MOTIVATION

Motivation is derived from the word motive which is defined as a need that requires
satisfaction. Motivation is one's direction to behavior, or what causes a person to want to repeat
a behavior, a set of force that acts behind the motives.

Motivation is incitement or inducement to act or move.

In an organization, It is the process of inducing the employees of an organization to act in a

predetermined desired manner so as to achieve organizational goals. Motivation is the process
of stimulating action by understanding the needs of employee and by utilizing their motives.

The Two Main Categories of Motivation

1. Intrinsic Motivation. Intrinsic motivation is a type of motivation in which an individual is being

motivated by internal desires.
2. Extrinsic Motivation. is a type of motivation in which an individual is being motivated by
external desires.

Minor Forms of Motivation

1. Reward-Based Motivation or Incentive Motivation.

2. Fear-Based Motivation.
3. Achievement-Based Motivation.
4. Power-Based Motivation.
5. Affiliation Motivation.
6. Competence Motivation.

Motivated employees put in their maximum effort for achieving organizational goals.
Motivation improves the work performance by bridging the gap between the ability and
willingness to work. There is better performance results in higher productivity and consequently
lower cost of production.

Sources of motivation can be; biological, emotional, cognitive, and social. Instincts were once
thought to be a major factor in motivation. But the Instinct theory may provide a description,
rather than an explanation, of behavior.

MOTIVATION THEORIES
They include;
1. Abraham Maslow’s theory (Maslow’s hierarchy of needs)
2. Douglas Macgregor’s theory (theory X and Y)

3. Herzberg’s theory

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MASLOW – HIERARCHY OF NEEDS

This was developed by Abraham Maslow (1943) in the 1940s and 1950s.

This theory condenses needs into five basic categories. Maslow ordered these needs in his
hierarchy, beginning with the basic psychological needs and continuing through safety, belonging
and love, esteem and self-actualization.
In his theory, the lowest unsatisfied need becomes the dominant, or the most powerful and
significant need. The most dominant need activates an individual to act to fulfil it. Satisfied needs
do not motivate. Individual pursues to seek a higher need when lower needs are fulfilled.

Maslow's hierarchy of needs is often shown in the shape of a pyramid: basic needs at the bottom
and the most complex need (need for self-actualization) at the top.

Maslow’s Hierarchy of Needs

1. Physiological needs (e.g. food, water, shelter)

It includes the most basic needs for humans to survive, such as air, water and food. Maslow
emphasized, our body and mind cannot function well if these requirements are not fulfilled.

These physiological needs are the most dominant of all needs. So if someone is missing
everything in his/her life, probably the major motivation would be to fulfil his/her physiological
needs rather than any others. A person who is lacking food, safety, love (also sex) and esteem,
would most probably hunger for food (and also for money, salary to buy food) than for anything
else.

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 Any other things are forgotten or considered as secondary importance.

2. Safety and security (secure source of income, a place to live, health and well-being)

If the physiological needs are relatively well contented, new needs will appear, the so called
safety needs. Safety needs refer to a person’s desire for security or protection. Basically
everything looks less important than safety and protection (the physiological needs even
sometimes).

Example, the healthy and fortunate adults in our culture are largely satisfied in their safety
needs. The peaceful, sure, safety and unwavering society makes us feel in safety enough from
criminal assaults, murder, unbelievable natural catastrophes, and so on. In that case people no
longer have any safety needs as first-line motivators.

Meeting with safety needs demonstrated as a preference for insurance policies, saving accounts
or job security, etc., we think about the lack of economic safety.

Safety and security needs include: Personal security; Financial security; Health and well-being;
Safety mesh against accidents, illnesses and their adverse impacts.

To tell the truth, in real dangers and traumas – like war, murder, natural catastrophes, criminal
assault, etc. -, the needs for safety become an active, first-line and dominant mobilizer of human
beings.

3. Social needs. Belongingness and love (integration into social groups, feel part of a community
or a group; affectionate relationships)

If both the physiological and the safety needs are fulfilled, the affection, love and belongingness
needs come into prominence. Maslow claimed people need to belong and accepted among their
social groups. Group size does not mean anything: social groups can be large or small. People
need to love and be loved – both sexually and non-sexually – by others. Depending on the
power and pressure of the peer group, this need for belonging may overbear the physiological
and security needs.

