoutcomes, means, accomplishment, education, success, failure, employment,

etc.

Types of motivation

There are two main inds of motivation* intrinsic andetrinsic. !ntrinsic motivation is internal. !t occurs whenpeople are compelled to do something out of pleasure,

importance, or desire. Etrinsic motivation occurs wheneternal factors compel the person to do something.#owever, there are many theories and labels that serveas sub tittles to the definition of motivation. 2oreample* "! will give you a candy bar if you clean yourroom." This is an eample of reward motivation.


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Extrinsic motivation

Etrinsic motivation refers to motivation that comesfrom outside an individual. The motivating factors areeternal, or outside, rewards such as money or

grades. These rewards provide satisfaction andpleasure that the tas itself may not provide.

An etrinsically motivated person will wor on a taseven when they have little interest in it because ofthe anticipated satisfaction they will get from somereward. The rewards can be something as minor as asmiley face to something ma(or lie fame or fortune.2or eample, an etrinsically motivated person whodislies math may wor hard on a math e&uation

because wants the reward for completing it. !n thecase of a student, the reward would be a good gradeon an assignment or in the class.

Etrinsic motivation does not mean, however, that aperson will not get any pleasure from woring on orcompleting a tas. !t (ust means that the pleasurethey anticipate from some eternal reward willcontinue to be a motivator even when the tas to be

done holds little or no interest. An etrinsicallymotivated student, for eample, may dislie anassignment, may find it boring, or may have nointerest in the sub(ect, but the possibility of a goodgrade will be enough to eep the student motivated inorder for him or her to put forth the effort to do wellon a tas.


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Intrinsic motivation

!ntrinsic motivation refers to motivation that comes from

inside an individual rather than from any eternal or outsiderewards, such as money or grades.

The motivation comes from the pleasure one gets from thetas itself or from the sense of satisfaction in completing oreven woring on a tas.

An intrinsically motivated person will wor on a mathe&uation, for eample, because it is en(oyable. )r an

intrinsically motivated person will wor on a solution to aproblem because the challenge of finding a solution isprovides a sense of pleasure. !n neither case does theperson wor on the tas because there is some rewardinvolved, such as a pri3e, a payment, or in the case ofstudents, a grade.

!ntrinsic motivation does not mean, however, that a personwill not see rewards. !t (ust means that such eternalrewards are not enough to eep a person motivated. An

intrinsically motivated student, for eample, may want to geta good grade on an assignment, but if the assignment doesnot interest that student, the possibility of a good grade isnot enough to maintain that student4s motivation to put anyeffort into the pro(ect.


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Requisites to motivation

%e have to be Motivated to Motivate

Motivation re&uires a goal

Motivation once established, does not last if not

repeated

Motivation re&uires 5ecognition

'articipation has motivating effect

Seeing ourselves progressing Motivates us

Challenge only motivates if you can win

Everybody has a motivational fuse i.e. everybody can

be motivated

6roup belonging motivates


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KEY ELEMENTS OF MOTIVTION

Motivation has three ey elements

!ntensity

7irection

'ersistence

Intensity

!t determines how hard a person tries. This is the element

most of us focus on when we tal about motivation

!irection

!ntensity alone is nothing there must be proper direction

where to go.

"ersistence

!t is the measure of how long a person can maintain his

efforts. Motivated individuals stay with a tas long enough to

achieve their goals.

Motivation in #or$p%ace

Intro&uction

Many business managers today are not aware of the effects

that motivation can /and does0 have on their business, and it

is therefore important they learn and

understand the factors that determine

positive motivation in the worplace. The


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si3e of your business is irrelevant* whether you are trying to

get the best out of fifty of your staff or (ust one, everyone

needs some form of motivation. Motivation is something that

is approached differently by different businesses and the

responsibility of its integration lies with all immediatesupervisors of staff. #owever, it is the business owner who

must initiate motivation as a strategy to attain corporate

goals.

"Motivation in the worplace is one of the greatest

challenges for managers. #igh levels of motivations are

directly connected to high levels of productivity. !ncreasing

productivity is always a ma(or goal of managers in any

organi3ation. A lac of motivation in the worplace is a ma(or

issue for managers and is associated with employees who

see no value in the wor that they do or see no reason to

achieve the goals set out for them /"!ncentives" 0. Therefore,

understanding the role that motivation, both internal and

eternal, can play in the worplace is crucial to creating a

woring environment in which all can succeed and thrive.

