How Might In-depth Knowledge of Motivational Theory Help Someone Become a Better Manager - Coursework Example

Motivation Motivation refers to some kind of determination that is accompanied by excitement for one to accomplish something. In other words, motivation can be defined as a behavior that is goal oriented. Motivation can be termed as extrinsic or intrinsic (Robert, 2004). Usually, motivation is aimed at increasing pleasure and minimizing pain in the lives of human beings. Intrinsic form of motivation is usually from within a person. This means that one is completely interested in whatever he or she is doing. This means that it originates from within and that kind of motivation does not depend on any other external happening. According to the researches that have been done, it means that this kind of motivation is mainly experienced due to great educational enjoyments and achievements; this is whereby they attribute their success to the efforts that they have put in. On the other hand, extrinsic kind of motivation refers to the kind of motivation that comes from the external factors. Some of the most common extrinsic motivation on earth includes money, threats to be punished and coercion. It should be noted that competition is also a form this motivation. This is because at the end of the day it encourages the participants to win and get the reward that their opponents would have gotten. It should also be noted that a cheering squad is in the category of extrinsic motivation to the participants (Thad, 1992). According to a research that was done it was discovered that intrinsic rewards can easily lead to a situation of over justification hence minimizing the intrinsic motivation in an individual. Application of Motivation Motivation is a very important component of every human being. This means that in everyone’s life, motivation is very necessary. However it is not only important in the life of the human beings but also in the running of any given organization overseen by a manager. One of the most important people who rely much on the motivation is managers (Roderick, 2000). This is because it has a number of effects to the learning of the organization as far a manager is concerned. These effects includes their behavior towards their goals, it can increase their energy as well as efforts in their work, it can lead to increment in initiations as well as persistence, cognitive process enhancement and determination of the consequences being reinforced and most important performance improvement. On the other hand, in any business organization, motivation is very important. If we have to consider the Maslow’s hierarchy of need, then money is one of the motivating factors. Other motivating factors include praises, recognition, respect and sense of belonging. Therefore it is very important to note that motivation is vital in any business organization because it helps the employees to work harder and better, to get to be more effective and also to do a more quality work. Other importance of motivation as far as a manger is concerned in any organization includes: putting the human resources available into action by ensuring that all the employees have had willingness built up, it also leads to efficiency improvement of employees hence increased productivity, cost of operation reduction and overall improvement in efficiency, it also enable an organization to achieve all of it organized goals (Uwe, 1990). This is because there is better resource utilization, better working environment, all employees are goal oriented. Another importance of motivation is that it helps build friendly relationships due to reduction of industrial conflicts by the employees, effective co-operation and prevention of employee resistance to changes in the organization. Finally, motivations cause workforce stability (Raymond, 1982). This is whereby, employees tend to remain in the same organization simply because the fell appreciated and also part of the organization’s management. To the individuals, motivation is important in helping one achieve goals, individual’s self-development, working in dynamic team and finally helps one be satisfied in their jobs. Motivation Theories There are many types of motivational theories of which if applied by a manager are very important. They are divided into the following broad groups; incentive theory, needs theories and broad theories a) Incentive theories This is a kind of motivation that entails rewarding an individual with an aim of encouraging and recommending them for a work well done. This is usually associated with good behavior encouragement (Harold & Michael, 2003). Research has shown that repeated actions of rewards enable good habit formation in the level of management. If a manager embarks on rewarding his or her employees then their performances will greatly improve. b) Needs theory This is a theory that was developed by Abraham Maslow and it was named as Maslow’s hierarchy of need. In this kind of theory, it has been discovered that the needs and the wants in the life of the human beings are what influences their behaviors. However, only the unsatisfied needs influence behavior not unsatisfied ones. A manger in his lower level of needs will be working harder to get to the top through trying to better himself or herself through course and other ways hence his or her managerial skills are improved (David, 1987). Needs