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Motivation & Productivity in the Workplace
Motivation: Definition▪ Motivation involves the biological, emotional,
social, and cognitive forces that activate behavior.
▪ A motive is what prompts the person to act in a certain way, or at least develop an inclination for specific behavior
▪ Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal
▪ Motivation is a theoretical construct used to explain behavior.
▪ It gives the reason for people's actions, desires, and needs.
▪ Motivation can also be defined as one's direction to behavior, or what causes a person to want to repeat a behavior and vice versa.
▪ In everyday usage, the term motivation is frequently used to describe why a person does something.
Motivation results from the interaction of both conscious and unconscious factors such as the ▪ Intensity of desire or need, ▪ Incentive or reward value of the goal, ▪ Expectations of the individual and of his or her peers.These factors are the reasons one has for behaving a certain way.
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Motivation in the Workplace▪ Motivation is an employee's intrinsic
enthusiasm about and drive to accomplishactivities related to work.
▪ Motivation is that internal drive that causes an individual to decide to take action.
▪ As such, motivation is a complex, not easily defined, an intrinsic driving force that can also be influenced by external factors.
▪ Employee motivation is the combination of fulfilling the employee's needs and expectations from work and the workplace factors that enable employee motivation
▪ Employee motivation, i.e. methods for motivating employees, is an intrinsic and internal drive to put forth the necessaryeffort and action towards work-related activities.
▪ It has been broadly defined as the "psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort and a person's level of persistence
▪ Most employees need motivation to feel good about their jobs and perform optimally.▪ Some employees are money motivated while others find recognition and rewards personally
motivating. Motivation levels within the workplace have a direct impact on employee productivity. ▪ Workers who are motivated and excited about their jobs carry out their responsibilities to the best of
their ability and production numbers increase as a result3
Nevid, 2013"The term motivation refers to factors that activate, direct, and sustain goal-directed behavior... Motives are the 'whys' of behavior—the needs or wants that drive behavior and explain what we do. We don't actually observe a motive; rather, we infer that one exists based on the behavior we observe."
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Types Of Theories And ModelsWhat are the things that actually motivate us to act? Psychologists have proposed different theories to explain motivation:
“ ‘The Sum Of The Processes That Influence The Arousal, Direction, And Maintenance Of Behaviors Relevant To Work Settings’.”
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Motivation theoriesMotivation theories can be classified on a number of bases:▪ Content vs. Process: ▪ based on whether the focus is on the content ("what") motivates vs process
("how") motivation takes place.▪ Natural vs. Rational: ▫ based on whether the underlying theory of human cognition is based on natural
forces (drives, needs, desires) or some kind of rationality (instrumentality, meaningfulness, self-identity).
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Content theoryContent theory explains why human needs change with time. Content theory includes the work of David McClelland, Abraham Maslow and other psychologists as they attempted to explain why human needs change, but not how they change.
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ERG theoryERG Theory was created by Clayton Alderfer as an extension to the famous Maslow’s Hierarchy of Needs. ▪ Existence, or physiological, needs are at the base. These include the needs for things such
as food, drink, shelter, and safety. ▪ Next come Relatedness Needs, the need to feel connected to other individuals or a group.
These needs are fulfilled by establishing and maintaining relationships.▪ At the top of the hierarchy are Growth Needs, the needs for personal achievement and
self-actualization. ▪ If a person is continually frustrated in trying to satisfy growth needs, relatedness needs
will remerge. ▪ This phenomenon is known as the frustration-regression process.
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Herzberg’s Motivation-Hygiene theory (Two-factor theory)Herzberg felt that job satisfaction and dissatisfaction do not exist on the same continuum, but on dual scales.▪ In other words, certain things, which Herzberg called hygiene factors, could cause a person
to become unhappy with their job. ▪ These things, including pay, job security, and physical work environment, could never bring
about job satisfaction.▪ Motivating factors, on the other hand, can increase job satisfaction. ▪ Giving employees things such as a sense of recognition, responsibility, or achievement can
bring satisfaction about.
