Motivation Management Theories. At this level, the person wants to excel in the skills and abilities that he is endowed with.
He says that man has two sets of needs. 2. The motivation improves the efficiency level of employees which means the employees start performing the job to the best of their ability with minimum wastage of time and resources because motivated employees always go for best utilization of resources. Content Filtration 6. Herzberg called them ‘Job Dissatisfiers’ or ‘Hygiene-Factors’. Authoritarian methods are not the only methods for getting things done. This link clearly points out that the individual objective should match or coincide with the organisational (managerial) goal. Under the conditions of modern industrial life, the intellectual potential potentialities of the average human being are only partially utilized. His first level outcome is superior performance and his second level outcome is promotion. The first level outcome of high performance thus acquires a positive valence by virtue of its expected relationship to the preferred second level outcome of promotion.
Under this theory needs are arranged in hierarchy, starting from lower-order needs to higher-order needs. This led to general frustration of employees. Of these assumptions, last five deal with the human nature and first three with managerial actions. These theories are also called cognitive theories.
People make choice based on what they think they will get rather what they got in the past. It gives him a feeling of worth and increases his self-esteem. The differences between two sets of assumptions can be visualized as follows: 1. (d) The predictive accuracy of the theory is doubtful. People with high need for personal power try to dominate others by demonstrating their ability to wield power. 4.
Each variable has a causal effect on the other, either individually, or in combination. According to Mallow, the lower order needs are activated first. Motivation – Definition, Process, Types, Features and Importance, defined Motivation as “Motivation is a process where by needs instigate behavior directed towards the goals that can satisfy those needs.”, Theories of Motivation: McClelland's Three Need Model, Designing Strategy-Supportive Reward Systems in Organizations, Incentive Types – Most Important Types of Incentive Plans. Effort satisfaction and rewards are interrelated and also interdependent. The theory identifies three needs: achievement, power and affiliation. Theory Y assumes that once these are met, they no longer can act as motivators. Those who have low achievement needs require monetary incentive to reinforce their view that they are doing well.
Satisfaction of lower order needs is a prime motive for work for those who are at low wage employment; while those at high wage employment level are better motivated by group pressure or by recognition or by self-satisfaction. hunger for survival at the base; iv. (ii) Each individual should be confident that the realization of organizational goals is going to affect his need satisfaction positively and that none of his needs are threatened or frustrated by membership of the organization. 2. He lacks ambition, dislikes responsibility and prefers to be led. The hierarchy and needs is not always fixed. 6. Social Needs- These are needs of association, i.e., belonging to a group. An organization may appreciate an employee’s performance by rewarding him with a pay hike, a promotion, a well-furnished office, a car, a personal assistant and other benefits such as stock options, club memberships, etc.
J Stacy Adams is the proponent of the equity (or inequity) theory. There are no good measures to assess the perceptions of inequity tension in an individual.
8. He argues that this change is not because of changes in the human nature, but because of nature of industrial organization, management philosophy, policy and practice. Five need-levels brought out by Mallow are as follows: 1. Motivation is incitement or inducement to act or move. McGregor believes that these assumptions about human nature have not changed drastically through there is a considerable change in behavioural pattern. There is a progression of need-satisfaction.
A person would be motivated towards superior performance because of the valence for promotion. Economic development is only a means to an end, the end being all round development of every human being.
But goals associated with other ego needs, such as achievement of knowledge and skill, of autonomy, of self-respect, are achieved by intrinsic rewards—the reward is the achievement of the goal. According to Mallow (1954), everyone has a hierarchy of needs and he works for satisfying these needs. Lower-level needs must at least partially be satisfied before higher level needs emerge.
Human resource management prefers Theory Y.
Reward system does not motivate them as much. All the resources of the organization are of no use unless and until the employees use these resources. These assumptions about human nature are negative in their approach, however much organizational processes have developed on these assumptions, managers subscribing these views about human nature attempt to structure, control and closely supervise their employees. A satisfied need can never be a motivator of human behaviour. Hedonism, one of the first motivation theories, assumes that people are motivated to satisfy mainly their … The only danger is that some workers may be afraid of performing additional tasks as they are afraid of failure and thus losing jobs. Once the manager recognises the worker as potentially energetic, self-disciplined, aspiring, self-responsible, and innovative, (Theory ‘Y’), then he can construct a work situation that features-. Owen's theory relates to small businesses in terms of personnel management. There is every possibility that a higher-level need may assume greater significance over a lower-level need. This theory is built on Maslow's hierarchy of needs with a condensed understanding of human needs and behaviors. ii. The human side of enterprise. Job enlargement, delegation and empowerment are all in accordance with McGregors Theory Y according to which workers like to work and seek responsibility.
