Motivation is to encourage people to work, independently or in groups in the behavior such as to generate best results. It is very important to achieve the target goal. It is the determination to act. It is the willingness to apply high levels of effort towards organizational goals, accustomed by the efforts and ability to convince some individual need.
Motivation is getting from one person to do something because they feel like to do it. It was once implicit that motivation had to be introduced from outside, but it is now understand that everyone is motivated by several differing efforts.
Motivation is a broad-spectrum term applied to the entire class of drives, desires, needs, wishes and comparable forces. To say that managers motivate their subordinates is to say that they do those things which they hope will convince these drives and desires and induce the subordinates to act in a most wanted manner.
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To motivate others is the most significant of supervision tasks. It consists of the abilities to communicate, to set an example, to challenge, to encourage, obtaining feedback, to involve, to delegate, to develop and train, to inform, to brief and to offer a just an incentive.
One of the most chief factors that lead one to their objective is the compel to attain. This drive is acknowledged as motivation. It is a zest and strength of mind with a kind of excitement that leads one to continue to reach greater heights, in no matter what avenue of their life; be it personal or professional. The drive may come from an internal or external source. The individual determines this.
The features that motivate an individual keep changing as one climbs the ladder of age and maturity. And also, achievement of one goal sets the ball rolling for another one to be achieved. Thus, to be motivated is a constant need. There are times when one faces a phase of de-motivation and the whole thing seems depressing. It is then that they need to find what would motivate them back into action. (1)
For every personality there is a changeable driving force. In fact, it is not just a single factor, but a combination of factors that lead people to attain their aim. The fact is that with routine tedium steps in and then everything seems like torpid waters. It feels like there is nothing new.
The Role of Motivation
Motivated employees are required in our hastily changing workplaces. Motivated employees help organizations continue to exist. Motivated employees are more productive. To be successful, managers need to be aware of what motivates employees within the context of the roles they carry out. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employee's changes constantly. For example, research suggests that as employees' income increases, money becomes less of a motivator. Also, as employees get older, motivating work becomes more of a motivator.
The principle of this study was to describe the consequence of certain factors in motivating employees at the Piketon Research and Extension Center and Enterprise Center. Specifically, the study sought to describe the ranked importance of the following ten motivating factors: (a) job security, (b) sympathetic help with personal problems, (c) personal loyalty to employees, (d) interesting work, (e) good working conditions, (f) tactful discipline, (g) good wages, (h) promotions and growth in the organization, (i) feeling of being in on things, and (j) full appreciation of work done. A secondary purpose of the study was to compare the results of this study with the study results from other populations. (2)
Category OF MOTIVATION
(1) Achievement Motivation
It is the force to follow and accomplish goals. An individual with realization motivation wishes to achieve objectives and advance up on the ladder of success. Here, accomplishment is imperative for its own shake and not for the rewards that accompany it. It is similar to 'Kaizen' approach of Japanese Management.
(2) Affiliation Motivation
It is a force to relate to people on a social foundation. Persons with connection motivation perform work superior when they are complimented for their encouraging attitudes and co-operation.
Always on Time
Marked to Standard
(3) Competence Motivation
It is the force to be good at something, allowing the individual to perform high quality work. Competence motivated groups search for job mastery, take satisfaction in developing and using their problem-solving skills and endeavor to be creative when confronted with obstacles. They be trained from their experience.
(4) Power Motivation
It is the force to influence people and change situations. Power motivated people wish to create an impact on their association and are geared up to take risks to do so.
(5) Attitude Motivation
Attitude motivation is how people believe and feel. It is their self self-belief, their belief in them, their attitude to life. It is how they understanding about the future and how they respond to the past.
(6) Incentive Motivation
It is where someone or a team reaps a reward from an activity. It is "You do this and you get that", attitude. It is the types of awards and prizes that force groups to perform a little harder.
(7) Fear Motivation
Fear motivation coercions a individual to perform against determination. It is instantaneous and gets the work completed swiftly. It is useful in the short run.
MOTIVATING DIFFERENT PEOPLE IN DIFFERENT CUSTOMS
Motivation is not only in a single alleyway. In the existing scenario, where the workforce is more informed, more aware, more educated and more goal oriented, the dependability of motivation has left the boundaries of the hierarchy of management. Apart from finer motivating a subordinate, encouragement and support to colleague as well as cooperative suggestions on the right time, even to the superior, brings about a rapport at various work levels. Moreover, where workforce is self motivated, just the acknowledgement of the same makes people feel important and required.
DIFFERENCE BETWEEN MOTIVATION, SATISFACTION, INSPIRATION AND MANIPULATION
Motivation INDICATE to the force and efforts to please a want or goal, whereas satisfaction refers to the gratification experienced when a want is fulfilled. In contrast, inspiration is bringing about a change in the opinion pattern. On the other hand Manipulation is receiving the things done from others in a predetermined manner. (3)
Five chief theories that have lead to our perceptive of motivation are Maslow's need-hierarchy theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams' equity theory, and Skinner's reinforcement theory.
According to Maslow, employees have five altitudes of needs: physiological, safety, social, ego, and self actualizing. Maslow made a point that lower level needs had to be fulfilled before the subsequent superior level need would motivate employees. Herzberg's work classified motivation into two factors: motivators and hygienes. Motivator or intrinsic factors, such as accomplishment and recognition, produce job pleasure. Hygiene or extrinsic factors, such as pay and job security, produce job displeasure. (4)
Vroom's theory is based on the principle that employee attempt will lead to performance and performance will lead to incentives. Rewards may be either positive or negative. The further positive the incentive the more likely the employee will be highly motivated. On the other hand, the more negative the incentive the less likely the employee will be motivated. (5)
Adams' theory affirms that employees try tough for equity between themselves and other workers. Equity is achieved when the comparative amount of employee outcomes over inputs is equal to further employee outcomes over inputs.