Love needs involve giving and receiving affections (love is not synonymous with sex – sex is a
physiological need). When they are unsatisfied, a person will immediately eliminate the lack of
friends, peers and partner. Many people suffer from social nervousness, loneliness, social
isolation and also clinical depression because of the lack of this love or belongingness factor.

4. Esteem (respect for a person as a useful, honourable human being)

In our society most people long for a stable and high valuation of themselves, for the esteem of
others and for self-respect or self-esteem.

Esteem means being valued, respected and appreciated by others. Humans need to feel to be
valued, such as being useful and necessary in the world. People with low self-esteem often need
respect from others. Maslow divided two types of esteem needs: a ‘lower’ version and a

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 ‘higher’ version. The ‘lower’ version of esteem is the need for respect from others: for example
attention, prestige, status and loving their opinion. The ‘higher’ version is the need for self-
respect: for example, the person may need independence, and freedom or self-confidence.

The most stable and therefore the healthiest self-esteem is based on respect from others.
External fame or celebrity and unwarranted adulation won’t cause self-esteem, although you
feel better for a while.

5. Self-actualization (individual’s desire to grow and develop to his or her fullest potential)

Self-actualization reflects an individual’s desire to grow and develop to his/her fullest potential.
People like opportunities, choosing his/her own versions, challenging positions or creative
tasks. Maslow described this level as the ‘need to accomplish everything that one can, to
become the most that one can be’. Maslow believed that people must overcome their other
needs – described above -, not only achieve them. At this level, individual differences are the
largest.

As each level is adequately satisfied, we are then motivated to satisfy the next level in the
hierarchy, always new and higher needs are coming. This is what we mean, when the basic
human needs are drawn like a pyramid, a hierarchy. Life experiences, including divorce and loss
of job, may cause an individual to fluctuate between levels of the hierarchy.

It may not cause a physical indication if these ‘deficiency needs’ are not fulfilled, but the
individual will feel anxious and tense. So the most basic level of needs must be fulfilled before
a person wants to focus on the secondary or higher level needs.

2. Theory X and Y (McGregor)

Theory X and theory Y are part of motivational theories. Both the theories, which are very
different from each other, are used by managers describe two contrasting set of assumptions
about people.

Theory X – people have a negative view towards work, dislike work, have little ambition,
employees are lazy, will shirk work if given chance and are unwilling to take responsibility.
Theory X gives importance to supervision

While theory Y stresses on rewards and recognition. Theory Y people assumes that people
naturally like work and take it as play.

Importance of the theory

1. it helps in monitoring organizational development, and to improving organizational culture.

2. It is a salutary and simple reminder of the natural rules for managing people, which under the
pressure of day-to-day business are all too easily forgotten.

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3. It helps to choose the best approaches to managing people:

4. It helps in modern understanding of the Psychological Contract, which provides many ways to
appreciate the unhelpful nature of X-Theory leadership and the useful constructive beneficial
nature of Y-Theory leadership.

THEORY X - 'AUTHORITARIAN MANAGEMENT' STYLE

Assumptions made under this theory:

1. The average person dislikes work and will avoid it if he/she can.
2. Therefore most people must be forced with the threat of punishment to work towards
organizational objectives.
3. The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and
wants security above all else.

Characteristics for an X-Theory manager:

 Results-driven and deadline-driven, to the exclusion of everything else

 Intolerant
 Issues deadlines and ultimatums
 Distant and detached
 Aloof and arrogant
 Short temper
 Shouts
 Issues instructions, directions, edicts
 Issues threats to make people follow instructions
 Demands, never asks
 Does not participate
 Does not team-build
 Unconcerned about staff welfare, or morale
 Proud, sometimes to the point of self-destruction
 One-way communicator
 Poor listener
 Fundamentally insecure and possibly neurotic
 Anti-social
 Vengeful and recriminatory
 Does not thank or praise
 Withholds rewards, and suppresses pay and remunerations levels
 Scrutinizes expenditure to the point of false economy
 Seeks culprits for failures or shortfalls
 Seeks to apportion blame instead of focusing on learning from the experience and
preventing recurrence
 Does not invite or welcome suggestions
 Takes criticism badly and likely to retaliate if from below or peer group
 Poor at proper delegating - but believes they delegate well
 Thinks giving orders is delegating

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  Holds on to responsibility but shifts accountability to subordinates
 Relatively unconcerned with investing in anything to gain future improvements
 Unhappy

How to Manage an X-Theory Boss

Working for an X theory boss isn't easy - some extreme X-Theory managers make extremely
unpleasant managers, but there are ways of managing these people upwards. Avoiding
confrontation (unless you are genuinely being bullied, which is a different matter) and
delivering results are key tactics.

