Motivation in Modern Workplace - Example

TABLE OF CONTENTS 1.0 Introduction 2 2.0 Motivation in Modern Workplace 2 3.0 Challenging Factors of Motivation 4 4.0 Usefulness of Motivational Theories/Models 5 4.1 Instrumentality Theory 6 4.2 Content Theories 6 4.3 Process Theories 8 5.0 Ways to Overcome Motivational Challenges 8 6.0 Conclusion 10 7.0 References 11 1.0 Introduction Motivation is an inner drive that guides an individual to achieve his goal and objective with enthusiasm and zeal. It is directly linked and proportional to an individual’s need. The report highlights the major issues of motivation in today’s modern workplaces along with various factors which contribute to the challenges of motivation. The report then moves to focus on how motivational theories and models help a manager to keep the employees and staff associated with the organisation about the motivational strategies implemented in the modern organisations. The report also highlights the various methods or ways that a manager can implement to overcome the motivational challenges in the workplace. Finally the report is concluded to provide a complete understanding of the assignment by highlighting the importance of information derived by studying this assignment especially for managers who are on a continuous basis involved in managing people in the organisation. 2.0 Motivation in Modern Workplace Motivation plays an important role in the modern workplace or organisation owing to the fact that it helps individuals to perceive and achieve their desire goals along with a desired direction to achieve the organisational goals and objectives. Motivation can be regarded as major issue in modern workplace because of the following reasons which has been listed as under. 1. Puts human resources into action Organisation to achieve optimal utilisation of its available resources requires physical, financial and human resources to achieve their own desired objectives and needs. It is through motivation that human resources can be channelized to effective work plan and ensure maximum utilisation of the resources. Motivating the employees play an important role to increase both individual and organisational productivity (Stephen and Timothy, 2007). 2. Enhances the level of productivity of employees Productivity is not just dependent of employee’s ability, skills, knowledge and qualifications. For ensuring maximum efficiency managers need to ensure that the gap between ability and willingness is fulfilled which can be best achieved through motivation. On an overall basis it helps to increase productivity, reduce cost of operations and achieve an overall enhanced efficiency (Robbins, Millett, and Waters-Marsh, 2004). 3. Leads to achievement of organisational goals and objectives Achievement of organisational goals not just leads to positive contributions for organisation but also improves the standards of its employees and their life style. Motivation helps in building a sense of co-operation and co-ordination simultaneously and delivering a desired direction to its employees towards a purposive goal (Robbins, Millett, and Waters-Marsh, 2004). 4. Builds friendly environment Motivation is one the key success factors which helps employees achieve job satisfaction. Motivation helps in framing an incentive plan for employees which can be monetary and non-monetary incentives, promotional opportunities or disincentives for inefficient employees. Building a friendly environment by using motivational factors helps in bringing stability by effective co-operation, reducing industrial disputes, less resistance to change, increased productivity and aligning the individual goals and objectives with those of organisation (Robbins, Millett, and Waters-Marsh, 2004). 5. Stability in work force Stability is of prime importance to maintain the goodwill and reputation of the firm. Employees usually remain loyal to the organisation when they have a feeling of importance and are equally participated in organisational decision making process. Motivation helps in bringing this feeling among the employees and thus enhances the growth of the organisation. 3.0 Challenging Factors of Motivation There are many factors that impose challenges to motivation in workplace. However, two of the largest contributing factors are cultural and environmental factors of the organisation. The same along with other challenging factors are discussed as under Cultural Factors If an organisation is characterised with cultural negativity this can have a long term impact on the mindset of its employees which is very difficult to change. Manager’s who on a continuous basis puts efforts to build a positive cultural environment identifies its employees to be more efficient and happier with increase productivity (Smith & Robert, 1994). However, if little or no efforts are directed towards cultural aspects this could create an attitude of pessimism and lead to low productivity with low morale and motivation as there is nothing positive to strive for. Environmental Factors Environmental conditions have a major impact on motivation in a workplace. Environmental factors include conditions like atmosphere, decor, temperature, economics, tools etc. In