DEPARTMENT OF MANAGEMENT (LSM)

TERM PAPER

OF

M.P.O.B

TOPIC: MOTIVATION AND

WORK PERFORMENCE

SUBMITTED TO: SUBMITTED BY:

MR. VANEET KASHYAP SHUJA QAMMER

REG NO: 10904442

ROLL NO: 03SECTION: S1906

MBA (IT)

ACKNOWLEDGEMENT

The most precious moments are those when we get an opportunity to remember and thank everyone who has in some way or the other motivated and facilitated us to achieve our goals.

First of all I thank to GOD ALMIGHTY ALLAH for giving me power to pen down the term paper in its present shape. I thank the entire teaching staff especially Mr. VANEET KASHYAP for sharing his valuable knowledge with us & for providing his able guidance and support. I also thank to my classmate who every time helped me out and encouraged me for carrying out the task.

I fall short of words to thank my family, who stood beside me while completion of my task.

Table of Contents

EXCUTIVE SUMMARY.............................................................................................................................4

INTRODUCTION.....................................................................................................................................5

OBJECTIVE OF STUDY...........................................................................................................................5

RESEARCH METHODOLOGY...................................................................................................................5

REVIEW OF LITRATURE..........................................................................................................................5

Affect as a Source of Motivation in the Workplace: A New Model of Labor Supply, and New Field Evidence on Income Targeting and the Goal Gradient......................................................................5

Work Motivation in the Senior Executive Service.................................................................................5

MOTIVATION.........................................................................................................................................5

TYPES OF MOTIVATION.........................................................................................................................5

IMPORTANCE OF MOTIVATION.............................................................................................................5

THEORIES OF MOTIVATION...................................................................................................................5

VROOMS EXPECTATION THEORY.................................................................................................5

Two Factor Theory................................................................................................................................5

MOTIVATOR AND HYGIENE THEORY..........................................................................................5

Framework of motivation......................................................................................................................5

The Role of Motivation:.........................................................................................................................5

MOTIVATIONAL CHALLENGES................................................................................................................5

MOTIVATION AND FRUSTRATION:........................................................................................................5

QUALITY OF WORK LIFE.........................................................................................................................5

WAYS TO MOTIVATE EMPLOYEES AND TO INCREASE WORK PERFORMANCE.......................................5

CONCLUSION.........................................................................................................................................5

RECOMMENDATION..............................................................................................................................5

BIBLIOGRAPHY.......................................................................................................................................5

Robert N. Lussier. (2000).Human Relations in Organizations: Applications and Skill Building (5th Ed.). NY: McGraw-Hill...................................................................................................................5

EXCUTIVE SUMMARYMotivation in simple terms may be understood as the set of forces that cause people to

behave in certain ways. A motivated employee generally is more quality oriented. Highly

motivated worker are more productive than apathetic worker one reason why motivation is a

difficult task is that the workforce is changing. Employees join organizations with different

needs and expectations. Their values, beliefs, background, lifestyles, perceptions and

attitudes are different. Not many organizations have understood these and not many HR

experts are clear about the ways of motivating such diverse workforce.

Now days employees have been hired, trained and remunerated they need to be motivated for

better performance. Motivation in simple terms may be understood as the set or forces that

cause people to behave certain ways. People are motivated rewards something they can relate

to and something they can believe in. Times have changed People wants more. Motivated

employees are always looking for better ways to do a job. It is the responsibility of managers

to make employees look for better ways of doing their jobs.

Individuals differ not only in their ability to do but also in their will to do, or motivation

Managers who are successful in motivating employees are often providing an environment in

which appropriate goals are available for needs satisfaction. Retaining and motivating

workers requires special attention and the responsibility falls squarely on the shoulders of HR

as well as managers and supervisors at all level. They have to create a work environment

where people enjoy what they do, feel like they have a purpose and have pride in the mission

of the organization. It requires more time, more skill, and managers who care about people. It

takes true leadership.

By giving employees special tasks, you make them feel more important. When your

employees feel like they are being trusted with added responsibilities, they are motivated to

work even harder so they won’t let the company down.

Motivation is essential for any company because employee is Asset of company. Motivation

is important for the growth of employees as well as growth of the organization.

NTRODUCTION

Motivation as defined by the WordWeb is the psychological feature that arouses an

organism to action towards a desired goal; the reason for the action; that which gives

purpose and direction to behaviour.

In the olden days, it was assumed that a good and successful Manager is the one who

stood over his workers and give order on them to obey. But a Manager who thinks

and decides for his men not only what to do but how it should be done more

especially in the working environment might not succeed. This is effect would

enhance how productivity approach might have worked in past when organisation

were in small scale and the relationships were more personal than they are today.

Therefore, to get people to work effectively and efficiently, in this changed situation,

a total different approach is needed.