1. Theory X managers (or indeed Theory Y managers displaying Theory X behaviour) are
primarily results-oriented, so orientate your discussions and dealings with them around results -
i.e what you can deliver and when.
2. Theory X managers are facts and figures oriented - so cut out the incidentals, be able to measure
and substantiate anything you say and do for them, especially reporting on results and activities.
3. Theory X managers generally don't understand or have an interest in human issues, so don't try
to appeal to their sense of humanity or morality. Set your objectives to meet their organisational
aims and agree on these with the managers; be seen to X-Theory manager sees you are
managing yourself and producing results, the less they'll feel the need to do it for you.
4. Always deliver your commitments and promises. If you are given an unrealistic task and/or
deadline state the reasons why it's not realistic, but be very sure of your ground, don't be
negative; be constructive as to how the overall The aim can be achieved in a way that you know
you can deliver.
5. Stand up for yourself, but constructively - avoid confrontation. Never threaten or go over their
heads if you are dissatisfied or you'll be in big trouble afterwards and life will be a lot more
difficult.
6. If an X Theory boss tells you how to do things in ways that are not comfortable or right for you,
then don't questioning the process, simply confirm the end-result that is required, and check that
it's okay to 'streamline the process' or 'get things done more efficiently' if the chance arises -
they'll normally agree to this, which effectively gives you control over the 'how', provided you
deliver the 'what' and 'when'.

THEORY Y - 'PARTICIPATIVE MANAGEMENT' STYLE

Assumptions made under this theory:

 Effort in work is as natural as work and play.

 People will apply self-control and self-direction in the pursuit of organizational objectives,
without external control or the threat of punishment.
 Commitment to objectives is a function of rewards associated with their achievement.
 People usually accept and often seek responsibility.
 The capacity to use a high degree of imagination, ingenuity and creativity in solving
organizational problems is widely (not narrowly) distributed among the population.
 In industry, the intellectual potential of the average person is only partly utilized.

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 Difference Between Theory X and Theory Y

1. Management Style. Theory X recommends for an authoritative form of management that

compels employees to achieve specific goals and objectives of the organization while theory Y
recommends for a participative form of control because both company and employees’ goals are
not in conflict hence the need to corporate.

2. Prevalence. Theory X was highly predominant and adopted during the 20th century when
autocratic leadership style was favored while theory Y and its democratic leadership style are
increasingly embraced by the modern organizations.

3. Employees Motivation. According to theory X, employees are mainly focused on financial

rewards and would not work unless they are promised money and other forms of incentives
whereas, employees in theory Y are motivated by non-financial rewards which include
achieving organizational goals among others.

4. Work/Responsibilities. Under theory X, employees dislike work and will avoid it while at the
same time trying to avoid other responsibilities associated with work. On the other hand, theory
Y has a perspective that employees are self-motivated and they like work while at the same time
taking duties related to work.

5. Creativity. McGregor highlighted that theory X assumes that people have little capacity for
creativity and innovation, should, therefore, be subjected to routine work only while under
theory Y, McGregor notes that people are innovative and creative in nature, and should be given
a chance to express their views with respect to the development of the company.

6. Supervision. Theory X assumes that workers lack self-motivation, which means that they
should be continuously monitored and supervised so that they can produce optimally while
theory Y implies that employees are self-motivated and self-controlled and as such, they should
not be observed or supervised.

7. Focus. According to theory X, power and authority should be centralized while at the same time
having a hierarchy or chain of command upon which instructions flow whereas; theory Y
focuses on decentralizing power and authority while at the same time encouraging greater
participation in management decision-making process.

3. Herzberg – Two factor theory of motivation

The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor
theory) states that there are certain factors in the workplace that cause job satisfaction while a
separate set of factors cause dissatisfaction, all of which act independently of each other.

Herzberg’s Motivation Theory model, or Two Factor Theory, argues that there are two factors
that an organization can adjust to influence motivation in the workplace.

These factors are:

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1. Motivating Factors The presence of motivators causes employees to work harder. They are
found within the actual job itself.

