Motivation in the company

General

Since all companies are committed to producing more and better in a competitive and globalized world, the top management of organizations must resort to all available means to achieve their objectives. These means refer to: strategic planning, capital increase, state-of-the-art technology, appropriate logistics, personnel policies, adequate use of resources, etc.

Obviously, strategies on management and staff development are the most important factor that will help to achieve business objectives and personal development of workers. Within this field, there are complex processes that intervene, such as:

TrainingRemunerationsWork conditionsMotivationOrganizational climateHuman relationshipsHiring policiesSecurityLeadershipReward systems, etc.

In this context, staff motivation is an important means to underpin the personal development of workers and, therefore, improve productivity in the company.

It is very common to hear organizations say: "we must motivate our staff to work harder and produce better." All managers face an enormous challenge: motivating workers to produce the desired results, with efficiency, quality and innovation, as well as with satisfaction and commitment. But what to do to achieve it? That is the dilemma to be resolved in the next few pages.

To maintain such a degree of commitment and effort, organizations have to adequately value the cooperation of their members, establishing mechanisms that provide a workforce sufficiently motivated for efficient and effective performance, leading to the achievement of objectives and goals. of the organization and at the same time satisfying the expectations and aspirations of its members. Such premises automatically lead to inevitably approach the issue of motivation as one of the important elements to generate, maintain, modify or change attitudes and behaviors in the desired direction.

Motivation concept

Motivation is made up of all the factors capable of provoking, maintaining and directing behavior towards a goal. In the example of hunger, we obviously have a motivation, since this causes the behavior that consists of going to look for food and, in addition, it maintains it; that is, the hungrier we are, the more directly we will go to the right satisfier. If we are hungry we go to food; that is, motivation directs us to satisfy the need.

Motivation is also considered as the impulse that leads a person to choose and perform an action among those alternatives that are presented in a certain situation. Indeed, motivation is related to impulse, because it provides efficiency to the collective effort aimed at achieving the objectives of the company, for example, and pushes the individual to the continuous search for better situations in order to fulfill herself professionally and personally, integrating it. thus in the community where their action takes on meaning.

Motivation is both objective and action. Feeling motivated means identifying with the end and, on the contrary, feeling unmotivated represents the loss of interest and meaning of the objective or, what is the same, the impossibility of achieving it.

The most intense drive is survival in its purest form when fighting for life, followed by the motivations that derive from the satisfaction of primary and secondary needs (hunger, thirst, shelter, sex, security, protection, etc.).

Motivation is the result of the individual's interaction with the situation. So when analyzing the concept of motivation, it must be taken into account that its level varies, both between individuals and within the same individuals at different times.

Motivation and behavior

In order to explain the motivation-behavior relationship, it is important to start from some theoretical positions that presuppose the existence of certain laws or principles based on the accumulation of empirical observations. According to Chiavenato, there are three premises that explain the nature of human behavior. These are:

The behavior is caused. That is, there is an internal or external cause that originates human behavior, a product of the influence of heredity and the environment. The behavior is motivated. The impulses, desires, needs or tendencies are the reasons for the behavior. The behavior is goal oriented. There is a purpose in all human behavior, since there is a cause that generates it. The behavior is always directed toward some goal.

The motivational cycle

If we approach motivation as a process to satisfy needs, what is called the motivational cycle arises, whose stages are as follows:

Homeostasis. That is, at a certain moment the human organism remains in a state of equilibrium. Stimulus. It is when a stimulus appears and generates a need. Need. This need (still unsatisfied), causes a state of tension. State of tension. Tension produces an impulse that leads to behavior or action. Behavior. The behavior, when activated, is directed to satisfy this need. Reach the goal successfully. Satisfaction. If the need is satisfied, the organism returns to its state of equilibrium, until another stimulus is present. All satisfaction is basically a release of tension that allows a return to the previous homeostatic balance.

The human being is immersed in a surrounding environment that imposes certain restrictions or certain stimuli that decisively influence human behavior. It is also undoubted that the organism has a series of needs that will partly condition human behavior. So, for example, when we are hungry we turn to food. There we have a behavior. When we are hungry, a balance in our body has been broken; There is, therefore, an imbalance that we seek to remedy; then the organism acts in search of its hemostatic state. The "ideal" state would be a full stomach; But when this balance is broken, our receptors immediately communicate to the central nervous system that the stomach is empty and that it is urgent to refill it to maintain life. So that balance,this hemostatic state is broken and the body seeks to restore it again. However, remember that homeostasis is not absolute but dynamic, in the sense of allowing progress.