That is to say, people have to be organised in order to achieve the set objectives and to

be able to do this, a Manager must understand the motive of workers and thereby

motivate them accordingly. This type of approach is an aspect of modern

management functions of leading which is concerned with encouraging workers to put

in their best towards the attainment of organisational goals and objectives. According

to Donnelly Gibson and Ivancevich (1984) “Motivation is defined as the force within

an individual that shows or initiates direct behavioural pattern. On the other hand, it

can be seem as a state of being induced by doing certain things (works) which is a

tool often applied to an employee/workers or staff in an organisation in order to make

them perform efficiently towards the achievement of the organisational goals and

objectives.

OBJECTIVE OF STUDY1. The aim and objective of this study is to identify the different types of motivation

and their effectiveness on workers.

2. To know whether motivation to an employee is of necessity in order to achieve

maximum productivity in organisations.

3. To enquire about things related to employee efficiency, satisfaction, productivity,

the motivation they received and general working environment of the

employee work.

4. To examine the different types of motivational tools used for individual workers.

RESEARCH METHODOLOGYI have used secondary source of data in my said study that includes journals, research papers, websites etc.

REVIEW OF LITRATURE

Affect as a Source of Motivation in the Workplace: A New Model of Labor Supply, and

New Field Evidence on Income Targeting and the Goal Gradient

Lorenz Goette (University of Zurich, CEPR and IZA Bonn), David Huffman (IZA Bonn)

In this research paper a new, dual-process model of labour supply, which incorporates both

cognitive and affective aspects of decision-making are proposed by the authors. With

evidence from neuroscience, the worker may experience conflicting cognitive and affective

motivations during the workday. In particular, the affective system values effort more highly

as long the worker’s performance is below a personal goal, or income target, and becomes

increasingly aroused as the goal approaches. As a result, affect can distort effort decisions

relative to a fully cognitive benchmark, in a way that is consistent with evidence on loss

aversion, and with the so-called goal-gradient effect, a tendency for animals and humans to

increase effort as a goal approaches. In contrast to a standard model of labour supply, our

model can predict a goal gradient, and predicts that workers may actually lower total daily

effort in response to a temporary increase in the wage. Also, within-day windfall gains may

have an impact on a worker's effort profile over the workday.

The Motivational Effects of Participation versus Goal Setting on Performance

Gary P. Latham; Timothy P. Steele

The Academy of Management Journal, Vol. 26, No. 3. (Sep., 1983), pp. 406-417.

In this research paper the authors after studying the work of Coch and French found that

participation at a job redesign in a manufacturing plant was effective in increasing

productivity levels or levels that occurred when employees were allowed no say in the

redesigns of their jobs. Employee participation also led to greater increases in productivity

than those occurring when employee delegates or representatives participated in the decision

making on the redesign. In short performance was directly proportional to the amount of

employee participation in decision making.

The extent to which participation would affect performance in the absence of goal setting is

not clear. Goal setting theory (Locke, 1968) states that participation can affect motivation

only to the extent that it influences a person’s goal that is acceptance/commitment).

Consequently, much subsequent research has focused on participation as a method for goal

setting.

Employee Participation:

Different forms and Different Outcomes

John L Cotton : The Academy of management review

Vol 13, No 1(Jan 1988)

According to this paper different forms of participation in decision making (PDM) are

associated with different outcomes. i.e. Motivation, productivity, job satisfaction, employee

behaviour and attitude etc. A classification scheme was constructed which identifies three

properties of PMD they are formal-informal; direct-indirect; and hoe much access

organizational members have in decision making. Six forms of PDM are Participation in

work decision; Consultative participation; Short term participation; Employee ownership;

Representative participation: all of them have a different effect on the properties of PDM.

The result shows that participation is a multi-dimensional concept. Earlier it was considered

as a Unitary Concept.

Enid Mumford; Journal of Occupational Behaviour; Vol. 4, No.1

This research paper explains participation is a significant part of system design. Participation

enables the employees to exercise control over their own working environment. Participative

method involves users at all the levels in the design process of the new technical system. All

employees enhance their skill and knowledge in design process and take decisions at each

stage of design process from defining the problem to implementing the new system.

Work Motivation in the Senior Executive Service

Selden, Sally Coleman; Brewer, Gene A Journal of Public Administration Research and

Theory 

According to this article Work motivation is one of the most intensely studied topics in the

social sciences, and it is one of the big questions in public management (Belin 1995).

Scholars have devoted substantial time and effort to developing a master theory of work

motivation, but such a theory has proven to be elusive. As Katzell and Thompson (1990a, 65)

note, empirical studies on various theories typically explain less than 20 percent of the

variance in work output.

Herzberg (1966) made a critical distinction between these factors in that a person does not

move in a continuum from being dissatisfied to becoming satisfied or vice versa. Rush (1971,

p. 7) tries to explain Herzberg's point by stating that, "the opposite of satisfaction is not

dissatisfaction, but no satisfaction; and that the opposite of dissatisfaction is not satisfaction

but no dissatisfaction". In a practical sense, this means that dissatisfying factors help support

and maintain the structure of the job, while the satisfying factors help the employee reach

self-actualization and can increase motivation to continue to do the job.