1nfortunately, increasing motivation can be a tricy

endeavor, one that has its pros and cons."

#'at is Motivation(

Motivation is the force that maes us do things* this is aresult of our individual needs being satisfied /or met0 so thatwe have inspiration to complete the tas. These needs varyfrom person to person as everybody has their individual

needs to motivate themselves. 7epending on how motivatedwe are, it may further determine the effort we put into ourwor and therefore increase the standard of the output.

%hen we suggest factors /or needs0 that determine the

motivation of employees in the worplace, almost everyone


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would immediately thin of a high salary. This answer is

correct for the reason that some employees will be

motivated by money, but mostly wrong for the reason that it

does not satisfy others /to a lasting degree0. This supports

the statement that human motivation is a personalcharacteristic, and not a one fits all option.

Importance of Motivation in )or$p%ace

Motivation can have an effect on the output of your businessand concerns both &uantity and &uality. See it this way* yourbusiness relies heavily on the efficiency of your productionstaff to mae sure that products are manufactured innumbers that meet demand for the wee. !f theseemployees lac the motivation to produce completedproducts to meet the demand, then you face a problemleading to disastrous conse&uences. The number ofscenarios is etreme but you get the general picture.

8our employees are your greatest asset and no matter howefficient your technology and e&uipment may be, it is nomatch for the effectiveness and efficiency of your staff.

Motivationa% T'eory* +er,-er./s T)o Factor T'eoryMotivation has been studied for many years stretchingbeyond the 9:th century. As a result, a number of theoristshave compiled their own conclusions and conse&uently a

wide variety of motivational theory has been produced.%ithout going into the fine details and depth of all themotivational theory, we will use 2redric #er3berg4s /9:;;0research to outline the main issues concerning motivation.!n 9:;;, #er3berg interviewed a number of people indifferent professions at different levels to find out two things*


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Those factors that M)T!ATE7 them in the worplace

These were identified as factors that gave employees anincentive to wor resulting in (ob satisfaction. They are alsoreferred to as 4motivators4. These motivators increased the

(ob satisfaction of the employee and further increased theirefficiency.

Those factors that '5EE 7!SSAT!S2ACT!)y looing at the diagram, it shows that a sense forachievement, recognition of their effort, the nature of thewor itself, and the desire for responsibility are all strongfactors for motivation. At the bottom of the diagram, the waythe business is run, how they are supervised, the worconditions and their pay, are all factors that can lead to (ob

dissatisfaction if not met to the standards of the employee.

The si3e /or width0 of the bars that represent each factorcompensate for the level at which it is a concern. 2oreample, from the diagram, the way the business is run is ahigher dissatisfaction cause /if it is run badly0 then theconcern of bad woring conditions. 8ou may loo at 4pay4 andthin that this bar should be a lot wider on the (obdissatisfaction side, but most people would not tae the (ob

in the first place if they considered the pay as 4totallyunacceptable4.

Tae another eample* the employee does not see the lacof personal responsibility as ma(or (ob dissatisfaction, butwhen people do see responsibility, it is a huge motivational


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factor for them* hence the long etension of the bar more onthe motivation side of the diagram.

8ou will further notice that those factors encouraging

motivation /(ob satisfaction0 have little connection withmoney and are more associated with personal developmentand achievement. #ygiene factors concern more theemployee$s personal attitudes towards the contet of their

(ob and involve money in most cases to provide a solution tothe issue.

8ou may also have noticed that two bars on the diagram/achievement and pay0 are shaped differently. This is toillustrate that, for Achievement, it is something that is only

ac&uired for a short term and is therefore an ongoing needthat is searched for over and over again. !n other words* onewee you may achieve, say, a good personal sales figure,and the following wee your standard drops to adisappointing level in which you see to achieve this figureyet again. The 'ay factor /salary0 also has a similar concern*you may increase an employee4s salary that removes (obdissatisfaction at first, but in time /can be as low as days0the employee will increase their personal spending to what

they are earning and will eventually, again, becomedissatisfied. !n such a case, it may be for your benefit thatyou offer an additional incentive to eep the employeefurther satisfied to prevent this on-going cycle fromoccurring.

