Motivation- Concept, Process and Techniques

Concept of Motivation

Understanding one's own motivation is crucial to understanding behavior. It provides behavior a goal and a direction. 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 skills and abilities to good use. The energy that propels people towards action comes from within. Every human action is, in some way, driven by a desire to accomplish a goal. Motivating someone to exert intense effort in their pursuits is the act of energizing or exciting them. It is the readiness to put in a lot of effort to achieve the desired result. It is an internal state that an individual experiences that animates, guides, and maintains behavior toward goal achievement.

According to Moorhead and Griffi, "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 need that activates a behaviour or a drive that is aimed at a good or incentive."

According to Stephen P. Robbins, "Motivation is a process that accounts for an individual's density. Direction and persistence of efforts toward attaining a good."

Motivation is the key determinant of individual behaviour in organizations. Motivated individuals stay with the task long enough to achieve goals.

Motivation has the following characteristics:

• Motivation is an internal psychological process that affects the person.
• Because of individual variances, motivation is complicated and challenging to anticipate. Different behavioral patterns are the result.
• The process of motivation is ongoing. At all management levels, it is prevalent.
• Motivation entails making efforts to fulfill needs and objectives. Intense and consistent effort is being made to boost performance. It emphasizes taking action.
• If motivation is based on a reward for improved performance, it may be beneficial. If it's predicated on punishment for subpar performance, it might be harmful.
• Extrinsic motivation is when it comes from rewards from outside sources. If it is self-generated, it may be intrinsic.

Motivation process

Motivation Process

Unmet needs are where motivation begins. They create tension, which leads to need-satisfying action. Goal achievement is a result of needs being met.

Motivation process is characterized by:

• Unmet Needs: They lead to stress within the person. They point to a deficit.
• Tension: Unmet needs are the root of tension. It could be psychological, societal, or physical. Motivation must exist in order for it to happen.
• Action: Individual takes an action to satisfy their need to decompress.
• After researching alternatives, a decision is taken.
• Accomplishment of Goal: Goal fulfillment takes place when needs are met. Through rewards or penalties are two options.
• Feedback: It describes how successfully the objective was attained.

Motivation Techniques and Programmes

Employees need to be motivated. The techniques and programmes prompt them to action .They are:

Management by Objectives

MBO is a method for exercising self-control over performance. Together, superior and subordinate establish quantifiable objectives with deadlines. The primary areas of accountability for 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 procedure.

Advantage of MBO

• Setting performance goals together with subordinates is a collaborative process. Goals are precise, measurable, and difficult to achieve.
• Employees are assured of their commitment to performance objectives
• Periodically, performance is evaluated with an emphasis on results.
• For the objective of promoting self-control, employees receive feedback regarding their performance results.
• 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 Programmes

Both physical and mental involvement constitute involvement. Participation of employees in management decision-making is a key motivational strategy. Being involved gives people a sense of success, acknowledgment, and acceptance for the acts that have an impact on them. Participation meets the social and esteem demands of the employee.

The following are significant employee participation programs:

Delegation
It entails the delegation of authority from superior to subordinate for the accomplishment of particular tasks. Making decisions is pushed downward by it. It entails.

• Giving the subordinate more responsibility.
• Giving subordinates the power to make decisions that will directly influence their work
• Making a subordinate responsible for their performance. Workload and decision-making authority are pushed down via delegation. Higher performance and quicker decision-making are the results.

Participative Management

The worker is formally included in the decision-making process. It requests their opinion and thoughts. Employees are given freedom and control over how they carry out their task. It gives one a sense of responsibility, accomplishment, belonging, and acceptance. On issues affecting them, employees are consulted.

These are some participative management techniques:

• Suggestion Program: Workers are urged to offer ideas for resolving a particular issue. Rewarding suggestions are given. There are suggestion boxes available in key spots.
• Joint Consultation: Management and employee representatives form 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 carries them out.
• Representation on the Board of Directors (Representative Participation): The Board of Directors includes representation for the workforce. They effectively contribute to decision-making and defend the interests of employees. These choices have a higher likelihood of being embraced by the workforce.
• Employees become shareholders in a co-owned business. In addition to being owners, they can also serve as representatives on the Board of Directors to take part in decision-making. Profits are divided among the staff. Being a significant shareholder in the organization where they work inspires employees.
• Quality Circle is a Japanese methodology. A small group of employees meets voluntarily on a regular basis with their supervisor to address issues relating to work-related quality, quantity, and cost issues. The highest echelons of management are informed of suggestions. The group carries out proposals that have been approved.

Work Teams

A work team is a collection of people who collaborate to accomplish various goals, share leadership responsibilities, and hold each other and themselves accountable. Teams can be self-managed, cross-functional problem solvers. Self-managed teams are independent, self-sufficient work groups. They are in charge of the entire task. Without any institutional oversight, they are self-sufficient. The group members communicate freely. They have a wide range of job-related talents. It depends on how well the team performs. 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 members and assess one another's work. These teams' obligations include:

• Work planning and scheduling
• Giving members duties to do
• Collective management of the workplace
• Making operational judgments
• Taking initiatives to implement solutions to issues

Reward system for Motivation

Systems for defining, assessing, and rewarding employee performance are referred to as reward systems. An employee looks for a reward before doing any action. Employee motivation is impacted by rewards. Rewards may be monetary in kind.