According to the Two Factor Theory of Frederick Herzberg (1959) people are influenced by

two factors. Satisfaction and psychological growth are a result factor of motivation factors.

Managers have the opportunity to influence the motivation of employees through design of

their jobs. Well-designed jobs help accomplish two important goals: getting the necessary

work done in a timely and competent manner, and motivating and challenging employees.

Both the business and the employee benefit from successful job design. Poorly designed jobs

leave to chance whether the expected tasks will get done in a timely and competent manner.

Poorly designed jobs, moreover, are likely to be discouraging, boring and frustrating to

employees. Even if employees would otherwise be enthused, competent and productive,

poorly designed jobs almost certainly lead to employee disappointment.

Job design serves to improve performance and motivation. Job-design analysis starts by

looking at a job with a broad perspective and swiftly moves toward identifying the specific

activities required to do the job. This is done for the purpose of identifying and correcting any

deficiencies that affect performance and motivation.

Hence this literature review satisfy all the variables i.e. relationships (between employee

performance and motivation) of research thesis hypothesis.

MOTIVATIONThe word motivation has been derived from motive, which means any idea, need or emotion

that prompts a man in to action. Whatever may be the behaviour of man, there is some

stimulus behind it. Stimulus is dependent upon the motive of the person concerned. Motive

can be known by studying his needs and desires.

A basic principle is that the performance of an individual depends on his or her ability backed

by motivation. Stated algebraically the principle is: Performance =f (ability × motivation)

Ability refers to the skill and competence of the person to complete a given task. However,

ability alone is not enough. The person’s desire to accomplish the task is also necessary.

Organizations become successful when employees have abilities and desire to accomplish

given task. Motivation in simple terms may be understood as the set of forces that cause

people to behave in certain ways.

Rensis Liker has called motivation as the core management, which is, motivation is the core

of management ability to bend his/her workforce to higher performance.

Frederick Herberg’s motivation theory states that satisfaction of the employees is associated

with the non-monetary, or intrinsic factors like achievement, recognition, personal growth

and the characteristics of the work.

TYPES OF MOTIVATIONAn incentive is something, which stimulates a person towards some goal. It activates human

needs and creates the desire to work. Thus, an incentive is a means of motivation. In

organizations, increase in incentive leads to better performance and vice versa.

An author by name John Loilly and Sons in (1987) have categorised motivated into two types

in which one is the job itself and the other is the end through which the job itself provides

means. The following are two types of motivation:

INTRINSIC: Intrinsic motivation can be defined as an attitude of success of means people

motivated to bring out the best in themselves. Leaders must try and understand the

importance of intrinsic reward in order that workers are given opportunity to design jobs that

are themselves motivational to the workers.

Intrinsic motivation occurs when people are internally motivated to do something because it

either brings them pleasure, they think it is important, or they feel that what they are learning

is morally significant.

EXTRINSIC: The extrinsic motivations are externally applied like incentive, pay and verbal

praise given to somebody by a high level manager/supervisor. This influence is extrinsic

motivational mandated from outside the individual person. In effect, its power and durability

depends, mainly on the constant presence of these external forces but in the absence of them,

this approach leads to better result, for the employee, the organisation and the society in

general.For example, extrinsic motivation comes into play when a student is compelled to do

something or act a certain way because of factors external to him or her (like money or good

grades).

IMPORTANCE OF MOTIVATIONThe main impact of motivating employee in an organisation is to encourage them for higher

productivity. Motivation involves getting the workforce of the organisation to pull together

all resources effectively, to give their loyalty to the organisation, to carry out properly the

purpose of the organization. The following results may be expected if the employees are

properly motivated.

1. The workforce will be better satisfied if the management provides them with

opportunities to fulfil their physiological and psychological needs. The workers will

cooperate voluntarily with the management and will contribute their maximum towards the

goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and

knowledge so that they are able to contribute to the progress of the organization. This will

also result in increased productivity.

3. The rates of labour’s turnover and absenteeism among the workers will be low.

4. There will be good human relations in the organization as friction among the workers

themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident will also be low.

THEORIES OF MOTIVATIONUnderstanding what motivated employees is and how they were motivated was the focus of

many researchers and scholars in which we have the likes of Behaviour Modification theory;

Abraham H. Maslows need hierarchy or Deficient theory of motivation. J. S. Adam’s Equity

Theory, Vrooms Expectation Theory, Two factors Theory.

ABRAHAM H. MASLOW NEED HIERARCHY OR DEFICIENT THEORY

OF MOTIVATION

Behavioural scientists, A. H. Maslow and Frederick Heizberg, whose published works are the

“Bible of Motivation”, have provided the intellectual basis for most of motivation thinking.

Although Maslow himself did not apply his theory to industrial situation, it has wide impact

for beyond academic circles. Douglas MacGregor has used Maslow’s theory to interpret

specific problems in personnel administration and industrial relations.