are so many and this means that they can only be arranged in the order of their complexity, any person can only move from one level of their needs to the other after one level has been satisfied. Finally, the issue of individuality, humanness as well as psychological health arises as one move further in the hierarchy. A person at the level of self actualization is likely to a better manager. There are three sub theories under this theory namely; i) Herzberg’s two-factor theory This is a theory that explains that some factors or conditions in the workplace lead to the satisfaction in the workplace. However, their absence does not cause dissatisfaction but no satisfaction is acquired. This means that if a manager tries to improve his conditions in the workplace then the employees will be satisfied hence better performance. ii) Alderfer's ERG theory This theory explains the issue of relatedness, existence as well as growth this is whereby the safety and psychological needs, which are in the lower category, gets placed in the existence category while self esteem and love are in the category of relatedness. Finally, the category of growth carries the weight of self-actualization. iii) Self-determination theory A theory that was developed by a man called Deci Edward and Ryan Richard. It focuses on the issue of the role of intrinsic motivation as far as the human behavior drive is concerned. It is a theory that focuses on growth as well as development in the human beings. It depends only on the active encouragement in the surrounding. c) Broad theories This is a theory that explains that one’s performance motivation is caused by a number of components like personality as they are directed to the performance (Uwe, 1990). Motivation and Performance Motivation has been defined as the combination of one’s desires as well as energy, which are all directed in achieving a certain goal. In other words, it is what causes a certain action to be taken. In order to influence people’s motivation then it means to get them to do what you actually want them to do (Terence, 1984). It should be noted that not all people are motivated by the same things to perform. This is whereby the issue of intrinsic and extrinsic motivation comes in. some people are motivated from within themselves while other have to be externally motivated through rewards and other things. In most cases an employee knows perfectly well what it takes to gave an excellent performance but still chooses not to give the best for reasons known best to him However, it has been discovered that it is the personal inherent problems (Hannagan, 2005). Rather than the challenges in the work place that interferes with ones ability to work and give better results. These motivational personal problems ranges from the pressure in the family, lack of the understanding of the effects of behavior to other people and personal conflicts. This means that if there is a problem existing between the employer and the employees then thee employer must seek the problem and then come up with a solution for the same. By doing this, the leader is trying to get facts right. However, it should be noted that if he gets the facts wrong, then there shall never be a lasting solution. Therefore, the leader should start by finding out what the employees should be doing and is not doing, then to go ahead and record. This means that the employer can be forced even to watch the employees as they work and try to range their standards. There is also need to check the past records and procedure and see if there has been some appraisals going on. Once the problem has been discovered, then the employer must work with the employees to make things better. Motivation, in this case comes in where, the employer or the manager gives a feedback to the employees. This is whereby he or she lets them know where they are doing right and where they are doing wrong. Feedback in this case should not be an occasional thing but must be done very often (Chandler, 1962). In addition, another way of motivating the employees especially them that are required to do a lot of things includes helping them to set priorities. This will help them to be orderly and to be able to do what is required in the order of priorities. In other words motivation where intrinsic or extrinsic is the key to the improvement of performance. Things like positive reinforcement, fair treatment, effective discipline, employees needs satisfaction, and setting goals, job restructuring, rewards and satisfying the needs of the employees are all form of motivation for better performance. References Chandler , A. 1962. Management theory and practice. London: Thomson. Hannagan, M. 2005. Management concepts and practice. England: Prentice hall. David, C., 1987. Human motivation. Oxford: CUP Archive. Harold, F & Michael, D., 2003. Motivation: theory and research. Canada: Routledge. Raymond, J., 1982. Motivation. Oxford: oxford university press. Robert, C., 2004. Motivation: theories and principles. Chester: Pearson. Roderick, W., 2000. Motivation: A behavioral approach. Cambridge: Cambridge university press. Terence, R., 1984. Motivation and performance. Chester: Pearson. Thad, B., 1992. Performance and motivation strategies for today’s workforce: a guide to expectancy theory application. London: Greenwich publishing group. Uwe, K., 1990. Work motivation. Chicago: Chicago university press. Read More