order to ensure motivated employees, the environment should provide comfort to its employees along with desired tools to complete the task assigned. There are many other factors which acts as contributing and challenging factors to motivation which are Rewards Research shows that rewards can acts as distinctive factor to keep employees motivated. Employees when attracted or motivated by reward system usually strive for higher efforts to take more pride in doing the assigned task with higher outputs. Job Security and Job Advancement Job security can ultimately lead to higher motivation among employees. As employees when sense job security are free from fear of job cuts and deliver better results with higher concentration. Further people may be more willing to put higher efforts when there are room of advancements. Respect Disrespect or poor treatment can result in low motivation. Employees when get respect from their superiors are more likely to do work with higher efforts and respond positively to organisational goals and objectives. Thus, we see the various factors which contribute or pose challenges to motivation 4.0 Usefulness of Motivational Theories/Models There are various motivational theories or models which can help a manger to inform their motivation strategies in a modern organisation. The same has been discussed as under It is firstly important to know that there are two types of motivators Intrinsic: These are self generated internal motivators that deliver a high level of satisfaction on completion of a task an individual enjoy to do (Jacob 2008). Extrinsic: These are external motivators such as salary, bonus, incentives, praise, respect, trust, recognition, promotion or even punishment (Jacob 2008). The most influential motivational theories can be broadly classified into three categories 4.1 Instrumentality Theory This theory applies the concept of “carrot and stick” i.e. rewards and punishment. These are simple theory that can be easily felt by employees as the employees are aware of manager’s motives to increase productivity through a reward and punishment system which is cleared by the manager during formal meetings and staff appraisal programmes (Robbins and Barnwell, 2002). 4.2 Content Theories This theories focuses on the content of motivation which motivate an individual to take necessary actions in order to achieve their needs. It includes various theories like Maslow’s Need Hierarchy Theory: This theory focuses on human behaviour and actions where needs and wants are categorised into a hierarchy where lower level needs such as survival must be first satisfied before being motivated to achieve higher level needs like such as self-actualisation or self-esteem needs (Lowery, 1998). Managers can exercise different attitudes in helping the employee achieve different level of needs and make his motivational strategies clear to the employees. For example, by providing employment survival needs can be achieved while motivating an employee with incentives like high bonus, free car etc esteem needs can be made clear Herzberg’s Theory of Motivation This theory proposes two groups of factors which affect motivation at work. One is hygienic factors which includes company policies, supervision, working conditions, money, security and status which if not present can lead to dissatisfaction whereas other set of factors include growth factors like achievement, increased productivity, challenging work, recognition etc. This factors increase motivation but does not eliminate dissatisfaction (Lowery, 1998). Managers can use this theory to inform their motivation strategies in the modern workplace by involving not just on reward and punishment system but putting continuous efforts to maintain the cultural and environmental factors perspective. Focusing on hygienic factors will help employees understand the implication of this theory by managers. McClelland’s Theory This theory focuses on three different forces which are achievement, power and affliction which may vary in their weight age with varying individuals and their positions. Managers can apply and inform about motivational strategies implemented by them through this theory by differing attitudes such as need of achievement will be higher when employees have an intense desire to success and an equal fear of failure (Tymon, Stumpf & Doh, 2010). McGregor’s Theory X and Y This theory focuses on a manager’s style which reflects the attitudes of people and human behaviour. It can either be X negative where people need to be coerced, directed, controlled or threatened to do work whereas it can be Y positive where people are themselves self controlling and punishment are not only means to bring high productivity instead people can be self- directed to achieve their commitments (Mullins, 2005). 