The root of Maslow’s theory is that human needs are arranged in hierarchy composed of five

categories. The lowest level needs are physiological and the highest levels are the self-

actualisation needs. Maslow starts with the formation that man is a wanting animal with a

hierarchy of needs of which some are lower in scale and some are in a higher scale or system

of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be

satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. The hierarchy of

needs at work in the individual is today a routine tool of personnel trade and when these

needs are active, they act as powerful conditioners of behaviour- as Motivators.

Hierarchy of needs; the main needs of men are five. They are physiological needs, safety

needs, social needs, ego needs and self-actualisation needs, as shown in order of their

importance.

The above five basic needs are regarded as striving needs which make a person do things.

The first model indicates the ranking of different needs. The second is more helpful in

indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs.

It also shows how the number of person who has experienced the fulfilment of the higher

needs gradually tapers off.

Physiological / Body Needs: - The individual move up the ladder responding first to the

physiological needs for nourishment, clothing and shelter. These physical needs must be

equated with pay rate, pay practices and to an extent with physical condition of the job.

Safety needs: - The next in order of needs is safety needs, the need to be free from danger,

either from other people or from environment. The individual want to assured, once his

bodily needs are satisfied, that they are secure and will continue to be satisfied for foreseeable

feature. The safety needs may take the form of job security, security against disease,

misfortune, old age etc as also against industrial injury. Safety laws, measure of social

security, protective labour laws and collective agreements, generally meet such needs.

Social needs: - Going up the scale of needs the individual feels the desire to work in a

cohesive group and develop a sense of belonging and identification with a group. He feels the

need to love and be loved and the need to belong and be identified with a group. In a large

organization it is not easy to build up social relations. However close relationship can be built

Self- Actualisation

Ego Needs

Social Needs

Safety Needs

Physiological Needs

up with at least some fellow workers. Every employee wants too feel that he is wanted or

accepted and that he is not an alien facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition,

respect and prestige in the work group or work place such as is conferred by the recognition

of ones merit by promotion, by participation in management and by fulfilment of workers

urge for self expression. Some of the needs relate to ones esteem e.g. need for achievement,

self confidence, knowledge, competence etc. On the job, this means praise for a job but more

important it means a feeling by employee that at all times he has the respect of his supervisor

as a person and as a contributor to the organizational goals.

Self realization or Actualisation needs: - This upper level need is one which when satisfied

provide insights to support future research regarding strategic guidance for organization that

are both providing and using reward/recognition programs makes the employee give up the

dependence on others or on the environment. He becomes growth oriented, self oriented,

directed, detached and creative. This need reflects a state defined in terms of the extent to

which an individual attains his personnel goal. This is the need, which totally lies within

oneself, and there is no demand from any external situation or person.

VROOMS EXPECTATION THEORY

Vroom’s theory is based on the belief that employee effort will lead to performance and

performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative.

The more positive the reward the more likely the employee will be highly motivated.

Conversely, the more negative the reward the less likely the employee will be motivated.

Two Factor Theory

Douglas McGregor introduced the theory with the help of two views; X assumptions are

conservative in style Assumptions are modern in style.

X Theory

Individuals inherently dislike work.

People must be coerced or controlled to do work to achieve the objectives.

People prefer to be directed

Y Theory

People view work as being as natural as play and rest

People will exercise self direction and control towards achieving objectives they are

committed to

People learn to accept and seek responsibility.

MCGREGOR THEORY OF ‘X’ AND ‘Y’

In an attempt to know the level of motivation in workers McGregor propounded the theories

were tons aimed at giving management of greater understanding of the workers. In order to

helps them in motivating workers in the organisation.

McGregor gave the classification of leadership style that he called traditional theory X and Y

and the modern theory ‘Y’ it is understood that these leadership styles can motivate and

demotivate workers in an organisation in the sense that the nature of individual workers

should be given due consideration when they are needed to accomplish the set gaol of the

organisation. Therefore, these theories assumed human nature in different manners.

1) Theory ‘X’ assumes that people are by nature lazy and to not like

work, dislike responsibility and they are generally not ambitious. They are seen as passive

and resistant to organisation objective and must be compelled with, commanded and

controlled.

2) Theory ‘Y’ assumes opposite directions, that leadership assumes

that an average human being learns under proper condition and they do not only accept but

also see responsibility. The threats of punishment and coercion are not the only means of

bringing efforts towards productivity that man could exercise self-direction and self-control

to achieve goals in which he is committed to. So motivation is inherent in all human beings

in the universe.

Looking at the theory ‘X’ and ‘Y’, theory X is more dynamic and realistic. With the modern

search findings it shows much more adequate for both the growth of the individual worker

and the organisation as a whole. However, theory ‘X’ appears to be demotivate rather than

motivate.

According to McGregor he propounded that there is a need to withdraw from theory because

most organisations show more concern for their workers and their needs to achieve

organisational goals and improved productivity. Accordingly, he should have confidence in

the potentials of the workers at hand and this actually motivate employees to act in the

direction of goals and plans of the organisation.