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Theory X and Theory YTheory X and Theory Y are theories of human motivation and management. These two theories describe contrasting models of workforce motivation applied by managers in human resource management, organizational behavior, organizational communication and organizational development.
▪ The management theory an individual chooses to utilize is strongly influenced by beliefs about worker attitudes.
▪ Managers who believe workers naturally lack ambition and need incentives to increase productivity lean toward the Theory X management style
Theory Y believes that workers are naturally driven and take responsibility. While managers who believe in Theory X values often use an authoritarianstyle of leadership, Theory Y leaders encourageparticipation from workers.
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Theory XTheory X is based on pessimistic assumptions regarding the typical worker.This management style supposes that the typical employee has ▪ Little to no ambition▪ Shies away from work or responsibilities▪ Individual-goal oriented. The 'Theory X' manager believes that all actions should be traced and the responsible individual given a direct reward or a reprimand according to the action's outcomes.▪ This managerial style is more effective when used in a workforce
that is not intrinsically motivated to perform. ▪ It is usually exercised in professions where promotion is
infrequent, unlikely or even impossible and where workers perform repetitive tasks.
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Theory XAccording to McGregor, there are two opposing approaches to implementing Theory X: the "hard" approach the "soft" approach. The hard approach depends on close supervision, intimidation, and imminent punishment.. The soft approach is the literal opposite, characterized by leniency and less strictly regulated rules in hopes for high workplace morale and therefore cooperative employees.
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Theory XOverall, Theory X generally proves to be most effective in terms of consistency of work. ▪ Theory X can also benefit a work place that is
more suited towards an assembly line or manual labor type of occupation.
▪ Utilizing theory X in these types of work conditions allow the employee to specialize in a particular area allowing the company to mass produce more quantity and higher quality work, which in turns brings more profit
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Theory YTheory Y managers act on the belief that people in the work force are internally motivated, enjoy their labor in the company, and work to better themselves without a direct "reward" in return.Theory Y employees are considered to be one of the most valuable assets to the company, and truly drive the internal workings of the corporation.Also, Theory Y states that these particular employees thrive on challenges that they may face, and relish on bettering their personal performance.Workers additionally tend to take full responsibility for their work and do not require the need of constant supervision in order to create a quality and higher standard product
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Theory YTheory Y" managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching based relationship.As a result, Theory Y followers may have a
better relationship with their higher ups, as well as potentially having a healthier atmosphere in the work place. ▪ Managers in this theory tend to use a
democratic type of leadership because workers will be working in a way that does not need supervision the most
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Theory YWhile "Theory Y" may seem optimal, it does have some drawbacks. While there is a more personal and individualistic feel, this does leave room for error in terms of consistency and uniformity.The workplace lacks ▪ unvarying rules▪ practices,This can result in an inconsistent product which could potentially be detrimental to the quality standards and strict guidelines of a given company
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Theory X & Theory Y▪Evaluate the workforce▪According to the contingency theory, it is likely that a manager will need to take both approaches depending on the evolving circumstances, and internal and external locus of control throughout their workforce.
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•People with a strong internal focus of control (personality) believe outcomes in their life develop primarily from their own actions and abilities, as a result they are task-oriented and spend little time building relationships among peers
Theory X
•People with strong external focus of control believe outside factors are the primary influence on the outcomes in their life, therefore, they are relationship-oriented and focus on building relationships among peers
(Theory Y)
McGregor and Maslow's hierarchyMcGregor's management theories closely relate to Maslow's hierarchy of needs, a model in which motivation is used to achieve higher level needs (social, esteem, and self-actualization) after basic physiological and safety needs are met. Maslow believes that higher level needs can be achieved through sense of achievement, having autonomy, having feelings of self-worth, and realizing one's potential. ▫ McGregor agreed with Maslow that self-actualization is the highest level human need that ought to be
achieved, this reflects his bias for promoting Theory Y management which emphasizes self-motivation. ▫ With the adoption of Theory Y practices, managers can create an environment where workers can achieve
their highest needs of esteem and self-actualization. ▫ Because of the close supervision Theory X managers adopt, these types of workers tend not to feel
autonomous or have self-direction, therefore workers are typically not motivated to achieve higher level needs.
