Organisational/Individual Environment Essay

The relationship amidst individual(a)s and their oeuvre is largely dogged by their pauperization, the driving force behind actions. Therefore motivation is delineate as the address that accounts for an individuals intensity, direction and persistence of sudor toward attaining a purpose (Robins,). Research conducted in this bea has a consequent effect on wariness styles. Motivation theories atomic number 18 basically separate in two basic categories. The earliest ones centraliseed on content, what truly motivates battalion, were followed by summons theories where the focus is on the actual bidding of motivation.Maslow(1943) introduced the pecking order of need motivation supposition which is the most widely established speculation and it still influences management today. Maslow suggested that lot prevail five kinds of ineluctably videlicet physiological, safety, love, esteem and self-actualisation. People be auditioning to satisfy them chase an upgrade order. It is necessary to satisfy a lower ranked need in order to move to a higher ranked one. Maslows scheme was been criticised as lowly evidence was in represent of that guess. Most people ladder to be partially satisfied at each level and partially unsatisfied.In early motivational look physiological needs were linked with money. Gellerman suggested that security safety needs fecal matter be provided through with(predicate) fringe benefits and as life insurance. Taylor (1911) placed great emphasis on money and argued that motivation comes from economic needs. He also proposed that a skill should be genuine for each element of a mans release. only research has shown that for low pay micturateers money is non a good enough motivator. To what extend and how all important(predicate) depends clearly on individual(prenominal) circumstances Taylor tried to eliminate human mistakes at work. Taylors surmise still influences production lines today. barely in industry tod ay workers are seen as humans and emphasis is given on their training and lord development. Smith (1999) conducted a study in order to evaluate the force out of financial incentives and the content of employment as motivators to work, in supplementary mental faculty in the NHS and Hotel and Leisure industry.It was give that the rates of pay had very little influence on participants blood enjoyment and subsequent work motivation despite the contrary belief of their line managers. This suggests lack of conference between management and staff and non-awareness of their needs. Training opportunities did exist for ancillary staff besides there was little in mental straination on them. Farren recognised salry and fringe benefits as extrinsic motivation trance as congenital motivation when the individual has the chance to use his own ability and appreciation.Money in the word form of incentives is not an adequate motivator for people however Hersey & Blanchard (1982) recognised the symbolic value of money as the buying power they quite a little judge to individuals. In support of the abstract value of money McClelland suggested that there are four basic motives that drive individuals, reach outment, power and standoff and avoidance. It was observed that individuals, which are high achievers, p resuscitate situations where they have personal responsibility for their performance, can intoxicate clear and unambiguous feedback and the task is of moderate task difficulty. In this possible action money were seen as symbolising successful task performance and goal achievement cited in Mullins(2002).As far as social affiliation needs are concerned it is a common finding that people like to interact and be with former(a)s in situation where they feel comfort equal to(p). They tend to compose small daily groups in order to find support when they have no support over work. This can result in reduction of productivity in which management cannot have control o ver. However when strategic goals are in accord with individual ones then those informal groups can work to the benefit of management. Managers are then invited to find ways to attract employees in sharing family objectives. The need for esteem is associated with prestigiousness and power that comes from the position that almostone has or it can be personal. in the end Self-actualisation refers to competence and achievement.Alderler condensed Maslows five needs into three and came up with mankind which refer to physiological and safety needs, relatedness which refer to love and produceth which refer to the higher ranked needs esteem and self actualisation. He suggested that they form to a greater extent a continuum rather than being hierarchical in order. If felicity of needs at one level is blocked then management should be focused on satisfaction of needs at other levels.Following the same congressman of ranking of needs Harberg developed theory X and Theory Y. Herzberg (1959) conducted a study of 203 Accountants and Engineers where he asked them to withdraw situations where they matte good or bad about their jobs. Findings have shown that people were displease with their jobs when hygiene factors (extra-job factors) like salary, interpersonal relationships, supervision, company