Theory ‘X’ and ‘Y’ are not prescription for managerial strategies but merely assumptions,

therefore, the must be tested against reality. A manager who uses theory ‘X’ approach will

definitely have negative efforts on productivity since workers will be working because they

are forced to do so or are afraid of punishment.

MOTIVATOR AND HYGIENE THEORY

We will go back to the Frederick Herzberg on his theory on two Factors about Motivator or a

Hygiene Factor? This theory was based how workers salary affects their input/output, in his

research.

Pay is both a motivator and hygiene factor, hence the “two factor theory,” the “motivator-

hygiene factor.” Salary based on pay is one but a relevant category of the hygiene theory,

being stated as one of the “sources of dissatisfaction and satisfaction” within the affects of

job function. However, amongst all aspects, personally, I believe pay is the primary motivator

and influence within a social category providing social classification. Although many people

may tell you that money isn’t everything, I regret to say, that it is; and is the primary

motivational factor of our infamous human resources teams.

"Individuals are not content with the satisfaction of lower-order needs at work, for

example, those associated with minimum salary levels or safe and pleasant working

conditions. Rather, individuals look for the gratification of higher-level psychological

needs having to do with achievement, recognition, responsibility, advancement, and the

nature of the work itself" (Herzberg, 1969).

Framework of motivationThe framework comprises six steps.

(1) Motivation process begins with the individual’s needs. Needs are telt deprivations which

the individual experiences at a given time and act as energizers. These needs may be

psychological (e.g., the needs for recognition), physiological (e.g., the needs for water, air or

foods) or social (e.g., the needs for friendship).

(2) Motivation is goal directed.

(3) A goal is a specific result that the individual wants to achieve .An employee’s goal are

often driving forces and accomplishing those goals can significantly reduce needs.

(4) Promotions and raises are two of the ways that organizations seek to maintain desirable

behaviour. They are signals to employees that their needs for advancement and recognition

and their behaviours are appropriate.

(5) Once the employee have received either rewards or punishments.

(6) They reassess their needs.

The Role of Motivation:Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated

employees are needed in our rapidly changing workplaces. Motivated employees help

organizations survive. Motivated employees are more productive. To be effective, managers

need to understand what motivates employees within the context of the roles they perform.

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 employees changes constantly

(Bowen & Radhakrishna, 1991). For example, research suggests that as employees' income

increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get

older,interesting work becomes more of a motivator.

MOTIVATIONAL CHALLENGESThe framework of motivation indicates that motivation is a simple process. But in reality, the

task is more daunting.

One reason why motivation is a difficult task is that the workforce is changing. Employees

join organizations with different needs and expectations. Their values, beliefs, background,

lifestyles, perceptions and attitudes are different. Not many organizations have understood

these and not many HR experts are clear about the ways of motivating such diverse

workforce.

Motivating employees is also more challenging at a time when firms have dramatically

changed the jobs that employees perform, reduced layers of hierarchy, and jettisoned large

numbers of employees in the name of right-sizing or down-sizing .These actions have

considerably damaged the level of trust and commitment necessary for employee to put in

efforts above minimum requirements some organization have resorted to hire and fire and

pay – for- performance strategies almost giving up motivational efforts. Such strategies may

have some effects (both positive and negative) but fail to make and individual overreach him

or her.

Third, motives can only be inferred, but not seen. The dynamic nature of needs offend poses

challenge to any manager in motivating his or her subordinate. An employee, at any given

time, has a various needs, desire, and expectations. Employees who put in extra hours at work

to fulfil their needs or accomplishment may find that these extra hours conflict directly with

needs for affiliation and their desire to be with their families

However, there is no shortage of models, strategies, and tactics for motivating employees. As

a result, firms constantly experiment with next motivational programmed and practice.

Work Motivation

Craig Pinder “echoing the basic definition of motivation, define it as follows:

“Work motivation is a set of energetic force that originate both within as well as beyond and

individuals being, to initiate work – related behaviour, and to determine its form, direction,

intensity, and duration.”

While general motivation is concerned with effort towards any goal, Stephen Robbins narrow

the focus to organizational goals in order to reflect singular interest in work related behaviour

the effort element is a measure of intensity. The need means some internal state that makes

certain outcomes appear attractive. And unsatisfied need creates tension that stimulates drives

within the individual. This drives general a search behaviour to find particular goals, if

attend, will satisfied the needs and lead to the reduction of tension.