4.3 Process Theories These theories focuses on the process of motivation and try to identify the various variables or factors that influence motivation and provide basis of improving the designs for the same to ensure higher motivation in the workplace. It includes expectancy-based models, goal, equity and attribution theories. Expectancy models include various models such as Vroom’s Expectancy model, Porter’s and Lawler’s Expectancy Model etc which is based on the belief that an individual’s motivation is influenced by expected results of their actions (Ross & Eeden, 2008). Goal theory is based on the concept that people use goals to achieve their needs and desires. Equity Theory is based on how an individual is fairly treated when compared to others. Attribution Theory is a new motivational theory which suggests that an individual behaviour is perceived by either internal or external forces. These theories can be applied by manager in different situations and make the employee clear about the motivational strategies as each theory has a unique characteristic which clearly indicates the application of such theory. For example, expectancy model will focus more on results and output than equity theory where manager’s effort will be to develop an atmosphere where all feel that they are treated at par with others. 5.0 Ways to Overcome Motivational Challenges A manager in order to remove motivational challenges in a workplace must first ensure of being self-motivated and than creating a working environment which delivers positive vibes to ensure employee motivation. Here is an illustrative list of ways to overcome motivational challenges Aligning Individual interest with organisational objective Manager should look to reconcile the individual interests of employees with those of the organisation and try to remove any variances arising of the same. As when employees feel that their own needs and objectives are satisfied it shall create a more motivated working environment (Alexander, Page & Wentling 2003). Remove cultural differences In a modern workplace with people coming from varied cultures, it is important to eliminate any cultural differences arising between them. Any wave of pessimism should be removed by making a proactive planning for the same (Robbins, Judge, Millet, Waters-Marsh, 2008). Organisation Interest in building employees career When the manager itself shows interest in building the career of its subordinates, it helps in providing job security and job enhancement along with the elimination of employee turnover which helps the organisation to create more experienced staffs and overall future growth with motivated and loyal employees (Robbins, Judge, Millet, Waters-Marsh, 2008). Build environmental factors Manager should constantly seek to build an environment which helps in creating a comfortable atmosphere for its employees as this shall definitely help in removing environmental and external barriers affecting the organisational growth. Proactive Planning Managers should on a continuous basis involve in proactive planning to ensure no resistance to changes are made by the workforce and the employees understand that the changes are for the better living standards of the employees. It is to be noted that the above is just an illustrative list and there are many other factors which need to be considered for overcoming motivational challenges like informal interactions with employees, correct use of power, situational punishments and rewards etc. 6.0 Conclusion This report provides valuable information for managers who are managing people in an organisation as it provides an understanding of the major issues concerning motivation in a modern workplace along with its importance and challenges like stability in workforce, increased productivity, alignment of individual goals with organisation etc. The report also highlights the implications of various theories and models of motivation through which a manager can inform its motivational strategies to its employees. Finally the report also provides various ways to overcome motivational challenges to ensure a positively motivated working environment and ensuring future growth and development of the organisation and employees as a whole. 7.0 References Alexander A, Page V & Wentling T, (2003). Motivation & barriers to participation in virtual knowledge sharing”, Volume 7, Issue 1, MCB UP Ltd Jacob M, (2008), “Locke’s Goal Setting Theory”, Understanding SMART Goal setting, Mind Tools Ltd Lowery, (1998), “The hierarchical effect: Maslow Hierarchy”, Belmont, Thomson Learning Mullins, L. J. (2005) Management and Organisational Behaviour. 7th ed Harlow, England; New York : Financial Times Prentice Hall Robbins, Judge, Millet, Waters-Marsh T, (2008), “Organisational Behaviour”, 5th Edition, Pearson Education Ross W & Eeden R, (2008), “Relationship between motivation, job satisfaction and corporate culture”, Journal of Industrial Psychology, Volume 34, Number 1 Robbins S. P. and Barnwell, N. (2002) Organisation Theory: concepts and cases. 4th ed, Prentice Hall, Sydney. Robbins, S.P.; Millett, B. and Waters-Marsh, T. (2004) Organisational Behaviour. 4th ed., Pearson Education, Sydney. Stephen R and Timothy J, (2007), Organisational Behaviour, 12th Edition, Prentice Hall of India Private Limited, New Delhi Smith & Robert D, (1994), “the Psychology of work and human performance”, 2nd edition, New York, Collins Tymon W, Stumpf S & Doh J, (2010), “Exploring talent management in India: The neglected role of intrinsic reward”, Journal of World Business, Volume 45, Issue 2, page 109, Greenwich Read More