policy, working conditions job security, precondition and factors in personal life were not satisfied. However when there was the opportunity for growth people were extremely satisfied with their jobs itself, thus when motivators where in place. . It is evident the opposite of satisfaction or dissatisfaction is not dissatisfaction or satisfaction hence but simply lack of it. When hygiene factors are satisfied for example it does not mean that workers will feel propel. This study was replicated with different groups as well and similar findings were foundProcess theories that were developed later focus on the actual process of motivation. Hawthorne studies sponsored b y Harvand University and directed by Elton mayo signalled the need for management to study and understand relationships among people. It emphasised delegation of autonomy, employee autonomy, imprecate and openness, interpersonal dynamics, and co-operation instead of competition (Reis &Pena, 2001).Vroom(2000) has introduced the Expectancy theory. agree to that theory effort, performance, retaliate and personal goals are inter-linked and interdependent. People are influenced by the expected results of their actions. The excerption of doings is based on expectancy of most favourable consequences. To describe that effect of anticipated satisfaction out of a specific egress Vroom used the term valence. The Cognitive Evaluation theory, which was developed subsequently, could be applied to jobs, which are neither dull nor interesting. Here what is important is self-efficacy not job satisfaction thus move and achieving goals. In that process self generated feedback is a more powerf ul motivator.In that process of ground up goals and achieving them Adams with the Equity Theory found that people tend to equality them selves with others and therefore concerned with fair treatment cited at Anderson, 2002. For example employees comparing the rewards and promotional opportunities that they have with other employees, which can result in feelings of letdown when they perceive their performance equal but the financial rewards unequal. As a result of feeling inequity individuals efficacy change the inputs and outcomes or might even distort them cognitively. They might decide to leave the field or become aggressive and act on others unrelated to the subject of comparison. in conclusion they might decide to change the object of comparison.The individual thinks that he should be awarded in a certain way, what Porter and Lawler names perceived equitable reward. When the perceived equitable rewards are greater than the actual ones dissatisfaction occurs. That is a tel l apart of mind rather that a permanent condition. Farren suggests that when needs or expectations are hindered the individual can react with either a constructive behaviour or frustration. The outcomes of constructive behaviour leads to problem solving or restructuring while frustration can cause onslaught, fixation, withdrawal or even displaced aggression where the person in question is directing his aggression to a helper other than the one who is the source of frustration.Following on from goal setting as a motivator Thomas has developed the theory of natural Motivation were emphasis was placed on the source of motivation. Individuals have a motivation, which stems from them selves rather than imposed by managers when a) they have the unspoilt of choice and can select form different activities b) can show competence, thus that they can skilfully perform the chosen tasks. This adds meaning fullness to the task and the feeling that a worthy task purpose is created. As individu als advance in achieving the tasks purpose they can demonstrate some boost cited in Mullins, (2002)Douglas McGregor(1960)made a major contribution to the history of motivation theory with his Theory X and Theory Y. According to theory X, which is the one traditionally followed by managers, most people prefer to be directed. They are not interested in assuming responsibility, what they need is safety. Managers structure, control and supervise orthogonal control appropriate for im get along with workers. This theory is questioned because as we live in a democratic society, with an increasing level of education and standard of maintenance people must be capable of a more mature behaviour. In Theory Y however it is suggested that people are not by nature lazy and unreliable but can be self-directed and creative if motivated. That creates an essential task for management, which is to unleash this potential in individuals. Properly motivated people can achieve their own goals scoop ou t by directing their own efforts towards accomplishing organisational goals. Argyris(1993) was in support of that theory and argued that following bureaucratic or pyramidal values leads to poor, shallow and mistrustful relationships. humanist and democratic values can nurture an environment for trusting and reliable relationships. Argyris suggests that as people grow up and mature the same process take place at work. People develop from a play of dependency upon others as infants to a state or relative emancipation as adults. Their interests are becoming deeper and stronger. Furthermore