NEEDS: Needs are created whenever there is a physiological or psychological imbalance

For example: A need exists when cells in the body are deprived of food and water or when

the personality is deprived of other people who serve friends or companions. Although

psychological may be based on a deficiency, sometimes they are not. For instant, and

individuals with a strong need to get ahead may have a history of consistent success

DRIVES: “Drives (Or motives) are set up to alleviate needs. Psychological needs can be

simply defined as a deficiency with direction. Physiological or psychological drives are

action – oriented and provide energizing thrust towards reaching an incentive or goals. They

are at the very heart of the motivational process. The needs for food and water are translated

into hunger and thrust drives, and the need for friend becomes a drives affiliation. Thus, a

drive is a psychological state which moves an individual’s satisfying needs

GOALS: At the end of the motivational cycle is the goal or incentive. It is anything that

wills that will alleviate a need and reduce a drive. Thus, attaining a goal will tend to restore

physiological or psychological balance and will reduce or cut off the drive. Eating food,

drinking water and obtaining friends will tend to restore the balance and reduce the

corresponding drives food, water and friends are the incentive are the goals in this example

MOTIVATION AND FRUSTRATION:The basic process of motivation as defined earlier involves a smooth progression of the need-

drive-goal motivational cycle. The motivational cycle begins with a need followed by a

response directed toward a goal object, when this goal directed drive is blocked before

reaching a desired goal, frustration result. Frustration is a common event in the daily lives of

employees. The strength of frustration in a situation is related to the magnitude of the need

which is being thwarted.

When a person is frustrated, defence mechanisms get triggered in him. Traditionally,

psychologists like Dollard and others felt that frustration always leads to the defence

mechanism of aggression. On becoming frustrated, it was thought that a person will react by

physically or symbolically attacking the barrier. More recently, aggression is considered as

only one possible reaction.

Responses to frustration are now viewed as defence mechanisms falling into four broad

categories: aggression, withdrawal, fixation and compromise.

In order to analyze specific aspects of on-the –job behavioural reaction to know some

behavioural reactions to frustration that may occur in the formal organization.

Aggression :

Aggression is a reaction to a situation where in one’s motives are blocked causing one to turn

against others or oneself in verbal, ranting attacks or physical injury. Individual tries to injure

or hurt the object, person or group that is acting as the barrier.

Withdrawal :

Leaving the field in which frustration, anxiety, or conflict is experienced either physically or

psychologically.

Fixation :

Maintaining a persistent non-adjective reaction even though all the cues indicate the

behaviour is not an appropriate response to the problem. Behaviour is repeated over and

without accomplishing anything for instance, unreasonable stubbornness.

Compromise :

It usually involves substituting a new goal \ Sublimation.

Compensation :

Individual devotes himself to a pursuit with increased vigour to make up for same feeling of

real or imagined inadequacy. In indirect compensation the individual puts in hard efforts to

make-up for a weakness in one area by becoming outstanding or excelling in some either

area.

Rationalization :

The basic psychological process involves justifying inconsistent or undesirable behaviour,

Beliefs, statement, and motivations by providing acceptable explanations for them. It simply

means making excuses. An individual rationalizes when he gives a good reason rather than a

true reason for his behaviour. It is interesting to observe when an employee tries to explain

why he made a mistake or why he was late to work. The motive to avoid criticism and

disapproval is quite strong in many individuals when they rationalize and invent reasons.

Repression :

The basic psychological process involves completely excluding from consciousness impulses,

experiences and feelings which are psychologically disturbing because they arouse a sense of

guilt or shame or anxiety. Repression is a form of forgetting an unhappy incident involving

emotions and thereby avoiding all mentions or thought of it. It involves efforts to repress

threatening information and keep it in the unconscious. The example of repression is the

behaviour of a subordinate who “forgets” to tell his boss something which was embarrassing

to him.

QUALITY OF WORK LIFE

The term ‘quality of work life’ (QWL) has different connotations to different person.

For example, to a worker in an assembly line, it may just mean a fair day’s pay, safe working

conditions, and a supervisor who treats him\her with dignity. To a young new entrant, it may

mean opportunities for advancement, creative tasks and a successful career. To academics it

means the degree to which members of work organization are able to satisfy important

personal needs through their experiences in the organization. There are many factors which

can contribute to QWL. They are:

1. Adequate and fair compensation, adequacy to the extent to which the income from a full-

time work meets the needs of the socially determined standard of living.

2. Safety and healthy working condition, including reasonable hours of work and rest pauses,

physical working conditions that ensure safety, minimize risk of illness and occupational

diseases and special measures for protection of women and children.

3. Security and growth opportunity, including factors like security of employment, and

opportunity for advancement and self-improvement.

4. Opportunity to use and develop creativity, such as work autonomy, nature of supervision,

use of multiple skills, workers’ role in the total work process and his\her appreciation of the

outcome of his\her own efforts and self-regulation.

5. Respect for the individual’s personal rights, such as application of the principles of natural

justice and equity, acceptance of the right to free speech, and right to personal privacy in

respect of the worker’s off the job behaviour.

6. Work and family life, including transfers, schedule of hours of work, travel requirement,

overtime requirement, and so fourth.

It is worth noting that often the conditions that contribute to motivation [equitable

Salaries financial incentives, effective employee selection, etc] will also contribute to QWL

some of these activities [like job enrichment] might contribute indirectly to QWL by tapping

the worker’s higher .order needs and motivating them. Still, other activities may contribute

directly to QWL providing for a safer workplace, less discrimination on the job, and so forth.

