Definition of the motivation in the work

 

 

Experimental work

 

Definition of the motivation in the work

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Content

 

1 Introduction

2 The first stage of motivation and original concept

3 Herzberg's main theory and its significance

4 Motivation theory in practice in a bank

Conclusion

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

                       Introduction

       Motivation is a theoretical construct used to explain behavior. It represents the reasons for people's actions, desires, and needs. Motivation can also be defined as one's direction to behavior or what causes a person to want to repeat a behavior and vice versa. Staff motivation is one of the ways to increase productivity. The motivation of the crew is a key point of human resources policy of any enterprise. The most effective system of employee motivation is "the result-oriented of act"

The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. Motivation practice and theory are difficult subjects, touching on several disciplines. In spite of a lot of basic and applied research, the subject of motivation is not clearly understood and often poorly practiced. To understand motivation one must understand human nature itself. Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation.

There is an old saying that, "You can take a horse to the water but you cannot force it to drink". People will only do either what they want to do or otherwise are motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' of academic life, they must be motivated or driven to it, either by themselves or through external stimuli. Are people born with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed. Job performance is considered to be a function of ability and motivation. Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. As a guideline, there are broadly seven strategies for motivation.

1. Positive reinforcement / high expectations

2. Effective discipline and punishment

3. Treating people fairly

4. Satisfying employees' needs

5. Setting work related goals

6. Restructuring jobs

7. Base rewards on job performance

2

The method of "carrot and stick" is the first concept of motivation, it originated in ancient times, and has existed throughout the history of human development. The main point of this method is disclosed in the title: for the work a person receives remuneration (in the ancient food is now paid) for unperformed - punishment (corporal punishment, reprimand, deprivation of premiums, loss of wages). This method is ineffective in today's conditions, since, firstly, does not involve self-development worker, increased performance on their own initiative, professional development; and secondly, moral and social development of man has reached such a level that the employee will not tolerate the moral and material prejudice to the more their needs, and in cases of those who have quit. Although this method is not effective and is obsolete, it is widely used for routine, repetitive, monotonous operations during the Soviet period. Currently, the method of "carrot and stick" can be traced to the following scheme payment: pay it on the basis of a percentage of sales, sold the goods - has received a certain percentage of the transaction amount, not sold - do not get money.

In the development industries, managers began to notice that the material factors are not so strongly motivate employees. The study of human needs has led to theories which are based on the assertion that, the main motivating factor is psychological satisfaction. One of such theories is a Herzberg's two-factor theory.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 3. Herzberg's main theory and its significance.

Frederick Herzberg (1923-2000), clinical psychologist and pioneer of 'job enrichment', is regarded as one of the great original thinkers in management and motivational theory. Frederick I Herzberg was born in Massachusetts on April 18, 1923. His undergraduate work was at the City College of New York, followed by graduate degrees at the University of Pittsburgh. Herzberg was later Professor of Management at Case Western Reserve University, where he established the Department of Industrial Mental Health. He moved to the University of Utah's College of Business in 1972, where he was also Professor of Management. He died at Salt Lake City, January 18, 2000.

Herzberg's ideas relate strongly to modern ethical management and social responsibility, and very directly to the Psychological Contract. This is remarkable. Herzberg's ideas were developed several decades before proper consideration and description of these more recent and important organizational perspectives.

Many decades ago Herzberg, like Maslow, understood well and attempted to teach the ethical management principles that many leaders today, typically in businesses and organizations that lack humanity, still struggle to grasp. In this respect Herzberg's concepts are just as relevant now as when he first suggested them, except that the implications of responsibility, fairness, justice and compassion in business are now global.

Although Herzberg is most noted for his famous 'hygiene' and motivational factors theory, he was essentially concerned with people's well-being at work. Underpinning his theories and academic teachings, he was basically attempting to bring more humanity and caring into the workplace. He and others like him, did not develop their theories to be used as 'motivational tools' purely to improve organizational performance. They sought instead primarily to explain how to manage people properly, for the good of all people at work.

Herzberg's research proved that people will strive to achieve 'hygiene' needs because they they are unhappy without them, but once satisfied the effect soon wears off - satisfaction is temporary. Then as now, poorly managed organisations fail to understand that people are not 'motivated' by addressing 'hygiene' needs. People are only truly motivated by enabling them to reach for and satisfy the factors that Herzberg identified as real motivators, such as achievement, advancement, development, etc., which represent a far deeper level of meaning and fulfilment.

N.B. Herzberg identified a specific category within the study responses which he called possibility of growth. This arose in relatively few cases within the study and was not considered a major factor by Herzberg. Where referring to 'growth' or 'personal growth' in terms of Herzberg's primary motivators, 'growth' should be seen as an aspect of advancement, and not confused with the different matter of 'possibility of growth'.

Frederick Herzberg's two-factor theory concludes that certain factors in the workplace result in job satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction. The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life.

He distinguished between:

• Motivators (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and

• Hygiene factors (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation.

Herzberg concluded that job satisfaction and dissatisfaction were the products of two separate factors: motivating factors (satisfiers) and hygiene factors (dissatisfiers). Some motivating factors (satisfiers) were: Achievement, recognition, work itself, responsibility, advancement, and growth. Some hygiene factors (dissatisfiers) were: company policy, supervision, working conditions, interpersonal relations, salary, status, job security, and personal life.

The name hygiene factors is used because, like hygiene, the presence will not improve health, but absence can cause health deterioration. 
Herzberg's theory has found application in such occupational fields as information systems and in studies of user satisfaction such as computer user satisfaction.

 

 

4 Motivation theory in practice in a bank

	A		B		C		D		F		G		H		I		Total
Financial opportunities	13		22		26		18		20		19		27		14		159
Feedback and recognition	13		12		17		19		15		15		8		12		111
Responsibility	20		18		12		13		13		12		7		21		116
Good relation with administration	5		18		14		11		14		12		16		19		109
Promotion opportunities	24		10		14		23		23		12		14		16		136
Achievement	15		23		11		20		17		28		18		20		152
Working conditions	28		17		25		27		22		25		21		17		182
Relations with others	22		20		21		9		16		17		29		21		155

 

On test results we can see that the hygienic factor exceeds motivation factor.Hygiene factors:

Financial opportunities -159

Working conditions-182

Good relation with administration-109

Relations with others-155

Motivation factors:

Responsibility-116

Achievement-152

Promotion opportunities-136

Feedback and recognition-111

 

By using Herzberg’s hygiene theory, simply eliminating the causes of dissatisfaction in a job will not create a satisfaction. It merely creates the situation whereby the person is neither satisfied nor dissatisfied. In other words they will be in neutral state but not be motivated.

We couldn’t achieve a high motivation by eliminating dissatisfaction factors and improving a satisfaction factors.

The general concept is that in order to motivate an individual. We should to work with motivation factors and achieve the high results of these factors.

There are 2 ways for it:

1 Remove the demotivating factors- Herzberg termed these as hygiene factors. By doing these you begin to make people neutral. In other words you are removing the dissatisfying factors and brining people  over not-dissatisfied state.

2 Improve the satisfying factors. Once the team are in a neutral state, you must than look to add the areas the satisfaction to improve motivation and happiness. Such things around achievement, recognition,  work role, responsibility etc.