2. Hygiene Factors These won’t encourage employees to work harder but they will cause them to
become unmotivated if they are not present. The absence of hygiene factors will cause
employees to work less hard. Hygiene factors are not present in the actual job itself but
surround the job.

NB: Motivators are referred to as factors for satisfaction, and hygiene factors referred to as factors
for dissatisfaction.

Motivating factors include:

a) Achievement: A job must give an employee a sense of achievement. This will provide a proud
feeling of having done something difficult but worthwhile.
b) Recognition: A job must provide an employee with praise and recognition of their successes.
This recognition should come from both their superiors and their peers.
c) The work itself: The job itself must be interesting, varied, and provide enough of a challenge to
keep employees motivated.
d) Responsibility: Employees should “own” their work. They should hold themselves responsible
for this completion and not feel as though they are being micromanaged.
e) Advancement: Promotion opportunities should exist for the employee.
f) Growth: The job should give employees the opportunity to learn new skills. This can happen
either on the job or through more formal training.

Hygiene factors include:

a) Company policies: These should be fair and clear to every employee. They must also be
equivalent to those of competitors.
b) Supervision: Supervision must be fair and appropriate. The employee should be given as much
autonomy as is reasonable.
c) Relationships: There should be no tolerance for bullying or cliques. A healthy, amiable, and
appropriate relationship should exist between peers, superiors, and subordinates.
d) Work conditions: Equipment and the working environment should be safe, fit for purpose, and
hygienic.
e) Salary: The pay structure should be fair and reasonable. It should also be competitive with
other organizations in the same industry.
f) Status: The organization should maintain the status of all employees within the organization.
Performing meaningful work can provide a sense of status.
g) Security: It is important that employees feel that their job is secure and they are not under the
constant threat of being laid-off.

Motivating factors include:

g) Achievement: A job must give an employee a sense of achievement. This will provide a proud
feeling of having done something difficult but worthwhile.

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h) Recognition: A job must provide an employee with praise and recognition of their successes.
This recognition should come from both their superiors and their peers.
i) The work itself: The job itself must be interesting, varied, and provide enough of a challenge to
keep employees motivated.
j) Responsibility: Employees should “own” their work. They should hold themselves responsible
for this completion and not feel as though they are being micromanaged.
k) Advancement: Promotion opportunities should exist for the employee.
l) Growth: The job should give employees the opportunity to learn new skills. This can happen
either on the job or through more formal training.

Hygiene factors include:

h) Company policies: These should be fair and clear to every employee. They must also be
equivalent to those of competitors.
i) Supervision: Supervision must be fair and appropriate. The employee should be given as much
autonomy as is reasonable.
j) Relationships: There should be no tolerance for bullying or cliques. A healthy, amiable, and
appropriate relationship should exist between peers, superiors, and subordinates.
k) Work conditions: Equipment and the working environment should be safe, fit for purpose, and
hygienic.
l) Salary: The pay structure should be fair and reasonable. It should also be competitive with
other organizations in the same industry.
m) Status: The organization should maintain the status of all employees within the organization.
Performing meaningful work can provide a sense of status.
n) Security: It is important that employees feel that their job is secure and they are not under the
constant threat of being laid-off.

How to motivate and inspire your people in difficult times

1. Tell people exactly what you want them to do. Motivation is all about getting people to take
action, so don’t be vague. Avoid generalities like, “I want everyone to do their best.” Say,
instead, “I need you to come in over the weekend so we can get this project done on time.”

2. Limit the amount of time or effort that you’re asking for. It’s easier to ask people to work late
work one night or even every night for a week than to expect them to work late indefinitely. Set
an end date.

3. Share in the sacrifice. Leaders don’t ask people to do what they themselves aren’t willing to do.
Don’t tell your people to work over the weekend if you’ve got plans for a spa day. Roll up your
sleeves and share the load.

4. Appeal to their emotions. Fear focuses people’s attention and can be an effective motivator. (“If
we don’t get this done right now, we’ll all lose our jobs.”) But if you keep resorting to fear,

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 you’ll end up de-motivating people. People are also motivated by-and prefer to be motivated
by-positive emotions like excitement, pride, a sense of belonging, and the thrill of achievement.

5. Give people multiple reasons for doing what you want them to do. You can give your own reason
or the organization’s reason for requesting the action. “

Factors that affect employee motivation

1. Reward and recognition .Recognition for good work has a limited shelf life; praise begins to
lose its impact if not accompanied by reward. Exceptional work deserves reward and while
recognition is sufficient in certain cases, employees begin to lose motivation if they are not
rewarded for extra effort.

