Factors effecting Motivation Essay

* Job propitiation if break downers line line of descent satisfaction they all in allow for enjoy laping which go forth mean high look cipher is being produced. Workers will come early to regulate, they will suck up beloved at workance at work, workers will take conceit in their work, workers will take to work overtime, and would want to help the business meet its objectives and goals.If employees do not frustrate job satisfaction they will not be motivated at work and will become really lazy, will not put time and effort into the quality of the work, tar abides which be practice will not be met because employees be not enjoying themselves.* Challenge if you are in a monotonous environment you are in a day in day put routine where you have no motivation, you find your work is not contend enough. Therefore it is necessary for employees to have a challenging role within the work place. By having more challenges employees will set themselves targets, work hard- foughter more importantly they will feel the necessity to work to their best potential.* Rewards if employees are turn book bindingn rewards it will motivate them to work more harder. Rewards may be shares for the business, profit related pay, performance related pay, introduce schemes such(prenominal) as employee of the year, company cars etc.* Money money is one of the greatest factors for motivation, when pay rises are given employees tend to work much more harder. stock-still apart from money there are factors that motivate employees such as social status, recognition, responsibility, opportunity for promotion etc.* Promotion/Career development if employers offer employees knock to develop their career, it will be a great method of motivating employees, because they will want to work towards the companies goals and also will want to work up the organisational structure.* Training Having training schemes within the business is some new(prenominal) motivating factor. If e mployees feel that employers are spending time and effort on them they will feel apprehended and in return will work really hard during the training and will try there best to put the training skills in practise.THEORIES OF EMPLOYEE MOTIVATION AND BEHAVIOURAbraham Maslow and the hierarchy of needsAbraham Maslow (1908 1970) said that all motivation comes from meeting unsatisfiedneeds.He stated that there was a ranking of needs which must be achieved in the correct order from the bottom to the top of a pyramid (see diagram below) radical physiological needs(e.g. food, water,)are at the bottom and self actualisation is at the top.The need .Which is achieved by..self-importance actualisationPersonal growth and self fulfilmentEsteemRecognitionAchievementStatus cordial needsAffection/love/friendshipSafety needsSecurityFreedom from hassle and threats physiological needsFood, water, air, rest, sexAbraham Maslows Hierarchy of needs was inaugural formulated in 1943. Maslow suggested tha t human motivation was parasitic on the desire to satisfy various levels of needs. Maslow saw these needs as being organised in a hierarchy as shown on the diagram.* Physiological needs persons first concern is to be fed, clad and house themselves and family to an acceptable standard.Insys provide this need to their employees as these base needs are met by an decent wage which allows the employees to have there physiological needs.* Safety and warrantor this includes things like job security, social security and protection from arbitrary actions of early(a)s for example superiors.Insys ensure employees are have job security, sick pay, pension schemes. If these securities are not met then they will move to jobs, which provide these securities.* Social needs these needs include the feelings of be and affection. Once low level needs are met relationship with others seem of great importance, everyone wants to be evaluate in a team, and if these needs are not met one-on-ones wil l want to move to a job which will welcome them, and will be nice to them.Insys turn over in ensuring that social needs are met such as liasing with one other, this is done in team briefings (informal), internal memos, emails. This helps the all the individual to feel as part of a team.* Esteem needs desire to self-respect and respecting others, employees need to be recognised. Employers should give respect, and employees should value the work employees produce. Also bonuses should be given to employees for their hard work.This is a part of praise. Insys induce in incentives and bonus schemes for commending employees on outstanding efforts. They suppose the team should work together, respect one another and help each other to be successful.* Self-actualisation needs this involves self-fulfilment and release of potential. There will be a need to release ones full potential. Work becomes truly satisfying only it enables the individuals to incarnate their full potential.Insys beli eve that it is really important to encourage employees to release their full potential as it will give the individual self-satisfaction and its a great asset to Insys to have multi skilled employees.Insys may not realise that the Maslow Hierarchical of needs relates to there company but when stack like myself cross reference the speculation and Insys itself you can link the theory to Insys as indicated above.Due to the current redundancy situation at Insys, it has been intimately analysed that employees who had been employed there for over a number of years feel rather demotivated due to the situation. Referring back to Maslows theory Insys can closely relate to the situation of hierarchical needs. The remaining employees at Insys were at the top of the Maslows hierarchical of needs, i.e. they were content with their jobs, felt secure. Due to the redundancies taking place the employees have know traveled down the hierarchy of needs feeling low self esteem and they have no backb one of stability within there jobs.DOUGLAS McGREGORTHEORY X AND THEORY YMcGregor believed that theater directors basic beliefs have a dominant influence on the way that organisations are run. Mangers assumptions approximately the behaviour of bulk are central to this. McGregor argues that these assumptions fall into cardinal broad categories theory X and theory Y. these findings were detailed in The human side of enterprise, first published in 1960. speculation X and theory Y describe two views of people at work and may be used to describe two opposing solicitude styles.Mc Gregor formulated two theories X and Y, which makes a number of assumptionTheory X is summarised as follows The traditional view of direction and control* The average human being has a dislike of work and they avoid there work* Due to the basic dislike of work, most people must be coerced, controlled, directed, threatened with punishment to get them to put forth-adequate effort towards the achievement of org anisational objectives.