+o) 0an You Increase Emp%oyee

Motivation

"opu%ar Motivationa% Strate.ies

Empo)erment*


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The process of enabling worers to set their own

wor goals, mae decisions, and solve problems

within their sphere of responsibility and authority.

"articipation* The process of giving employees a voice in maing

decisions about their own wor.

Ne) Forms of #or$in. rran.ements

2leible wor schedules.

=ob sharing.

Compressed wor schedules.

Telecommuting.

Re)ar& Systems

Re)ar& system*

The formal and informal mechanism by which

employee performance is defined, evaluated, and

rewarded.

Merit system*

A reward system whereby people get different pay

raises at the end of the year depending on their

overall (ob performance.

Incentive system*

A reward system whereby people get different payamounts at each pay period in proportion to what

they do.

Mana.eria% ctions for Increase& Motivation


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Motivation is achieved through different factors with

different people. !t is therefore important that you find out

these factors for each employee which can be put into action

once identified. The best way of identifying these factors is

to issue an Employee Appraisal.

!f your business has a small number of employees that you

can supervise and control easily, then you will probably have

an idea what motivates each person and therefore not have

to use the appraisal process to determine such factors

/although you should use one for other reasons that concern

the performance of your employees0. !f your business does

have a large number of employees that you cannot control

at any one time, then you may decide to delegate the tas of

identifying motivational issues to assistant mangers or

immediate supervisors of the employees, etc.

2or you to motivate your employees, you have to identifywhich approach to tae* do you offer a financial or non-financial incentive? This will depend on what factorsmotivate the staff member but it may also be restricted byyour company budget which cannot compensate for any

wage increases or bonuses and therefore non-financialincentives have to be introduced. 'oor pay may lead to staffbeing dissatisfied at wor and therefore any non-financialincentives will not be effective for motivation. !t is thereforeimportant that you find the right balance between the two.

a1Financia% Incentives-1Non financia% Incentives

Financia% Incentives!ncreasing motivation through financial rewards is a methodthat is most common when businesses rely on the &uantity
http://www.bizhelp24.com/employment-and-personal-development/employee-appraisal.htmlhttp://www.bizhelp24.com/employment-and-personal-development/employee-appraisal.html


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of the output of employees. 2or those employees involved inproduction, you could issue a piece rate system where theyare paid for each individual product they produce. !n whichcase, they would be motivated to produce as much as

possible in order to achieve a high pay* but ensure your&uality control is effective to ensure customer focused areasare not traded-off for &uantity. 8ou could also introduce acommission payment sc'emeif your business relies onselling your product or services through the means ofpersonal sales /telephone, door-to-door, etc0.

8ou may even introduce frin.e -enefitsinstead ofincreasing wages or salaries such as company cars, privatehealth, or interest-free loans from the business. These

benefits are often valued higher than wage increases andcan be less epensive for the business to provide.Another financial incentive is the offer of as'are of t'ecompany profits, say, @, which is split between youremployees. This incentive can influence team woring in thebusiness but you may find that people benefit from otherpeople4s wor if they do not pull their own weight to helpincrease efficiency. !t can therefore be said that profit

sharing does not encourage motivation in all employeesalthough it is highly effective in businesses with fewemployees. This is because they now that theirperformance will mae a difference and will be evidenced byan increase in the business profits.Sometimes staff may only have motivation to get a tasdone &uicly without care to the &uality of the outcome. !nwhich case, you can introduce &uality related -onus paywhich determines their salary. This salary will be up forreview twice a year and reflects their value in the businesswith respect to, for eample, the standard they completetass as well as personal sales records, achievements, andso on. This will give the employee the motivation tocomplete tass to a high standard and a desire to further


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ecel in the future in order to gain a higher salary* and ofcourse, the feeling of achievement /priceless0.Non2financia% Incentives

8ou may feel that money is not an effective motivatorinyour business although it may have some effect in the shortterm* your employees may also see factors aside frommoney as prime motivators. 2or whatever reason you decidethat non-financial incentives are more effective in yourbusiness, there are many forms in which they can be given.

