Motivation as an Important Process in Management - Coursework Example

Running head:  MOTIVATION Student’s Name: (First, Middle, Last) Admission Number: Course/Subject Title: Institution: Instructor/Lecturer: Date of Submission: (Dd, mm, yyyy) Table of contents Introduction Discussion Conclusion References Introduction Motivation, can be defined as the process that’s starts with a psychologically or a physiology requirement which usually activates a drive or a behavior that is aimed at achieving a goal. In the organization, the manager requires that each employee shows an increased and also a qualitative productivity. However, in order to achieve this process the behavior of the employee is thus very vital and is usually influenced by the environment in which they are working in. The manager of every company thus have to cater their employees in accordance and thus train them to abide with the company and adapt to its set up functions, and the behavior that is inherent to the needs and drives which will create a diverse opportunity to satisfy the companies needs. Discussion The manager of the company has the essential of creating good motivation to its workers and also understanding the importances of adopting motivation in the company. However, as the manager of any organization it is important to provide motivation to the workers since by doing this it helps in reducing the employees turn over, it also improves good relations, improves morale both to the workers and to the staff, it also reduces absenteeism, it reduces accidents, reduces wastage and breakages, provides higher efficiency and finally facilitates innovations and initiatives. The mangers of any organization taking an instance of a Hotel industry should always try to motivate the employees in such a way that they feel free to communicate and pass their grievances without fear or being intimidated at all (Cofer & Mortimer, 1997). In this regard, the manager of a Hotel is required to be concerned with the welfare of its employees. Taking an example, the manager should provide incentives, bonuses and better salaries; that are through the companies set monetary factors. The incentives are for example; education allowances, medical allowances motivate the employees so much such that they become productive and effective to the company. Providing them with bonuses and better wages thus motivates them to work extra and they become loyal to the company. The managers should too show appreciation and recognition of hard work provided by the employees, provide good delegation authority since this helps the workers perform their tasks with commitment and dedication. Nonetheless, by providing good working condition to the employees helps they get motivated this includes providing them with proper plant rooms, air conditioned rooms, equipments, proper sanitations. The workers also feel motivated when their managers provide them with job security and job enrichment. They require be accepting and involving in company’s participation and providing with cordial relations (Weightman, 2008). In order to understand motivation clearly, some theories associated to motivation will be discussed. These theories thus are aimed at understanding how managers may use them to motivate their employees. Going through Maslow’s Hierarchy of Needs Theory – This theory was designed for the assumptions that the employees in the company are motivated by their managers through series of universal needs. The needs thus are arranged in accordance to which they influence human behavior:- a) Psychological needs – these needs are categorized to be lowest – level needs. They include water and food. As the manager of the company it is critical to observe the needs of the employees since without this needs the employees feel unsatisfied and they might reduce their productivity for this needs act as the driving force for motivating them to work better. It is good as the manager to understand that, any hungry employee has a felt of need, this felt thus sets up both the physical tension and psychology thus affecting their behaviors’ in reducing their tension. The manager should understand that once hunger takes control of the employee they raises tension, but if it is sated the tension is thus reduced simultaneously and the need to eat food ceases and they become motivated to work as required. b) Safety need – in this case the manager of any organization given an example hotel industry should understand that the employees require shelter and security. This aspect includes the desire to provide them with proper security, dependency, stability, freedom from fear and anxiety, protection and the need for proper structure, order and law. Within the premises or work place the manager should ensure that all provided translates into the employees need for at least they are provided with a minimum employment security. They should be fully informed that they cannot be fired within a whim and that suitable levels and productivity will thus ensure continued service (Weightman, 2008). c) Social needs – the social needs comprises of feeling of belongingness and love. Within the workplace the manager of the company should satisfy the employees through showing interaction with the co-workers and show that he/she is comfortable working with all the collogues within all the departments. However, the manager should observe the need that comprise of ego and esteem – These needs comprises of employees desire to be respected and provided with self-esteem and also the esteem to other co-workers. As the manager of the Hotel industry it is proper to give the employees required respect through providing them with attention, appreciation and importance. The second theory will be Alderfer’s Hierarchy of Motivation Needs. This theory was established since it demonstrates that more than one need can be of operational at a particular time. The theory thus can be described as ERG theory meaning existence, relatedness and growth. In this perspective, existence usually concentrates on the existence of basic materials requirements i.e., safety and physiological needs. Relatedness thus refers to the desire for maintain interpersonal relationships. This is similar to Maslow’s love/social need, and also the external components for his esteem need. However, growth refers to the intrinsic desire aimed at personal development. The theory nevertheless, does not assume any rigid hierarchy whereby a lower need requires being substantially satisfied before an individual can move on. The theory talks of frustrations and regressions. As the manager of the organization, he should seek ways of satisfying the employee at all levels for if a superior – order required is frustrated then the employee tends to seek for an increase in the level of satisfaction of a lower-order requirement. The manager thus should assert an urge to satisfy the employee so that they do not maintain at one level rather than putting the organization into the next level of development. The manager should be cautious not to frustrate the employees since if they are frustrated the higher – order need level is too frustrated and the