Chap
ter
Motivation, 2
Morale and 2
Productivit
y
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22 Motivation, Morale and
Productivity
Introduction
One of the important duties of the modern manager is to get things done
through people. It is in managing human assets that the manager's
capabilities are tested fully, because:
Human resources are heterogeneous. They consist of many different
individuals; each of whom has a unique personality, a combination of
different emotional responses to different stimuli; and different
values, attitudes, motives and models of thought.
Human beings behave in widely differing and complicated ways.
Their reactions to promise, praise, or criticism, for example can be quite
different. It is very difficult to predict their behaviour especially in an
organisation where they work in groups. Their behaviour is neither
consistent nor readily predictable.
Modern employees are better educated, possess greater skills, have
more sophisticated technology available for their use, and enjoy
higher standards of living than previous generations.
A human being himself determines what he contributes. If he is
motivated, he will work for an organisation more efficiently and
effectively. Copyright © 2002, Authors
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Features of Motivation
Motivation is the set of forces that cause people to behave in certain
ways. Motivation is the work that a manager performs to inspire,
encourage and impel people to take required action. The process of
motivation is characterised by the following:
(a) Motivation is an internal feeling
(b) Motivation produces goal-directed behaviour
(c) Motivation contains systems orientation
(d) Motivation can be either positive or negative
(e) Motivation means bargaining
(f) Motivation is a complete process
(g) Motivation is different from job satisfaction
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Behaviour
Goal
Need Work hard
Get a pay raise
(deficiency) Find another job
Become union
member and pressure
management
Tension
Reduction
The Motivation Framework Copyright © 2002, Authors
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Importance of Motivation
The following points bring out the importance of motivation in modern
organisations:
1. Productive use of resources
2. Increased efficiency and output
3. Achievement of goals
4. Development of friendly relationships
5. Stability in workforce
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Variables Affecting Motivation in Organisational
Setting
Individual Job Characteristics Work Situation
Characteristics Characteristics
Interests Attitudes Intrinsic Reward Immediate Work Environment
Towards self Degree of Peers
Towards job autonomy Supervisors
Towards aspects of Degree of variety Organisation Actions
work situation in tasks Reward practices
Needs Organisational culture
Security
Social
Achievement
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Theories of Motivation
Motivation theory has evolved through three different eras: the traditional
approach, the human relations approach and the human resource
approach. Three kinds of theories have evolved, over the years, to
capture the essence of these approaches: namely,
content theories,
reinforcement theories and
process theories.
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How to Motivate Employees?
Recognise individual differences
Match people to jobs
Use goals
Individualise rewards
Link rewards to performance
Check the system for equity
Don't ignore money
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Non-financial Incentives
Individual Incentives Group Incentives Organisational Incentives
Status: It is the ranking of Social Importance of Work: Participation: People prefer
positions, rights and duties in People want jobs with high organisations that offer them
the organisation. Research social status. They are good opportunities to
indicated the fact that middle prepared to accept such participate in the decision
and higher level employees jobs, even when the pay is making process.
prefer escalations in status to comparatively less. High Participation enables people
increments in pay. status jobs enhance the to offer valuable
Promotion: It is the vertical social status of an individual suggestions and concrete
movement of a person in the in the society. E.g., ideas and see that these are
organisation. Promotions are preferring to work in a actually translated into
accompanied by increased foreign bank rather than in a action.
responsibilities, enhanced good private financial Sound Human Relations: A
prestige and power, usually. institution. positive work climate where
Since promotions depend on Team Spirit: People prefer people are treated as
good performance, most to work in well-knit groups. human beings is an
employees try to attain these Those organisations that important reward. It permits
if the organisation provides encourage their employees people to work with
the opportunities. to do the jobs in a enthusiasm and spirit and
Responsibility: People want to cooperative manner, attract contribute their best.
handle responsible and people automatically. When
challenging jobs. If the job is team spirit is encouraged
responsible, it satisfies people among employees, they will
in more than one way. put in their maximum in the
service of the organisation.
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Recognition of work: Managers Healthy Competition: Morale: Morale refers to the
can motivate people by using this Promoting healthy atmosphere created by the
in three ways: show appreciation competition among attitudes of the members of
when an individual does an employees through an organisation. Poor morale
outstanding job; compliment carefully chosen is an organisational malady.
individuals in front of others; reward schemes spurs The warning signals to be
compliment individuals when the people to work harder. noted here are in the form of
incident is still fresh in their mind. absenteeism, tardiness, high
Recognition and appreciation will turnover, strikes and
have a 'tonic' effect on the sabotage, lack of pride in
psychology of employees. work, etc.
Interesting work: Jobs that are Communication and
varied, pleasant and enjoyable Discipline: Proper
motivate people thoroughly. Such communication and good
jobs allow people to satisfy their disciplinary procedures
natural instincts. Work in such enable people to work with
cases becomes as natural as play confidence and along the
or recreation and stimulates prescribed routes. The
people to reach greater heights. behaviour is consistent with
Job Security: People want secure goals and the chances of
jobs. They want to be sure about meeting the goals are high.
their future income and job
continuity. For the same reason,
people prefer government jobs to
private jobs, where the security is
good but not the income.
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Productivity
Morale and Productivity
Morale is a word with multiple meanings. Mayo defined it as 'the
maintenance of cooperative living'. In this sense, it refers to a sense of
belonging to a group. Dr. Leighton described morale as the "capacity of a
group of people to pull together persistently and consistently in pursuit of a
common purpose". Thus, acceptance of a goal and commitment on the
part of the group to work for it are important components of high morale,
according to this view. Yet another view expressed by Prof. Kossen links
morale with employee attitudes. It refers to 'employees' attitude toward
either their employing organisations in general or toward specific job
factors, such as supervision, fellow employees and financial incentives.
Researchers, to add to the confusion, generally come out with two
formulations while using the term morale: (i) job satisfaction as the
concern of an individual and (ii) morale as a group phenomenon. Writers
like Halloran, to clear the fog used the term morale in two different ways.
Individual Morale
Group Morale Copyright © 2002, Authors
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Productivity
Factors Affecting Morale
The organisation
Leadership
Co-workers
The nature of work
Work environment
The employee
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Morale and Productivity Relationship
High
High Morale Only High Morale and
High Productivity
Morale
High Productivity Only
Low Productivity High
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Productivity
High
High Morale High Morale
Low Productivity High Productivity
Morale
Low Morale Low Morale
Low Low Productivity Low Productivity
Productivity
Morale and Productivity
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Morale Building
Maintaining a reasonable level of morale is not an easy job. Some of the
important steps that need to be taken up by management, that too on a
continuous scale, are listed below:
1. Remuneration
2. Job security
3. Participation
4. Job enrichment
5. Organisation structure
6. Grievance redressal
7. Employee counsellors
8. Sound leadership
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