they move from being place to being equal or at a superior position. According to Argyris theoritical findings management is challenged to provide a work climate where everybody has the chance to grow and mature as individuals while working for the success of the organisation.In the 1980s in America a new movement was to be initiated, numerate Quality Management, which influenced management styl e of the two following decades greatly (Reis & Pena, 1999). It back up employee empowerment and decent treatment of people. After that movement the idea of re-engineering was receivable to influence management until today. According to that, work processes are re-thought and streamlined. Work satisfaction was to be enhanced by the creation of multi-skilled teams who accepted considerable responsibility. However as it was later proved in times of recession re-engineering became the synonymous of downsizing in businesses. Management was more interested in parapraxis costs by reducing work force and not up(p) the work processes. According to Reis & Pena Management forgot the employee, the customer, and quality p. 673.Alternatively Reis & Pena suggest that managers should try and understand the people they work with and vice versa. The key here is to set aside barriers to motivation. Rabey (2001) is warning us that there are some limits as to how frequently managers can motivate e mployees as they can only create the right environment for individuals to respond to motivation voluntary. Rabey continues by making some more practical suggestions about how to achieve that motivating environment in the workplace at different spirit levels of employees work history from selection to retention. At the stage of interview he suggests that the interviewers as well as the interviewee must have an honest approach and disclose any information about the company and the applicant accordingly so that to achieve the best match. According to Rabey surveys of employees in recent years have shown that a workplace should meet some certain standards in order to stimulate motivation.These include goal setting, participation, recognition, and communication fair wages, training, teamwork and innovation. These preconditions for motivation are also included in the modish content theories, i.e Theory Y, Intrinsic Motivation, Expentacy Theory. Rabey goes one and defines the golden mean for a manager/leader. He reckons that a manager should be something between a manager where he manages and gets results from planning, control and compliance and a leader who leads and motivated followers choose to give cargo. Managers can play a extraordinary role in building trust and co-operation with employees, which is the foundation to success. Tietjen and Myers(1998) conclude that it is the work itself that brings fulfilment and Maslows higher order of needs into beingp.231. For management this means that they are challenged to create the necessary conditions so that the fulfilment gained from doing the job is expected daily. In the lines of effective interpersonal relationships at work Orpen (1997) found in a study that mentoring can improve motivation.Motivational research and organisational history suggests that management should adopt a more customer-focused style. During the last degree Celsius research as well as management practice has locomote from recognising as money incentives as the strongest motivator to placing emphasis on the employee and the intrinsic motivation that he has. The focus is now on the actual process of motivation and managers are called to create the necessary conditions in the workplace for their employees to achieve common company objectives. The ultimate goal is to have empowered workers, able to take an active role in the pursue of their career point goals and his objectives are in accordance with the ones shared by management.ReferencesAnderson, N. (Ed) O., Deniz S. (Ed) et-al. (2002). Handbook of industrial, work and organizational psychology, Volume 2 Organizational psychology. (pp. 53-76)Argyris,-Chris (1993) On Organisational Learning. Cambridge, MA, US Blackwell line of descent/Blackwell Publishers.Hesley, P. & Blanchard, K. (4th edition) Management of Organisational Behaviour Utilising Human ResourcesMcGregor,-Douglas (1960) The human side of enterprise, New York, NY, US McGraw-Hill.Mullins (2002), Managem ent and Organisational Behaviour, 6th Edition, Pearson Education, pp 418- 448Orpen, C. The Effects of formal mentoring on employee work motivation, organisational commitment and job performance in The Learning Organisation An International Journal, 1997 Vol 4, No 2 pp. 53-60Rabey G. B. Motivation is Response in Industrial and Commercial Training, 2001 Vol. 33, No 1 pp.26-28Robins S. R. Organisational Behaviour (10th Edition) PearsonSmith, L. An Evaluation of programmes for staff motivation in NHS and hotel ancillary staff Facilities 1999, Vol 17, No 7/8 pp.264-271Tietjen M. A. & Myers, R. M. Motivation and Job pleasure in Management Decision 1998, Vol 36 No 4, pp. 226-231Vroom,V. H. Leadership and the decision-making process. Organisational-Dynamics. 2000 Vol 28(4) 82-94BibliographyWetherell M. (1996) Identities Groups and sociable Issues Sage Publications London