Introduction
The companies with the best experiences in the world lead to formulate new conceptions on how to organize services. It can be said that a new business paradigm is being imposed, where the work motivation process plays a transcendent role. Well, human capital, its availability, the ability to develop, motivate and preserve it are key factors for the operation of any service establishment. Technology and financial capacity are essential elements, but the difference will be made by the enthusiasm and integration of the entire team and their ability to act in coordination in favor of business success.
From a historical perspective, during the 30s and 40s, motivation occupied a relevant place among impulse-based learning theories, and numerous investigations were carried out from Experimental Psychology. In the 1950s and 1960s, Experimental Psychology lost part of this interest, although during these decades, motivation continued to receive constant attention from Social Psychology, Clinical Psychology, and Work Psychology. Precisely the first theories and research on Organizational Behavior tried to explain why people did not act as organizations wanted and pointed out that managers tended to frustrate rather than facilitate the effort of individuals to achieve organizational goals.
Development
1. Conceptualization of motivation and its value for work
To get into the concept of "motivation", it must be said that motivation is derived from the Latin "movere" which means to move, although the use of the term and especially in the workplace, requires a broader approach.
According to the Dictionary of the Spanish Language (1992), motivation is defined as “the action and effect of motivating”. In a second sense, he defines it as "preparatory mental rehearsal of an action to encourage or be encouraged to execute it with interest and diligence."
From which it follows that the motive is what drives the person to act in a certain way caused by a stimulus, whether external or internal, to motivate is to give cause or motive for something and the motivator is what induces motivation and can be both a person as an entity, as a person, the motivator can be a manager who motivates the worker, or a worker who motivates himself, as an entity, a motivator can be any reason, need, desire or motive.
A general and now classic definition is one that conceives motivation as "intra and interindividual variability in behavior not only due to individual differences in ability or to the forcefulness of environmental demands that inhibit or force action" (Vroom, 1964), a definition that from an applied point of view I consider to be insufficient, since it does not specify what exactly is involved in “motivation”. The term has been used in so many different ways in psychology that there is no general agreement on the type of behavior that can be classified as motivated behavior.
Starting from the fact that in many works carried out the term work motivation is spoken indistinctly, it is intended to carry out a reflective analysis about some scholars on the subject, without forgetting that there are others who also made contributions but show limitations.
Table 1.1. Summary that expresses the definitions of the term motivation.
| Authors | Definitions given to the term motivation. |
| Harold koontz | "Motivation refers to the drive or effort to satisfy a desire or goal." |
| Stephen P. Robbins | "Motivation is the will to make a great effort to achieve the goals of the organization, conditioned by the
ability to make an effort to satisfy a personal need." |
| Liliam Calderon | "Motivation is the internal force that moves people to carry out a certain action or activity." |
| (S. Robbins) | “Motivation is what drives a person to act in a certain way or, at least, that creates a propensity for
a specific behavior. This impulse can be caused by a stimulus external to the individual, or it can be generated internally. |
| Munduate | "The peculiar characteristic of motivated behavior is that it is directed and oriented toward a goal." |
| Campbell and Pritchard, 1976; Munduate, 1984, 1994; Salanova, Hontangas, and Peiró, 1996. | "A psychological process related to the impulse (amplitude), direction and persistence of behavior." |
| (Naylor, Pritchard and Ilgen, 1980. | "The process of distributing personal resources in time and energy to carry out various acts, and thus
maximize the anticipated effect that results from those acts" |
| Thierry (1998) | He defines it "as the process related to the response that an individual wants to achieve or avoid, as well as the
specific actions necessary to achieve it." |
Source: self made.
The vast majority of authors agree that "Motivation refers to impulse, will, internal strength, directed effort, direction and persistence of behavior, as well as the distribution of personal resources in time and energy", so the author coincides with them, adding that these characteristics act as incentives or valued results of work that can satisfy a series of needs, values and goals, eliciting a series of emotions and attitudes related to work. From which it follows that the results obtained by employees when assuming certain behaviors at work are some of the reasons why they work, since they determine the satisfaction of certain needs, based on the influence they have on different and varied aspects of the job. work and personal areas such as:productivity, general well-being of the organization, stress, labor relations, as well as family and emotional relationships, the importance of these precepts. The conceptualization of the term motivation has not been specifically established in all senses, not by its total acceptance, but on the basis of the arguments that have been expressed, hence I consider that work motivation should be defined in the field of Commitment between the organization and the individual, for the achievement of objectives that redound to common benefit and which is based on intrinsic factors (specific to the worker) and extrinsic factors (typical of the organization towards the worker).the importance of these precepts. The conceptualization of the term motivation has not been specifically established in all senses, not by its total acceptance, but on the basis of the arguments that have been expressed, hence I consider that work motivation should be defined in the field of Commitment between the organization and the individual, for the achievement of objectives that redound to common benefit and which is based on intrinsic factors (specific to the worker) and extrinsic factors (typical of the organization towards the worker).the importance of these precepts. The conceptualization of the term motivation has not been specifically established in all senses, not by its total acceptance, but on the basis of the arguments that have been expressed, hence I consider that work motivation should be defined in the field of Commitment between the organization and the individual, for the achievement of objectives that redound to common benefit and which is based on intrinsic factors (specific to the worker) and extrinsic factors (typical of the organization towards the worker).Hence, I consider that work motivation should be defined in the field of commitment between the organization and the individual, in order to achieve objectives that redound to common benefit and that it is based on intrinsic (worker's own) and extrinsic (worker's own) factors. of the organization towards the worker).Hence, I consider that work motivation should be defined in the field of commitment between the organization and the individual, in order to achieve objectives that redound to common benefit and that it is based on intrinsic (worker's own) and extrinsic (worker's own) factors. of the organization towards the worker).