The organism, when activating the behavior, does not always obtain the satisfaction of the need, since there may be some barrier or obstacle that prevents it from being achieved, thus producing the so-called frustration, continuing the state of tension due to the barrier that prevents satisfaction. The existing or unreleased tension, by accumulating in the individual, keeps him in a state of imbalance. However, to round off the basic concept, it should be noted that when a need is not satisfied within a reasonable time, it can lead to certain reactions such as the following:

Disruption of behavior (illogical behavior and no apparent explanation) Aggression (physical, verbal, etc.) Emotional reactions (anxiety, distress, nervousness and other manifestations such as insomnia, circulatory and digestive problems, etc.) Alignment, apathy and disinterest

What is most often found in the industry is that when the routes leading to the workers' goal are blocked, they normally "give up." Morale drops, they meet with their friends to complain and, in some cases, take revenge by throwing the tool (sometimes deliberately) at the machinery, or opt for inappropriate behavior, as a way of reacting to frustration.

Learning motivation

Some behaviors are fully learned; precisely, society is partly shaping the personality. We are born with an instinctive background, with an organic team; but, culture is shaping our behavior and creating our needs. For example, while in a western city, when we feel hungry we go to eat a steak or a fish, or something similar, in China they satisfy their hunger by eating dogs. There the dog constitutes an exquisite delicacy. In our culture that situation is not allowed. Likewise, in our culture it is important to use the knife, fork, napkins, you have to sit in a certain way, etc. to satisfy the urge for food. By no means do we sit around finger food when we go to a restaurant.

Moral norms, laws, customs, ideologies and religion also influence human behavior and these influences are expressed in different ways. Perhaps they are accepted and internalized as duties, responsibilities or incorporated into one's self-concept; but they can also be rejected. In any of these cases, these external social influences combine with the internal capacities of the person and contribute to the integration of the individual's personality, although, in some cases and under special conditions, it can also cause disintegration.

It happens that what one person considers as an important reward, another person could consider it as useless. For example, a glass of water would probably be more motivating for a person who has spent many hours walking in a very hot desert than for someone who had three cold drinks in the same desert. And even having a reward that is important to individuals is no guarantee that it will motivate them. The reason is that the reward itself will not motivate the person unless they feel that the effort put into it will lead to that reward. People differ in how they take advantage of their opportunities to be successful in different jobs. Therefore, it can be seen that a task that one person might consider will produce rewards, may be seen by another as impossible.

The mechanism by which society molds people to behave in a certain way, occurs as follows:

The stimulus is activated The person responds to the stimulus Society, through a higher ranking member (father, boss, priest, etc.) tries to teach, judges the behavior and decides whether it is appropriate or not. The reward (incentive or prize) is awarded for being positive. If judged inappropriate, it provides a sanction (punishment). The reward increases the probability that in the future, in the face of similar stimuli, the predetermined response will be repeated. Each time this happens a reinforcement occurs and, therefore, the probabilities of the occurrence of the desired behavior increase. Once this behavior is established, it is said that there has been learning. Punishment is less effective; the probability that this behavior will be repeated in the face of similar stimuli decreases.Learning consists of acquiring new current or potential types of behavior. This scheme is not only valid for teaching social norms but also any type of subject. Once something has been learned, it becomes part of our behavioral repertoire.

Motivation in business management

For a better understanding of human resources in the workplace, it is important to know the causes that originate human behavior. The behavior is caused, motivated and goal oriented. In this sense, by managing motivation, the administrator can operate these elements in order for his organization to function more adequately and its members to feel more satisfied; as long as the other variables of production are controlled. In this regard, James AF Stonner, R. Eduard Freeman and Daniel A. Gilbert Jr. point out that “managers and administration researchers have long assumed that the goals of the organization are unattainable, unless there is a permanent commitment to the members of the organization.Motivation is a characteristic of human psychology that contributes to the degree of commitment of the person. " (1) In the same context, Judith Gordon points out that: “all managers face an enormous challenge: motivating employees to produce the desired results, with efficiency, quality and innovation.” (2)

This is how motivation becomes an important element, among others, that will allow to channel the effort, energy and behavior in general of the worker towards the achievement of objectives that interest organizations and the person himself. For this reason, administrators or managers should be interested in resorting to aspects related to motivation, to help achieve their objectives.

So, now, the big concern would be: What induces people to behave, think or feel in a certain way? How to identify the factors that motivate workers to produce more and better? J. Gordon responds that "theories and research in the field of motivation provide a systematic means of diagnosing the degree of motivation and recommending ways to improve it" (3)

However, knowing the motives for motivation is as complex as human nature is. If we analyze the reasons why a person works or contributes her effort to an organization, we will find that there are many factors. From wanting to have money that allows you to at least cover your basic needs, to higher aspirations like self-realization.

Given this complexity, there are various theories that try to explain the causes, actions and consequences of motivation. This situation necessarily entails, on the one hand, taking into account the socio-cultural aspects of the society in which the worker operates and, on the other hand, his individuality.

Organizational behavior has studied motivation in order to answer the question: why do people work? And to answer it, the theory of needs concludes in the following:

A motivated worker will be a worker in a state of tension. To relieve tension, the worker develops an effort that translates into behavior. The higher the motivation, the higher the tension and, consequently, the greater the effort. If that effort leads to the satisfaction of the need, the tension will be reduced.