Skinner's theories merely affirm those employees' behaviors that lead to encouraging outcomes will be frequent and behaviors that lead to negative outcomes will not be frequent. Managers should positively reinforce employee behaviors that lead to positive outcomes. Managers should negatively reinforce employee behavior that leads to negative outcomes.
Motivation is the key to performance improvement
The old adage you can get a horse to the water but you may not compel it to drink; it will have water only if it's thirsty - so with groups and people. They will do what they desire to do or otherwise motivated to do. Whether it is to surpass on the workshop floor or in the 'ivory tower' they must be motivated or determined to it, either by themselves or all the way through external incentive.
This is necessary for any business to stay alive and succeed.
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Ability in rotate depends on education, experience and exercise and its improvement is a slow and long course of action. On the other hand motivation can be enhanced speedily. There are a lot of choices and an untrained manager may not even know where to start.
These are the important strategies, though the mix in the final 'recipe' will differ from workplace situation to condition. Fundamentally, there is a gap between an individual's actual condition and some desired condition and the manager tries to lessen this gap.
Motivation is, in end product, a means to lessen and influence this gap. It is inducing others in a precise way towards goals specifically stated by the motivator. Obviously, these objectives as also the motivation system must be conventional to the corporate policy of the organization. The motivational system must be customized to the situation and to the business.
In the most detailed studies on employee motivation, involving 31,000 men and 13,000 women, the Minneapolis Gas Company required to decide what their prospective employee's aspiration most from a job. This study was carried out during a 20 year period from 1945 to 1965 and was quite enlightening. The ratings for a variety of factors differed only slightly between men and women, but both groups measured security as the highest rated factor (6). The next three factors were;
type of work
company - proud to work for
Amazingly, factors such as pay, benefits and working situations were given a low ranking by both groups. So after all, and contrary to common belief, money is not the most important motivator.
Motivation and employees
Workers in any association need something to continue them working. Most times the salary of the employee is sufficient to keep him or her working for a group. Nevertheless, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or group. If no motivation is present in an employee, then that employee's excellence of work or all work in general will get worse. (7)
Keeping an employee working at full potential is the ultimate goal of employee motivation. There are many effects to help keep employees motivated. Some traditional ways of motivating workers are introducing them in competition with each other
BEING A MOTIVATING MANAGER steps to be taken
(1) Treat staff well:
Subordinates have to be take care of with carefulness. The administrator has to stay friendly as well as maintain a level of distance with his staff. It's a complicated ground to tread. The staff looks up on the manager as their leader. They expect maturity, rationality and thoughtful from their superiors. Simple things like calling people by their first name, chatting about their families for a while or even a general inquiry about their well-being, brings in a feeling of belongingness. Small gestures of this type help in building up of a pleasant relationship.
(2) Think like a winner:
Administrator has to handle two situations, "The Winning" and "The loosing". The core is to think like a winner even when all the odds seem against you. It is necessary to equip yourself with all the tools of a champion. Always remember that winning and loosing rotate in a cycle. If you have been loosing from a long time you are very near the attractive edge. (8)
(3) Recognize the differences:
All the employees in the association vibrate to a dissimilar pace. A treatment that motivates one may demotivation the other. Considerate the difference in temperament in between the individuals is significant.
4) Set realistic goals:
Set reasonable goals. Setting too high a task creates a sentiment of non-achievement, right from the start itself. The goals set should be such which seem feasible to the employees to be achieved. A slightly higher target than expected provides a challenge.
(5) Prevent Demotivation:
A job of the administrator is to motivate people. His task requires him to discipline and penalize people. This might make resentment in the mind of the staff members, which may affect the productivity of the workforce. Hereafter, care should be taken, that punishment and penalties are used as a controlling method and that they do not demotivation. (9)
(6) Job-financial enrichment and small job changes are handy:
To make job more effective and to break the repetitive routine, small task additions and minor changes are always welcome. Even small suggestions of the manager seem precious to the employees. A small number of challenges in the same job can improve it.
(7) Non-financial rewards:
Monetary rewards have for all time had elevated motivational competence. But non-monetary rewards are equally helpful. A thank you note, a letter of appreciation or even few words of praise can help smoothens the creases linking the divergent levels of management.
Increasing the compensation package is sufficient to keep people happy.
Even though money is a significant craving in the minds of many people, human motivation is multifarious and variegated. What motivates one person does not unavoidably motivate others. That employees will have a salary is a given. Employees want and need more than a salary. The more may be financial, but it more regularly involves other forms of need achievement.
It is not necessary to reward people for "doing what they are supposed to do." (10)
Human needs force behavior and appreciation, or respect, is require that must be fulfilled. In a earlier age, people accepted more control from authority.
People are good, honest, and will always perform to the best of their ability.
On the contrary, people are human, fallible, and prone to mistakes. We misconstrue, misinterpret, and mislead. (11)
Supervisors and managers become skilled at to contract realistically with the people. Motivated employees accomplish something in their work. Consequently, all managers and supervisors, to some extent, seek to motivate workers. A general mistake is the failure to be aware of that people increase values and motivation from within themselves not from external forces. (12)
The graded categorization of motivating factors were: (a) interesting work, (b) good wages, (c) full appreciation of work done, (d) job security, (e) good working conditions, (f) promotions and growth in the organization, (g) feeling of being in on things, (h) personal loyalty to employees, (i) tactful discipline, and (j) sympathetic lend a hand with personal troubles.
The regular workplace is about halfway between the extremes of high threat and high opportunity. Motivation by warning is a dead-end strategy, and obviously staffs are more attracted to the opportunity side of the motivation curve than the warning side. Motivation is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production.