Concept of Motivation-Motivation Technique and Programs

Understanding one's own motivation is crucial to understanding conduct. It gives conduct direction and a purpose. It causes people to act in a certain way.

Employee ability and motivation both affect how well they accomplish their jobs. Employees may have the appropriate knowledge and skills. However, they might not have the motivation or drive to put their talents and skills to good use. The energy that propels people towards action comes from within.

All human action is in some manner driven by a desire to accomplish goals. Motivating someone to exert intense effort in their activities is known as energizing or stimulating them. It is the readiness to put forth significant effort in order to achieve the desired outcome. An individual's inner state is what motivates and sustains their actions towards goal achievement.

According to Moorhead and Griffin,

Motivation is the set of forces that leads people to behave in particular ways.

According to Fred Lathan’s,

Motivation is a process that starts with a physiological or psychological deficiency or needs those activities a behavior or a drive that is aimed at a goal or incentive.

According to Stephen P. Robbins,

Motivation is a process that accounts for an individual’s intensity, direction and persistence of efforts towards attaining a goal.

In organizations, individual conduct is what drives motivation. The qualities that motivation possesses are as follows:

• A psychological process called motivation focuses on an individual's
• Considering that everyone is different, motivation is complicated and challenging to predict. Different behavioral patterns are the result.
• Continuous motivation is a process. At all management levels, it is prevalent.
• Making an attempt to fulfill needs and goals is motivation. The goal of the consistent and concentrated effort is to raise performance. It emphasizes movement.
• If it is focused on the reward for higher performance, motivation can be beneficial. If it's predicated on punishment for subpar performance, it might be harmful.
• If it is caused by rewards from outside sources, motivation may be extrinsic. If it is self-generated, it may be intrinsic.

Motivation technique and programs

Employee motivation is required. They are motivated to act by the method and programs. As follows:

• Management By Objectives (MBO)
• Employment Involvement programs
• Reward System
  • Variable pay programs
  • Skill-based pay plan
  • Flexible benefit programs
• Job Redesign

Management by objectives:

MBO is a method for exercising self-control in performances. Time-bound, quantifiable goals are jointly set by superior and subordinates. The main responsibilities of each person in terms of the desired outcomes are identified. Performance-based incentives are used. Goals are used to assess a subordinate's performance. It is given to subordinates as feedback. It is a circular process.

Features of MBO:

• Setting performance goals together involves the superior and the subordinate. Goals are precise, measurable, and difficult to achieve.
• Employee commitment to performance targets is ensured.
• Periodically, performance is evaluated with an emphasis on results.
• For the goal of self-control, employees receive feedback regarding their performance outcomes.
• Rewards are connected to reaching goals.
• MBO ensures that employees will commit to their goals for a set length of time. Results are the main emphasis of performance evaluation. Performance-based incentives are used. Feedback aids an employee's ability to control their performance.

Employee Involvement Programed

Physical and mental participation is involvement. Participation of employees in management decision-making is a key motivational strategy.

The sense of belonging, acceptance, accomplishment, and responsibility is fostered by involvement. The majority of people are motivated by being involved in decisions that affect them. Employees who are involved have their social and esteem requirements met.

1. Delegation:

It entails the delegation of authority by superiors to subordinates in order for certain tasks to be completed. Decision-making is pushed lower by it. It includes:

• Giving subordinates more tasks to complete.
• The delegation of decision-making authority to subordinates that directly affects their work.
• Making subordinates accountable for their performance.
• Workload and authority over decisions are pushed down via delegation. It results in improved performance and quicker decision-making.

2. Participative management:

The worker is formally included in the decision-making process. It requests their opinion and thoughts. It allows the employee freedom and control over how they carry out their task. It imparts a sense of responsibility, accomplishment, and obligation as well as belonging. When anything affects an employee, they are consulted. These are some participative management techniques:

• Suggestion Scheme:
  • Employees are urged to make recommendations for dealing with a particular issue. Successful suggestions receive rewards. There are suggestion boxes available in key spots.
• Joint Consultation:
  •  Management and employee members are brought together to establish a joint committee or task force. Typically, they are consultative in style. Both parties freely discuss their thoughts and opinions on numerous subjects. Joint agreements are made, and management puts them into effect.
• Representation in board of Directors (representative participation)
  • Employees are given representation in the board of directors. They effectively participate in decision making and safeguard employee interests. Such decisions have a better chance of being accepted by employees.
• Co-ownership:
  • Employees become shareholders in a co-owned business. They are owners as well as employees. The ability to participate in decision-making through ownership may also come with representation on the board of directors. Employees get a cut of the profits
  • Employees are motivated when they are recognized as significant stakeholders in the company where they work.
• Quality circle:
  • This is a Japanese technique, quality circle. Small groups of employees meet voluntarily on a regular basis with their supervisor to address issues with work-related quality, cost, and costs. The highest echelons of management are informed of suggestions. The group carries out proposals that have been approved.