8ou can increase motivation by giving employees moreresponsi-i%ityso that they feel their contribution is more

valuable to the business and that their role is of higherimportance. 2urther, you can promise the chance ofpromotion if they reach a certain standard or target. Theprocess of appraisa%which is a huge motivator toemployees. This is because they will be recogni3ed for thevalue they add /or do not addB0 to the business by reviewingtheir progress and achievements over a certain period.

The following are also motivators that can be introduced in

your business. To some degree they can also be seen asprocesses that reduce (ob dissatisfaction*

3o- En%ar.ement

This involves epanding the (ob of an employee that hasthem doing more wor of a similar nature to what theyalready do. This may be allowing them to complete thewhole tas instead of (ust part of it.

2or eample, pacaging the products as well asmanufacturing them. This process ideally removes theboredom out of the (ob by eliminating the repetitiveness outof tass and allowing them to complete the whole process,further increasing their responsibility.


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3o- Rotation

This involves allowing employees to change the nature oftheir (ob periodically. 2or eample, you may give theemployee administration duties one wee, mareting thewee after, and then bac to their original (ob of sales thefollowing wee. This cycle will then be on going. The purposeof this is that the employee, again, is satisfied by reducedboredom and also motivated by the achievement ofincreased sills. The business owner gains from cross-training and the potential for feed-bac and improvementideas.

3o- Enric'ment

Similar to (ob enlargement, you can enrich an employee4s (obby epanding their tass to give a higher level ofresponsibility in the nature of wor they do.

2or eample, they can be given the responsibility ofordering materials and maing delivery arrangementsinstead of (ust manufacturing the products. This will not onlyepand their sills, but also give them an increasedchallenge /responsibility0.

3o- Re&esi.n

7esigning a better fit between worers and their (obs

Combining tass

2orming natural wor groups

Establishing client relationships

Mo&ifie& #or$ Sc'e&u%es

%or share programs


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2letime programs and alternative worplacestrategies

Telecommuting and virtual offices

Ot'ers inc%u&e*

'ositive reinforcement D high epectations Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting wor related goals

5estructuring (obs

>ase rewards on (ob performance

T'e 45 0omman&ments of #or$p%ace Motivation

Contrary to popular belief, if you want to lose weight, all you

need to do is eercise more and eat fewer calories. Thosestruggling with weight issues will often insist they eat verylittle, but (ust sit across the table from them at a buffet andyou$ll reali3e they are breaing the rulesF of successfuldieting.

The same applies to worplace motivation. %hen the rulesare followed, morale improves. %hen we brea the rules,motivation deteriorates. Managers spend too much time in

denial by insisting that they are building a motivatingworplace when, in fact, they are often sabotaging it. Amotivating wor environment is the responsibility ofeveryone. 6one are the days when we loo solely tomanagers to motivate. >elow are 9 Commandments thatmust be adhered to by everyone in your organi3ation if youwant to build the ind of worplace where everyone thrives.
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!. 6ui%& Se%f2respect'ositive reinforcement allows people to understand thattheir performance adds value to the organi3ation.5eceiving positive stroes gives employees a sense of

satisfaction that creates the initiative to try new ideasand tae bigger riss.

%e can never have enough self-respect. Ever noticethat the office FegomaniacF is usually the person whoactually has the lowest level of self-respect? The moreobnoious and toic they become in their bragging, theless we feel lie feeding their egos with stroes.


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the elephant gives his word to a la3y bird namedMay3ie that he will sit on her egg until she comes bac.May3ie doesn$t come bac and #orton perseveresthrough ice storms, safari hunters, even a trip to the

3oo.

Through challenges, he continues to repeat, ! meantwhat ! said and ! said what ! meantH An elephant$sfaithful, one hundred percentBF !t is un&uestionably truethat most people would say that they eep their word.!n any day, however, those same people will brea theirword repeatedly in small ways. Employees spot all theways that managers miss obligations by small thingslie not sending out reports that were promised,

delaying meetings, etc.

Employees are &uic to spot slips in integrity in peersand managers. !nstead of confronting the problemdirectly, they too often fall out of integrity by blaming,gossiping, and whining. Iiving in integrity meanseeping our word and speaing a deeper truth.