There are many ways to reward employees. Rewards can vary in both cost and impact and it is
best to offer a portfolio of rewards, examples include once in a lifetime trips and experiences,
vouchers or something as simple as an extra day off. The aim of rewarding and recognising
employees is to encourage and motivate them to exceed within their roles and promote positive
behaviours.

2. Development. Development is very important for motivating employees. Development makes an

employee self-dependent and allows them to contribute more effectively in the workplace, it
also helps employees to enhance their input to your business.

When an organisation invests in their employees, it breeds loyalty, retention and motivation. it
demonstrates to the employee that the organisation believes in them and wants them to progress
within the company. Development inspires employees to work harder so as not to let down the
company that has invested in them.

3. Leadership . A good leader has the knowledge of what truly inspires loyal and motivated humans
to perform at a high level. It is important that a good leader has reasonable expectations, gives
credit where credit is due and appreciates their staff.

4. Work life balance. Providing a good work life balance nurtures employees. Motivated employees
are less likely to take sick days, leave the organisation and will be more prepared to work longer
hours. Equally these same employees are more likely to ‘burn out’ and will feel less motivated
if there is not a healthy work life balance. Whilst motivated employees will go above and
beyond for the company, wanting to do their best, if exhaustion strikes they may start to lose the
passion for their job. As an organisation, it is important to ensure that employees are working
reasonable hours and are combining work with activities that promote health and wellbeing.

5. Work environment. Motivated employees thrive in a positive work environment. This refers to
the physical and non-physical environment – the physical environment is the office space and
surrounding areas. Regarding the intangible environment, motivated employees value
engagement and communication. Engagement is achieved through many different factors such
as, giving regular feedback, development and daily challenges.

Benefits of Motivated Employees

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 Employee motivation is highly important for every company due to the benefits that it brings to
the company. Benefits include:

1. Increased employee commitment

When employees are motivated to work, they will generally put their best effort in the tasks that
are assigned to them.
2. Improved employee satisfaction
Employee satisfaction is important for every company because this can lead towards a positive
growth for the company.
3. Ongoing employee development
Motivation can facilitate a worker reaching his/her personal goals, and can facilitate the self-
development of an individual. Once that worker meets some initial goals, they realize the clear
link between effort and results, which will further motivate them to continue at a high level.
4. Improved employee efficiency
An employee’s efficiency level is not only based on their abilities or qualifications. For the
company to get the very best results, an employee needs to have a good balance between the
ability to perform the task given and willingness to want to perform the task. This balance can
lead to an increase of productivity and an improvement in efficiency.

How to Increase Employee Motivation

Improve communication

The easiest way to increase employee motivation is by having positive communication at the
workplace. Not relying only on emails but by making sure they talk to their employees in
person and even on a personal level, if possible.

Try setting aside some time each day to talk with employees or you can join them during coffee
breaks instead of sitting at your desk. By doing so, you actually make employees feel as though
you are part of the team; a leader instead of just the boss.

Employees also want to see the company that they are working for succeed. Many have
excellent ideas, ranging from money saving to operational improvements. Management must
make an effort to take some time to ask and listen to suggestions. Nothing is more worthwhile
than feeling valued.

Value individual contributions

Management should ensure their employees on how their individual efforts and contribution
plays an important part of the company’s overall goals and direction. Employees will take pride
and be engaged in their work if they are aware how their efforts create an impact the
organisation; regardless of how big or small their contributions are.

Management does not have to reward their employees with gifts every single time they did a
good job at a task. At times, a simple “Thank You” or “Great job” will suffice. These
meaningful words acknowledge effort, build loyalty and encourage people to work even harder.

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 “Employees who believe that management is concerned about them as a whole person – not just
an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean
satisfied customers, which leads to profitability.”

Positive workplace environment

Sometimes, the employees lack motivation because their workplace does not have a positive
work [Link] fix this, management could sent out surveys and get feedback from
employees in order to solve the issues that they may face.

Management could also post a positive quote or picture by the copier, coffee machine or
somewhere else that is visible and that receives high foot traffic so that others can see.

Management could also find creative ways in which to consistently keep their employees
motivated as much as possible.

Discuss challenges an organization may face as it tries to motivate its employees.

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