* Most public prefer to be directed they wish to avoid responsibility, and have little ambition and overall want security.A theory X management style therefore requires close, form supervision with clearly condition tasks and the threat of punishment or the promise of greater pay as motivating factors. A manager working under these assumptions will employ autocratic controls, which can invariably lead to mistrust and irritation from those they manage.In contrast, people centred employers who subscribe to the alternative Theory Y assume their employees* Like working and attempt responsibility* Do care about the objectives of their organisation* Like to be fully employed and true to their full potential* Like variety in work and are motivated by evoke tasks* Are not motivated simply by money or threatsThese categorise are to a fault broad and too extreme to be entirely useful in human resource prep and management. The workforce is an organisation, it may contain different employees who conform to both theories, or display muted elements of both. The same employees may also move between these categories over time as their working environment, expectations, and attitudes change.SUMMARY OF THEROY X AND YXYIn a realistic workplace it is very difficult to get staff which fit in theory Y. and there are individuals who do fit into theory X. Insys encourages and aims to get employees from theory X and works towards theory Y. this is done via performance reviews (Appraisals).FREDERICK HERZBERG The hygiene motivational theoryThe hygiene motivation or two factor theory resulted from enquiry with two hundred Pittsburgh engineers and accountants. These people were asked what pleases and displeases them about their jobs. From their reponses, Herzberg concluded that man has two sets of needs* Lowers level needs as an animal to avoid pain and deprivation* Higher level needs as a human being to grow psychologicallySome factors on the work place meet the first set of needs but not the second and vice verser. The first group of factors he called hygiene factors and the second motivators.Fredrick Herzberg actual his ideas in 1966. From his research he listed those factors which improve job satisfaction and those which, if improved or handled correctly, would reduce or at least(prenominal) prevent job dissatisfaction.Herzberg said that accreditedelements in a job motivate people to work harder. He called these elements SATISFIERS. They include* Achievement* Recognition* Responsibility* Advancement* Personnel growth* And the actual work itselfOther elements do not motivate people to work harder. These are called HYGIENE FACTORS. They include* open and conditions* Status in the organisation* Job security* Benefits (pensions, company cars etc)* Relationships with fellow employees* The quality of the organisations managersHerzbergs hear point was that hygiene factors do not motivate but if they are not very good then the sati sfiers will not motivate either. For example even if a job is interesting and gives a person a substantial sense of achievement it will not motivate them properly if they are not earning enough money to live in a reasonable house and cannot feed themselves and their family properly. patently all individuals differ. The personnel administrator at Insys was interviewed, her views on the theory were pay is not the only motivating factor, there are other aspects to consider such as experience of different jobs, gaining new skills and achievement. further views can differ some employees priority may be the pay, you will never get all members of the team thinking in the same manor.FREDERICK WINSLOW TAYLOR FATHER OF SCIENTIFIC MANAGEMENTTaylor (1856 1915) worked as a factory superintendent in a locomotive axle factory in the USA. From his studies of how people worked making axles he concluded that Employees got jobs there because they were friends or relatives of the managers, not becau se they were any good at the job Employees did not work hard because they thought it would throw some of their friends out of work Employers paid employees as little as they could get away with Employees got very few instructions on how to do their jobs so they did them badly. The amount produced and the quality of output was often poor.Taylor said that the following ideas would improve matters* Only money would motivate employees to work hard therefore they should be paid on a piecework system, i.e. each item made would earn the certain amount of money this would encourage hard work.* Properly trained managers should run organisations and supervise employees effectively with menage but fair disciplinary methods* Employees must be properly trained, through what he called scientific management to do specific tasks efficiently this was the beginning of what we today call Organisations and Methods ask or Work Study* Employees should be properly selected through tests and interviews to make sure they are right for the job Taylor was one of the first people to see the need to do this* Employees, if motivated by good pay, would work efficiently without call into question what they were required to do.Many organisations still operate Taylorism, even in rich countries, but there has vast been a recognition that employees want more from their jobs than job security and good pay. Other writers have developed more complex theories about what motivates people at work as I have explained a few of them above.Insys and other organisations do have a linkage with the motivational theories I have explained above. However they do not use all the parts of the theories. Some theories do not even gift to the organisation such as Insys. Such as Frederick Taylors view of motivational theory does not apply to Insys itself as shown above that employees want more from their jobs than job security and good pay.Some other motivational theoriesExpectancy theoryThis theory states th at an employee will only be motivated to work harder if they believe that it will lead to a reward, which they feel is worth having. The key point is that the reward does not peer the employee needs it will not motivate them very well.Equity theoryThis means that people are better motivated if they feel they are fairly treated by their bosses and on par with other employees.Goal TheorySetting employees specific goals motivates them more effectively. If the goals are achieved they get more money or promotion.Reactance TheoryThis means that people are motivated by what they think they have achieved. For example, where pay is fasten to employees performance it motivates them to work harder. Their achievement has been rewarded.