However, not all motivations stem from needs consistent with organizational goals. Therefore, to consider that a worker is motivated by his work, the needs of the individual must be compatible with the goals of the organization. Many workers go to great lengths to meet needs that are not compatible with the goals of the organization. For example, some talk a lot with their friends at work, spend much of their time meeting their social needs, do not fulfill their work obligations.

Undoubtedly, the different theories on motivation are not always fully applicable to all realities and in all countries. It will depend on the culture, customs, values, social and economic situations and other factors, which will condition the way of thinking and acting of workers, situations that affect the studies that are carried out in relation to motivation.

For example, in various cross-cultural studies, Maslow's theory cannot be applied generally to organizations and their workers. Japanese workers may place a higher value on safety than personal fulfillment. Workers in Scandinavian countries highlight the quality of working life and their social needs as the central influence for motivation. David McClelland attributed the success of the United States and other industrialized countries to the prevailing need for achievement among their managers.

Likewise, it is observed that the order of the classification of needs also varies in different cultures. The differences between countries are real. Managers who understand this must adjust their styles appropriately when working with staff from other countries. They will be more effective if they take into account that not all people are the same. The British are also known to protect their privacy, so it is advisable to avoid asking them personal questions, contrary to what happens in Greece, where personal questions are a sign of concern. Punctuality is important for the English and Germans, while Spaniards usually arrive 20 or 30 minutes late for their commitments. Punctuality is not very appreciated in the Hispanic culture. It is evident, then,that the socio-cultural context of a society has a lot to do with studies on work motivation.

In a global economy, managers need to understand cultural differences and adjust their organizations and management style to them. Understanding the common characteristics of people within a given country is important if you want to be successful in managerial performance.

Consequently, in all research related to work motivation, existing theoretical concepts should not be applied generically; rather, these must be analyzed according to each society or culture, before their application.

In this regard, there are likely to be cultural variations that require managers to carefully diagnose workers' needs before preparing and implementing a motivational plan.

On the other hand, considering the individuality of the people, each one values or conceptualizes the circumstances that surround them in their own way, as well as undertakes actions based on their particular interests. People have a lot in common, but each person is individually different. Furthermore, these differences are almost always substantial rather than superficial. It happens that what one person considers an important reward, another person could consider as useless. For people differ enormously in the concept and the way of perceiving the opportunities to be successful at work. Individual differences mean that management will achieve the most remarkable motivation among employees by treating them differently as well. Motivations differ from one individual to another,they evolve and can change over the years and times.

Many employers speak of "work motivation" as if work is the guiding factor in behavior and as if work is capable of prompting, sustaining and directing behavior. In other words, it is about turning work into an end; However, it is clear that for most people work is but a means. All people, whenever they act, do so first to satisfy a personal need; this is a postulate in the administration of person.

“When it comes to motivation, it is obvious to think that people are different: as needs vary from individual to individual, they produce different patterns of behavior. Social values and individual ability to achieve goals are also different. Furthermore, the needs, social values and capacities in the individual vary over time. (4)

An example that explains what is stated is the case of the organization that uses means of reward or sanction to try to influence the behavior of its members; it tries to make them learn what are the appropriate types of action within the organization. Of course, those who consider these parameters adequate contribute with their decisive effort to achieve the objectives of the organization, while others will have a negative attitude, and others of indifference. The conclusion is logical: for effective learning to take place, incentives or rewards must be set up in a way that serves to achieve people's personal goals. Now, what are those personal goals? Obviously, as the name implies, the strictly individual. However,Either on the basis of a «human nature» common to all men, or by resorting to the concept of culture, it will be possible to find general objectives or motivations that can be reduced to a few categories, while taking into account that these general motivations are nuanced by individuality.

As the populations of workers in organizations become more and more diversified, it becomes extremely important to recognize the individuality of needs. Identifying and responding to them becomes a critical issue for good management. Diagnosing needs and from there finding a way to meet unmet needs can increase motivation. Recall that theories and research in the field of motivation provide a systematic means of diagnosing the degree of motivation and recommending ways to improve it.

Motivation is a factor that should interest every administrator: without it, it would be impossible to try to achieve the correct functioning of your organization and, therefore, the fulfillment of the objectives. The theoretical systems that exist are attempts to understand the why of human behavior. The theory should not be taken without first doing a thorough review of the empirical research that has been carried out and, above all, its application within work organizations.

The administrator must be aware of the need to establish systems according to the reality of his country and, when doing this, he must take into account that motivation is a determining factor in the establishment of said systems. (5)

Every individual has a personality; Every company also has its own personality; every country, certain social and cultural characteristics. In order to understand the motivations in all these cases, it is important to develop research in the motivational field. (6)

These and other arguments about motivation, discussed by scientists dedicated to the study of human behavior and the analysis of what organizations must do to get people to feel motivated to perform a job efficiently and effectively, show us that In the business world, talking about motivation not only means money but also about other things that go beyond money.

In the following talk, Dan Pink exposes the reasons for the failure of traditional methods of motivation in the company and shows how they could be given a turn that leads to higher levels, not only of motivation, but also of productivity and job satisfaction.