Money- related Rewards for Motivation

They stand in for an organization's compensation scheme. The provision of physiologic and safety needs depends on money. It is a significant perk for selecting and keeping a competent employee.

The different forms of financial rewards include:

• Programs for variable pay: Pay is based on performance. Depending on the performance. Both individuals and groups may use it. It also goes by the name of an incentive system. It might be:
  • Pay for piecework is determined on the quantity of units produced. Straight or differential are both possible.
  • Commission: compensation is determined by the value of the sales performance. Salary plus commission on a straight commission is an option.
  • Bonus: A one-time, time-limited lump sum payout based on the organization's financial performance.
  • Gain-sharing: Grants and increased pay for employees to cover costs
• Skill- based pay plan: It serves as a team incentive. Pay depends on:
  • They are essential for achieving the goals of the team. Core skills must be acquired by every team member.
  • Special skills: They are based on the requirements of particular teams. In addition to essential skills, they exist. Employees receive increased compensation for acquired abilities. For each new ability learned, for instance, Rs 30 per hour. The upper wage threshold is set.

Competency-based compensation, or skills-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's a pay-for-knowledge wage structure. Employee is rewarded for gaining knowledge that is pertinent to the organization. Pay is based on performance

Components of skills-based pay include:

• His pay is based on his level of skill.
• Instruction is given to help people learn new skills.
• The implementation of a formal testing framework.
• Flexible work design is implemented.

Flexible Benefits Programmes

Benefits that are flexible are additional payments. They are given to employees as a result of their employment and status within the company. They include:

• Compensation for unpaid time: Paid holidays, vacations, and leaves
• Pensions, bonuses, provident funds, Medicare, and insurance payments are protection 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. Within a set budget, they choose advantages that satisfy their demands. Every single advantage came with a cost.

Job Redesign

The organization of the work is evolving. Job redesign entails modifications to

• The content of activities that are relevant to a job that will be added to and restructured
• The processes for carrying out the work are revised.

Applying motivation theories to work redesign is possible. Jobs are updated to reflect the dimensions listed below.

Changing how one uses skills and talents to perform a task is known as skill variation. A worker may possess a variety of talents and aptitudes.

• Worker Requirement: Workers must finish the entire project.
• Task Importance: Work is given purpose. It is beneficial to do. It has a significant impact on other people's life.
• 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 include job sharing arrangements, job rotation, job enlargement, job enrichment, four-day workweeks, and flexible work schedules.
  • Four-day workweek: Employees put in a total of 40 hours per week. It offers more free time.
  • Flex time is a strategy that enables employees to choose their own weekday hours.
  • Job sharing: During a forty-hour workweek, two or more employees share the same job. It is beneficial for part-time workers.

Current Issues in Motivation and Implications for Managers

Workers are divided into numerous groups. Issues and repercussions are involved in motivating them. They have ties to:

• Seasoned personnel
• Temporary workers
• Workers in low-skilled services
• Employees performing a lot of repetitive work
• Multiethnic workforce

Professional employees and motivation

Professional workers receive education and training. They work in the high tech industry. They receive good pay. They keep up with knowledge updates. They are devoted to their area of specialization. Instead of being loyal to their boss, they are. They frequently have their work in mind. Professionals experience inherent fulfillment in their profession. They appreciate when others encourage their work. In order to inspire employees, managers should:

• Assign them difficult tasks.
• Enable people to take part in decisions that have an impact on their work.
• Allow them the freedom to pursue their interests.
• Give them chances to reach their full potential as a reward.
• Show them appreciation.
• Design other career pathways that offer benefits without requiring managers to take on additional duties.

Temporary workers (Contingent workers)

They have a part-time contract and are temporary workers in other ways. These workers frequently include professionals, working mothers, and students. Temporary employees are not obligated to the company. They don't identify with organizations either. They are paid less and get fewer perks. In order to inspire temporary employees, managers should:

• Give them instruction to develop their skills.
• offer chances for permanent status.
• Through an adequate pay plan, ensure equity.

Low- skilled Service Workers

Their education and skill sets are limited. They work in low-tech fields. Their salaries are meager. They frequently have a high turnover rate. Managers should: in order to inspire low-skilled service personnel:

• Offer flexible work hours.
• Boost compensation and benefits.
• Make the positions alluring.

Employees doing Highly Repetitive Tasks

They work as assembly line employees and stenographers in courts and medical facilities. The work is monotonous, demanding, and standardized. For inspiration, managers should:

• Make a careful selection.
• Offer a hefty wage.
• Create a comfortable work environment.

Diverse workforce

They are female, single, foreign-born, handicapped, and elderly. Not all of them are driven by money or a demanding work. For inspiration, managers should:

• Recognize and accommodate their differences
• Be adaptable. Create work schedules, rewards, and physical work environments that take into account their diverse demands.
• Make use of flexible work schedules, leave policies, job sharing, and temporary employment.

Reference

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