3. Work Teams:

A group that works together to accomplish a common goal is referred to as a work team. Its objective is group performance. Members each have a variety of abilities, leadership responsibilities are shared, and mutual and individual accountability exists. Teams are capable of fixing issues. self-managed, virtual, and cross-functional.

Self-managed work units are independent and self-sufficient. They are in charge of the entire task. Without any institutional oversight, they are self-sufficient. The group members communicate freely. They are equipped with a range of job-related abilities. Performance by the team determines rewards. This method of staff incentive is becoming more and more well-liked.

10 to 15 employees work together in self-managed teams to complete related or interdependent tasks. They choose their own to do linked or interconnected tasks. They choose their own members and assess one another's work.  The responsibilities of such teams are:

• Work planning and scheduling.
• Giving members duties to do.
• Collective management of the work speed.
• Deciding on operations.
• Taking steps to apply solutions to challenges.

Reward system for motivation

Systems for defining, assessing, and rewarding employee performance are referred to as reward systems. Before taking any action, workers look for a reward. Employee motivation is impacted by rewards. Rewards may be monetary in kind.

Financial incentive for motivation

They stand in for an organization's compensation strategy. The provision of physiologic and safety needs depends on money. It is a useless reward for attracting and keeping talented workers.

The different forms of financial rewards include:

• Variable pay programs:
  • Pay according to performance. It changes based on performance outcomes. Both individuals and groups may use it. It also goes by the name of an incentive system. It might be:
  • Piecework: Payment is determined by the quantity of work completed. Straight or differential are both possible.
  • Commission: Pay is determined by the value of the sales performance. Salary plus commission is an option, as well as commission only.
  • Bonus: a time-limited lump sum payout based on the organization's financial performance.
  • Gain-sharing: provides staff with further training in order to reduce costs
• Skill-based pay plan: 
  • It serves as a team incentive. Pay is determined by. To accomplish team goals, you must have the essential talents. Core skills must be acquired by every team member. Special skills: depending on the requirements of particular phrases. In addition to essential skills, they exist. Employees receive increased compensation for acquired abilities. For each extra acquired, for instance, RS 30 per hour. The upper wage threshold is set.
  • Competency-based compensation, or skill-based pay, rewards employees for their breadth, depth, and variety of knowledge, abilities, and behaviors. It is not determined by the job's title. It is a remuneration system based on knowledge. Employees are rewarded for gaining knowledge that is pertinent to the organization. Pay is based on performance.
  • Indicators of skill-based remuneration include:
  • His pay is based on how skilled he is.
  • Training is offered so that skills can be acquired.
  • The implementation of a formal testing framework.
  • Flexibility is added to work design.
• Programs with Flexible Benefits:
  • Benefits that are flexible are supplementary compensation. They are given to employees as a result of their employment and status within the company. They include:
  • Pay for time not worked: Paid vacations, paid time off, and leaves
  • Pension, bonus, provident fund, Medicare, and insurance payments are protected programs.
  • Executive perks include complimentary newspapers and phone rentals.
  • Each employee can create a benefits package that is customized to his needs thanks to flexible benefits. They customize rewards.
  • Benefits are variable through the use of a cafeteria concept. Employees have access to a variety of benefits. They select perks that are in line with their needs within a specified limit of amount. Each and every benefit has a price tag.

Job Redesign

It is a modification to the way the work is organized. Job redesign entails modifications to:

• Content of job-specific tasks to be added to and structured inside a job
• The processes for carrying out the tasks are revised.

Applying motivation theories to work redesign is possible. Jobs are redesigned in light of the dimensions listed below.

• Skill variety: Using a variety of abilities and skills to complete a task is known as skill diversity. There are numerous aptitudes and skills that workers might employ.
• Task identity: Workers are expected to finish the entire project.
• Task significance: Work is given purpose. It is beneficial to do. It has a significant effect on other people's life.
• Autonomy: Work gives the employee freedom, independence, and discretion in terms of scheduling and carrying out their duties.
• Feedback: The employee receives information about their performance.
• Others: Other options include employment sharing arrangements, job rotation, job enlargement, and job enrichment.
  • Four-day week: During a four-day workweek, employees put in 10 hours per day. It offers more free time.
  • Flex time: It is a plan for allowing workers to select their workday schedules.
  • Job sharing: Two or more employees share the same job over a forty-hour week. It is useful for part-time employees.

Reference:

AGRAWAL, DR. GOVIND RAM. Organization Relations. Bhotahity, Kathmandu: M.K. Publishers & Distributors , 2013. textbook.