. 6e Fair

!n a world where there isn$t much that is fair, we needto find ways be as fair as possible. 2air doesn$t meane&ual. 'aying for performance isn$t fair if you cap theincentives that a star performer can receive. !f youreward employees for cost savings or an increase inrevenue, the additional money is always there to sharebecause that etra money wouldn$t have been therewithout help from that employee.

!. Va%ue an& Reinforce I&eas

According to an Employee !nvolvement Associationstudy, the average employee in =apan submits +J ideasfor improvement per year, compared to the averageemployee in the 1nited States, who submits .9K. Thisis a ratio of 9LL*9. The root of this problem stems fromthe fact that only ++ percent of 1.S. employees$ ideasare adopted, compared to LK percent from =apanese


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worers.

!f we epect people to give us their ideas for improvingthe organi3ation, we need to have a serious system for

evaluating and implementing those ideas. 'eople whosubmit ideas are entitled to a &uic decision and aneplanation of why their idea was or was not accepted.

!!. 9ive T'em #'at T'ey #antMy mother loves crafts. ! love boos. Every year forChristmas, my mother has given me crafts. ! give mymother boos. %hat$s wrong with this picture? %e loveto give what we actually love to receive. >ut sometimeswe forget whom we are giving to.

Each of your employees has a different idea of howthey prefer to be rewarded. Money, trips, educationalopportunities, promotions, verbal recognitionGeveryone prefers to be rewarded in a way that$smeaningful. !f you don$t now what they want, asthem.

!!!. 9ive Imme&iate Fee&-ac$%ho created the annual performance review anyway?>y itself there is really nothing wrong with it, butsomewhere along the path, we assumed that allfeedbac gets stuc in a file and delivered yearly. Theproblem with this approach is that inappropriatebehavior becomes habit by the time the employeehears about it. %orse yet, you lose the benefit of re-energi3ing your people with the substantial immediateimpact of positive reinforcement for a pro(ect well done.

!. Reinforce t'e Ri.'t T'in.s)ne of the companies !$ve wored with for believed thatgood employees come to wor early and stay late.


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%atch what you reinforce because you will undoubtedlyget more of it.

. Serve Ot'ers%e$ve all seen it in our mission statements. To be aleading provider of blah, blah services in our servicearea providing &uality service and a good return to ourstaeholders.F 6ag me with a shovelB To say we are inbusiness to profit is lie saying we are breathing toremain alive. Every thriving organi3ation is passionateabout serving their customers. %hen we focus on ourcustomers$ success, we enroll our hearts, minds, andsouls as opposed to simply woring from our (obdescriptions.

So, it$s easy. !f you want to lose weight, eat less and eercisemore. !f you want to improve the motivation at yourworplace, use these 9 Commandments.

0onc%usion%ithout motivation in the worplace, your business willsuffer from the lac of efficiency that your employees mayfail to apply. This is because they have no incentive toperform tass to a high standard or complete them on time.!t is therefore important that you give them something to


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wor for as a reward for their high level of performance, allbeing essential to the success of your business.Everyone is motivated by different things and a ma(ority of

these factors are not money orientated* instead they reactmore effectively to incentives that offer personal recognitionand achievement. !n which case, you should determine whatmotivates individual people and further determine whether afinancial or non-financial incentive is the solution.

There is a fine line between factors that motivate people andfactors that prevent (ob dissatisfaction. !n other words, somethings do increase the level of efficiency in employees byreducing (ob dissatisfaction but are not motivators

themselves. This is because your staff need to eliminateunhappiness in their (ob before they can begin to bemotivated and this usually, and some say must, begin withan NacceptableN wage that they can live on.

Or.ani,ationa% 6e'avior

Motivation in #or$"%ace


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Success is not final, failure is not fatal* it is the courage to continue

that counts.F

%inston Churchill

'resented >y

>A #ons

Shahba3 Chaudhry /L@K0 >>A #ons

Shellvy Chiragh /L+J0 >>A #ons

5esource 'erson* Sir Sa((ad Mohsin

+3VERY :NIVERSITY L+ORE
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26440557 role of motivation in workplace

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