WAYS TO MOTIVATE EMPLOYEES AND TO INCREASE WORK PERFORMANCE.SET GOALS

It’s important to help your employees set goals for themselves. These can include both long-

term and short-term goals and they can be both work-related and personal in nature. Often,

goals are set on a weekly, monthly, quarterly, or even yearly basis. Many companies use

“performance management systems,” which get every employee on the same page, regardless

of his or her position. If they understand the relationship between their specific job and the

company’s success, they’ll often approach their work with a sense of belonging. Frequently,

that sense is all it takes to get that individual to finish a given task. And, of course, rewarding

your employees for achieving their goals goes a long way toward creating a consistently

motivated workforce.

ENCOURAGE CREATIVE THINKING

Successful companies promote an environment in which creative thinking by the employees

is allowed, if not encouraged. If you’ve been successful in explaining your company’s overall

objectives in detail, employees will often come up with their own creative strategies for

achieving these goals. In the case of the sales force that I help manage, I usually tell them the

successful tactics that I used while making sales but I also add that there’s no one correct

way. Everyone has a unique personality that might translate into an effective method of

making sales. The challenge of figuring out an effective method on their own can be

liberating and much more fulfilling. Plus, employees are more apt to listen to future advice if

you let them figure out that you are right on their own.

DEVISE A SYSTEM OF TEAMWORK AND TRUST

Employees are never going to produce the way you expect them to if they think you don’t

care about them. Start off by learning about your employees’ personal lives. This will give

you insights into how to deal with them in certain situations. Your relationship with your

workers should seem like one between partners as opposed to one between employee and

boss. Also, spread specific assignments around among your workers. By giving employees

special tasks, you make them feel more important. When your employees feel like they are

being trusted with added responsibilities, they are motivated to work even harder so they

won’t let the company down.

FOSTER AN ENVIRONMENT OF FUN

Studies have shown that employees are more dependable and productive when they think

their workplace is a fun place to come to every day. I’ve found that one of the most effective

methods of doing this is simply engaging my sales reps in conversations about topics that we

both find interesting. It’s not necessary to talk to them all day long, but a few minutes here

and there throughout the day can work wonders. Little talks like these allow the employee to

see you as a regular person, and when your employees like you as a person, they are more

likely to listen to you when you need them to get something done.

REWARDS

People join organizations expecting rewards. Firms distribute money and other benefit in

exchange for the employee’s availability, competence and behaviours.

The following identifies four types of rewards: membership and seniority, job status,

competency and performance.

Membership and Seniority-based Rewards

Benefit an employee receives depends on the firm which he or she joins. An MBA taking up

a job in Wipro or Infosys gets more benefits than boy or girl who joins a state government

undertaking. In the same firm, a senior employee receives more benefits than employee.

Advancement, pay raises, retirement benefits and perquisites depend on seniority of an

employee.

Membership& Seniority

Task

Performance

Job Status

Competency

Organizational Rewards

Types of organizational rewards

There are advantages and limitations associated with membership and seniority based reward

Membership based reward attract job applicants but the problem is such reward may not

directly motivate job performance .Seniority based rewards tend to reduce turnover but may

fail to motivate achievers to perform better. Another problem with is that they discourage

poor performers form leaving the film voluntarily because alternative jobs are simply not

available to them.

Job Status-based Rewards

Every firm rewards employees for the status of the jobs they are holding firms use job

evaluation system which helps establish differentials in status of jobs. Status differentials are

used as the basis for establishing salary / wage differentials. Jobs that require more skill and

effort, have more responsibility and have difficult working conditions would have more value

and consequently would be placed in higher pay grades. Firms that do not use job evaluation

system still reward job status based on pay survey information about the labour market.

A supervisor will receive higher rewards than purchasing assistant as the job of the former

enjoys better status than the latter. It has more value to the organization (calculated by job

evaluation system or pay survey) and therefore employees in that job receive more status-

based rewards in the organization. High status job holders are also rewarded with more

perquisites.

One advantage of status-based pay is that it helps maintain feelings of equity. Job evaluation

system try to maintain internal equity, that is, to ensure that employees feel their pay is fair

when compared to how much other jobs in the firm are paid. Pay survey helps maintain

external equity, that is, ensure that employees feel their pay is fair when compared to how

much people I other firms are paid. Job-based rewards also motivate employees to compete

for positions higher up the organizational hierarchy.

Job-based rewards are criticized by man. For one thing, such benefit fails to motivate

achievers to perform better. Just because an employee holds a high priced job, he or she is

rewarded better, not with standing the level of performance attained by the individual.

Further, employees tend to exaggerate their job descriptions and job specifications to garner

higher grading for their job through job evaluation systems. Higher grades confer higher

rewards on the jobs.

Competency-based Rewards

Increasingly organizations are linking rewards to competencies of employees. Competencies

are reflected through skills, knowledge and traits that lead to desirable behaviours.

Employees are expected to have several competencies and these competencies are evaluated

by observing specific behaviour patterns.