resulting product is poor development. In this aspect the manager should fulfill the employee’s desire and increase their motivation such that they will satisfy the lower - order needs into higher - lower needs (Borg & Braun, 2006). The third theory is the McClelland’s Theory of Needs – these theory stages three things that are said to motivate employees within an organization. These are influence, achievement and affiliation. In terms of achievements, as the manager of the organization, it is critical to find a way to achieve organizational goals. This aspect involves taking responsibilities while trying to find solutions for problems, setting goals to be achieved, performing master complex duties, getting feedback on various levels of success. The manager of the organization has the duty to mobilize the employees to work in order to achieve the companies set goals. Affiliation process thus is required in the organization. All employees in the company require the manager to be involved in the organization work that is building team work. The process requires the manager to come up with ways if building interpersonal relationships for all the people within the organization since this helps in reducing uncertainty and build a better foundation for achievement and setting up new goals (Wanous & Zwany, 2004). Power is the other aspect that is required in the organization simply because it acts as a drive to influence and control the people within the organization. This can be seen as the control measure for winning arguments, and while persuading and prevail over certain issues that affect the productivity of the organization. The manager as the head of the company should thus establish rules and regulations in terms of power which control each and every individual working in the organization. Nevertheless, the power he inputs should not oppress nor intimidates the workers but should protect every individual working within the premises. According to the theory, the presence of these usually motivates and drives the employees in a pre-disposition to behave in certain manners. It is therefore, the manager’s duty to recognize which type of need is dominant and which the employees are interested in it most and in particular that affects the employees from being motivated. To understand this fully, “People with achievement motives are motivated by standards of excellence, delineated roles and responsibilities and concrete, timely feedback. Those with affiliation motives are motivated when they can accomplish things with people they know and trust. And the power motive is activated when people are allowed to have an impact, impress those in power, or beat competitors” (Borg & Braun, 2006). The managers of the organization like the hotel industry, should try and come up with an organization culture which is a system that reports the company tasks with the relation of coordinating and motivating all the members in the hotel to work together in order to achieve organizational goals. The organization structure set by the manager thus helps in determining how the resources of the organization are used while creating goods and services. The manager on the other hand should work as a leader who works by articulating clear vision for the members through energizing and enabling organizational members such that they can understand the areas they play while achieving the organizational goals. The leaders of the organization are thus required to use leadership actions for instance influence, power, persuasion, communication skills, and vision and to coordinate the behaviors’ so that the company’s efforts and harmony are achieved satisfactorily. The managers have the duty of encouraging employees to perform a very high level for they understand well that the outcome of motivation is productivity (Fishbein & Ajzen, 2005). The managers on the other hand should understand a controlling technique for this guides them in evaluating how the industry is achieving its goals and what actions he ought to take to improve the organization performance. The managers of the organization should establish a duty of monitoring the individual performances in all departments since this guides them in monitoring if they are meeting the organizational desired performance standards. It is critical for the manager of any organization to understand that, the outcome of the control process is usually determined by the ability to measure the performances provided by the employees properly and thus regulate the industries effectiveness and efficiency. In order for the managers to exercise control they are required to decide on what goals to measure. This could be the goals pertaining quality, productivity, responsiveness to clients and thus try to design information and a control system which provides data they require while assessing the performance (Schneider & Alderfer, 2003). Conclusion In conclusion, the managers must involve themselves in organization activities since this involve establishing new structures of working affiliations which allows the members of the organization to relate and oblige towards achieving organizational goals. The manager ought to understand how people work in various departments within the organization and also the kind of job and tasks they are allocated to perform. By doing this the managers understands well that the laid down lines of authority and responsibility among different persons demands certain attention or monitoring process (Alderfer, 2001). The managers should also have some sort of planning procedures. This aspect usually helps the managers have schedule with the employees and the matters that concern the organization. Planning usually helps the managers understand what the expectations of the company are underway. This can be during meeting times, employment period, to attend guests and when to allocate the work to various members within the organization. Alternatively, the managers have the responsibilities of making sure that the resources of the organization are distributed in a timely manner and manpower is provided within the specified time and is enough so that all the processes of the organization are running in a smooth and an appropriate manner that will be fruitful to the organization. References Alderfer, C. (2001). An empirical test of a new theory of human needs: Organizational Behavior and Human Performance, May, 142-175. Borg, I. & Braun, M. (2006). Work values in Organizations: Journal of Organizational Behavior, 17, 541-555 Cofer, Charles N; Appley, Mortimer H (1997), Motivation: Theory and Research, New York, London, Sydney: John Wiley & Sons Fishbein, M. & Ajzen, I. (2005), Belief, attitude, intention, and behavior: An introduction to theory and research, Reading, MA: Addison-Wesley Schneider, C. & Alderfer, C. (2003). Three Studies of Measures of Need Satisfaction in Organizations: Administrative Science Quarterly, 489-505. Wanous, J. & Zwany, A. (2004). A cross-sectional test of need hierarchy theory: Organizational Behavior and Human Performance, May, 78-97. Weightman, J. (2008) The Employee Motivation Audit: Cambridge Strategy Publications Read More