The world is supposed to be full of peons and messengers and managing them is largely a matter of vigilance and strict supervision. Maslow's theory states that only unsatisfied needs can be used to motivate a person. People with high need for achievement are characterized by restlessness and willingness to work long hours. Management cannot monopolise initiativeness and creativity. Learn how your comment data is processed. People are internally motivated and external control is not the only means for motivating them. He believed that these assumptions typified managerial views of employees. 5. McClelland (1961) lists three categories of needs for individuals-. Work situations which people find most satisfying for performance, in order of priority, are those which provide for-, iv. The central principle of organisation based on Theory X is that of direction and control through autocratic and or bureaucratic management, i.e., through the exercise of authority-responsibility indicated by the chain of command and the scalar principle.
The dissatisfiers of Herzberg roughly tally with theory X of McGregor. Then, they are likely to be committed to goal achievement. Job enlargement (including job enrichment and job rotation), team working, quality circles, target setting, delegation and appreciation and recognition by the organisation (awards) are all methods that organisations can use to motivate employees. Smith and Cranny have proposed a simple three way relationship among: The three variables in the process of motivation.
The leadership practices attributed to the scientific management advocates are thought to be based on the Theory X assumptions. If the interest of the group (to which an individual belongs) is against organisational goal of high productivity (for example, the group feels that moderate productivity will .help larger employment), productivity may not really improve through monetary reward (productivity bonus) or through satisfaction of other traditional needs indicated in Maslow’s need- hierarchies. 2. (a) To facilitate economic production and distribution. This classification of needs is somewhat artificial and hence, this theory may not have universal validity. Theory X is built on the least common human denominator the factory ‘Hand’ of the past, who could be hired and fired, used and discarded just like any other commodity by management. He suggested that in order to manage, managers should begin by asking themselves the basic questions how they see themselves in relation to others. Disclaimer 8. According to Herzberg, “the promise of money can move a man to work, but it cannot motivate him. The elimination of dissatisfaction does not mean satisfaction. Persons with high needs for achievement expect similar results from others. (iv) The distinction between maintenance factors and motivating factors is not fixed.
Thus, a particular individual may behave differently in different organizational conditions. Industrial organisation is a socio-technical system. 4. 5. Growth needs include the desire for personal and professional training and development, such as coaching and continual training. Promotions, higher responsibility, participation in decision-making and executive benefits are all indicators of growth and advancement that add to the satisfaction of employees. Most organisations succeed in satisfying lower-level needs. Interpersonal interactions and associations on the job (informal communications) provide satisfaction of some social needs. The second motivator in this theory is satisfaction, which include achievement, status, recognition, responsibility and potential growth. Belly must be satisfied before brain. The first is hygiene factors, such as the working environment, a person's salary, job security and management styles. Man’s needs are arranged in a hierarchy of importance, i.e., in a series of preferences. The management adopted the carrot and stick technique for human motivation. Theory Y stand for the set of beliefs based upon researches in behavioural science which is concerned with modern social views on man at work. 1. Motivation is the psychological process of providing purpose and intention to behavior – it explains why people behave the way they do.
(d) Focus is on payoffs. 6. Inter-personal relationship with peers. Therefore, it is very difficult to operationalise the concepts of this theory. Motivators satisfy the higher order needs of individuals. Knowledge of value system of an employee would be helpful in deciding as to what motivates him.
Maslow provided no empirical substantiation. ), then motivation takes place and the person is induced to show the maximum performance or productivity. In this theory, McGregor has certain assumptions about human behaviour. Any increase in these factors will satisfy the employees and help to improve performance. Businesses that place workers' needs and desires as first priority will produce efficient and motivated people. 2. According to this approach, motivation is a function of expectancies (beliefs about causal effect of action and outcome) and valences (value placed on outcomes by an individual). The theory Y conclusions are similar to the motivators or satisfiers of Herzberg. The research evidence in support of the achievement motivation theory is fragmentary and doubtful. The notion that a person does have a need hierarchy is also accepted by management. Motivation is the desire that pushes an individual to work well. Thus, these assumptions seem to be mutually exclusive. Theory Y management aims at integrating goals of individual workers with those of the enterprise and at making the job the principal means through which each member can enlarge his competence, self-control, and sense of achievement. Abraham H. Maslow, an eminent American psychologist, developed a general theory of motivation known as the ‘Need hierarchy theory’. Also according to Maslows Need Hierarchy, the most basic needs are the psychological needs of hunger, thirst and shelter which are gotten by the wages.
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