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Natural & Rational Theories Of MotivationMuch of western philosophy, from which political and economic
theories spring, is based on the notion that people are rational actors who behave predictably because they always act in their own best interest. This is increasingly being disputed by modern theories which view human behavior as more complex and nuanced.
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Intrinsic Or Natural MotivationPeople can act from an internal desire, the basis of which is hidden in their psychology.It is usually independent of outside
factors, and is sometimes perceived as being against their own best interests. This is called intrinsic or natural motivation
Natural & Rational Theories Of MotivationExtrinsic, Or Rational Motivation. People can also be moved to act by the very opposite, from a deliberate and conscious calculation of what is in their best interest. This is called extrinsic, or rational motivation.
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Natural theoriesAssumptions
Higher order needsThe natural system assumes that people have higher order needs, which contrasts with the rational theory that suggests people dislike work and only respond to rewards and punishment.According to McGregor's Theory Y, human behavior is based on satisfying a hierarchy of needs: physiological, safety, social, ego, and self-fulfillment.Physiological needs are the lowest and most important level.These fundamental requirements include food, rest, shelter, and exercise. After physiological needs are satisfied, employees can focus on safety needs, which include “protection against danger, threat, deprivation.”However, if management makes arbitrary or biased employment decisions, then an employee’s safety needs are unfulfilled.
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Higher order needsThe next set of needs is social, which refers to the desire for acceptance, affiliation, reciprocal friendships and love.As such, the natural system of management assumes that close-knit work teams are productive. Accordingly, if an employee’s social needs are unmet, then he will act disobedientlyThere are two types of egoistic needs, the second-highest order of needs. The first type refers to one’s self-esteem, which encompasses self-confidence, independence, achievement, competence, and knowledge. The second type of needs deals with reputation, status, recognition, and respect from colleagues.Egoistic needs are much more difficult to satisfy.
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Self-management through teamworkTo successfully manage and motivate employees, the natural system posits that being part of a group is necessary.Because of structural changes in social order, the workplace is more fluid and adaptive according to Mayo. As a result, individual employees have lost their sense of stability and security, which can be provided by a membership in a group.However, if teams continuously change within jobs, then employees feel anxious, empty, and irrational and become harder to work with.The innate desire for lasting human association and management “is not related to single workers, but always to working groups.”In groups, employees will self-manage and form relevant customs, duties, and traditions.
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Wage incentivesHumans are not motivated solely by wage incentives.Unlike the rational theory of motivation, people are not driven toward economic interests under the natural system.For instance, the straight piecework system pays employees based on each unit of their output. Based on studies such as the Bank Wiring Observation Room, using a piece rate incentive system does not lead to higher production.Employees actually set upper limits on each person’s daily output. These actions stand “in direct opposition to the ideas underlying their system of financial incentive, which countenanced no upper limit to performance other than physical capacity.”Therefore, as opposed to the rational system that depends on economic rewards and punishments, the natural system of management assumes that humans are also motivated by non-economic factors.
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Wage incentivesAutonomy[edit]Employees seek autonomy and responsibility in their work, contrary to assumptions of the rational theory of management. Because supervisors have direct authority over employees, they must ensure that the employee’s actions are in line with the standards of efficient conduct.[4] This creates a sense of restriction on the employee and these constraints are viewed as “annoying and seemingly functioned only as subordinating or differentiating mechanisms."[4] Accordingly, the natural management system assumes that employees prefer autonomy and responsibility on the job and dislike arbitrary rules and overwhelming supervision
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Intrinsic Or Natural MotivationPeople can act from an internal desire, the basis of which is hidden in their psychology.It is usually independent of outside
factors, and is sometimes perceived as being against their own best interests. This is called intrinsic or natural motivation
Natural & Rational Theories Of MotivationExtrinsic, Or Rational Motivation. People can also be moved to act by the very opposite, from a deliberate and conscious calculation of what is in their best interest. This is called extrinsic, or rational motivation.
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