Competency-based rewards have merits. They have been praised for developing a better-

skilled and flexible workforce. Customer needs are met more quickly. Employees can handle

any job with felicity, product or service quality tends to improve because employees who

have work experiences in several jobs are more likely to know where problems originate.

Moreover, employees find it easier to discover ways to improve the work process as they

learn more skills and tasks in the process. Rather than paying for jobs, skill-based pay

rewards skills, underlying the principle that employees are hired for their skills and not just to

hold jobs.

Performance-based Rewards

The trend that is emerging recently is to link pay to performance rather than to seniority or

membership. Firms in N.America, Europe and Asia are paying their employees more for

performance than ever before. For instance, in a recent survey of 210 large firms in Tokyo,

Japan, 24 per cent awarded pay increases on the basis of performance than seniority.

CONCLUSION

Motivation is an important concept that has been receiving considerable attention from

academicians, researchers and practicing HR managers. In its essence, motivation comprises

important elements such as the need or content, search and choice of strategies, goal-directed

behaviour, social comparison of rewards reinforcement, and performance-satisfaction.

The increasing attention paid towards motivation is justified because of several reasons.

Motivated employees come out with new ways of doing jobs. They are quality oriented. They

are more productive. Any technology needs motivated employees to adopt it successfully.

Several approaches to motivation are available. Early theories are too simplistic in their

approach towards motivation. For example, advocates of scientific Management believe that

money is the motivating factor. The Human Relations Movement posits that social contacts

will motivate workers.

Mere knowledge about the theories of motivation will not help manager their subordinates.

They need to have certain techniques that help them change the behaviour of employees.

One such technique is reward. Reward, particularly money, is a motivator according to need-

based and process theories of motivation. For the behavioural scientists, however, money is

not important as a motivator. Whatever may be the arguments, it can be stated that money can

influence some people in certain circumstance.

Being an outgrowth of Herzberg’s, two factor theory of motivation, job enrichment is

considered to be a powerful motivator. An enriched job has added responsibilities. The makes

the job interesting and rewarding. Job enlargement refers to adding a few more task elements

horizontally. Task variety helps motivate job holders. Job rotation involves shifting an

incumbent from one job to another. This reduces boredom and disinterest.

OB Mod uses the reinforcement principle of B.F. skinner to give the management a powerful

technique to change employee behaviour. Several reputed organizations in a America have

used OB Mod programmes successfully to achieve positive results

RECOMMENDATIONMotivation is essential for each and every organization because its helps in avoiding

the frustration and it also create the healthy work environment. This concern for, and

investment in, future scenarios will ingrain unshakable trust and loyalty towards the

company.

The word motivation stands for movement. Every manager should have both interest

and concern about how to enable people to perform task willingly and to the best of

their ability. Motivation is essential for any company because employee is Asset of

company. Motivation is important for the growth of employees as well as growth of

the organization.

Motivated employees help organizations survive. Motivated employees are more

productive. To be effective, managers need to understand what motivates employees

within the context of the roles they perform. Motives can only be inferred, but not

seen. The dynamic nature of needs offend poses challenge to any manager in

motivating his or her subordinate. An employee, at any given time, has a various

needs, desire, and expectations.

Employees who put in extra hours at work to fulfill their needs or accomplishment

may find that these extra hours conflict directly with needs for affiliation and their

desire to be with their families.

BIBLIOGRAPHYBooks:

Robert N. Lussier. (2000).Human Relations in Organizations: Applications and Skill

Building (5th Ed.). NY: McGraw-Hill

Don Hellriegel; Slocum John W. Jr and Richard. W. Woodman (2001).

Organizational Behavior. (9th Ed.) South Western Educational Publishing

Michael. R. Carrel; Daniel. F. Jennings and Christina Heavrin. (1997). Fundamentals

of Organizational Behavior (International Edition). Prentice Hall International, Inc.

Harry R. Knudson; C. Patrick Fleenor and Robert E. Callahan. (1986). Understanding

Organizational Behavior: A managerial viewpoint. Columbus, Ohio: C.E. Merrill Pub.

Co.

Lyman Porter;Gregory Bigley and Richard M Steers. (2003). Motivation and work

behavior. (7th Ed.). McGraw-Hill/Irwin.

Joseph. J. Martocchio. (2004). Strategic Compensation: A Human Resource

Management Approach. (3rd Ed.). Pearson Education.

Maslow, A. H. and Frederick Heizberg, The Bible of Motivation

Organization Behavior by Robbins Judge Sanghi

WEBSITES:

http://en.wikipedia.org/wiki/Organizational_behavior

http://en.wikipedia.org/wiki/Motivation

www.pickthebrain.com/blog/21-proven-motivation-tactics/

www.accel-team.com/motivation/index.html

http://www.openlearningworld.com

http://unjobs.org/tags/job-design

http://ezinearticles.com/?Job-Performance-and-Satisfaction&id=290072

www.accel-team.com/motivation

www.bussiness ball.com

www.ilo.org/motivation