Dual theory of Frederick Herzberg
This vestige is intended to base on one of the essential theories of motivation towards work (the dual theory of Frederick Herzberg), where emphasis is placed on the factors that motivate workers in the search for the satisfaction of needs.
Motivation will always be initiated by the appearance of a need, but on the other hand it is to be noted that the process of motivation becomes more complex, a product that the reactions of individuals will always be different, resulting in that it is very difficult to establish a theory on motivation that has a universal character in all areas.
Frederick Herzberg formulated the so-called theory of the two factors, in it he states that there are factors that act on human behavior towards work, where the need to progress is manifested through occupation as a source of personal development. Herzberg's idea was to produce satisfactory conditions in the work environment and prevent those that are unsatisfactory from arising.
This theory is based on the following aspects:
Hygienic Factors or Extrinsic Factors:
They are located in the environment that surrounds people and encompasses the conditions within which they carry out their work. These hygienic factors, being managed and decided by the company, are beyond the control of the people. The main factors of this type are: salary, social benefits, supervision and / or direction of supervisors, physical and environmental conditions of work, relationships between the company and the individuals who work in it. They are boundary factors that surround the individual.
Motivating Factors or Intrinsic Factors:
These factors are under the control of the individual as it is related to those that he does and performs. Intrinsic factors involve feelings of individual growth, professional recognition, and needs for self-fulfillment and depend on the tasks that the individual performs at work.
According to Herzberg's research, the effect of motivating factors on human behavior is much more profound and stable.
2. Summary of the factors that determine work motivation as a driving force for performance
Motivation as a driving force is an important element in any field of human activity, but it is at work that it achieves the greatest preponderance; As the work activity that we carry out is the work that occupies most of our lives, we need to be motivated by it in such a way that it does not become an alienated and oppressive activity; Being motivated towards work also brings several positive psychological consequences, such as self-realization, feeling competent and useful, and maintaining our self-esteem.
The satisfaction of the workers is an end in itself, it has an intrinsic value that concerns both the worker and the company; It is not convenient to adopt utilitarian positions that consider job satisfaction only as one of the necessary factors to achieve a higher production, which would be a benefit whose fruits would go mainly to the company.
The complex factors that move an individual to work cannot be reduced to a purely economic motivation. A statement of this type is wrong since people work despite having their financial needs completely satisfied. The motivations that lead men to work include social rewards such as social interaction, respect, approval, status, and a sense of usefulness. If the motivation were simply economic, raising wages would suffice to motivate employees to increase their productivity, but experience does not show that this is the case. Work provides a way to meet many needs and to feel a sense of importance in front of your own eyes as well as in front of others.
With respect to the factors that determine work motivation, we can distinguish the factors of work and those that are alien to it:
- Factors of the work itself: The activities and feelings that workers develop in and towards their work are part in determining motivation. The worker is not an isolated machine that produces results that depend only on his state of physical health and the conditions that surround him, since he is a human being who participates within a group and changes in working conditions do not solve anything if the relations between the company and the workers are unsatisfactory. Factors unrelated to the work situation: There is no doubt that household factors and other worker activities have important effects on their motivation. These types of factors such as mood, conflicts, etc.; are very important and should be considered when motivating the worker,since any effort made by the organization to increase the motivation of the worker may not be more effective if he has problems external to the work situation, whether of a family nature or with his social relationships.
Typically, five specific outcomes are associated with any job role:
1-Salary: money fulfills the role of being an instrument to obtain desired results. Money in itself or by itself is not important, since it acquires importance as a means for the satisfaction of needs.
2-Consumption of physical and mental energy: This consumption of energy fills the employee's time and inhibits the appearance of leisure and boredom. The time consumption value depends on two conditions:
- The value set for energy consumption depends on the state of deprivation of the individual. The first experiences of socialization can lead to the assessment of energy consumption.
3-Production of goods and services: this productive function can constitute a fundamental reason to work. As are all the people who are working to produce a valued merchandise.
4-Social interaction: Work is social. The importance of social motives for work appears to vary depending on the strength of the employee's relative needs, the correspondence between the employee's personality and the personalities of co-workers, and the interactions allowed and required by the job.
5-Social status: Several factors help determine the status of a job. The determinants of work status are:
- The skills or knowledge required to perform the job Category or hierarchical position within the organization Salaries Seniority Status of associates
Social status probably plays a role in facilitating the satisfaction of relationship and growth needs.
Conclusions
At the end of this work, the following conclusion is reached:
1- He showed that the conceptualization of the term motivation has not been specifically established in all senses, not because of its total acceptance, but on the basis of the arguments expressed by different authors, which shows that the term has been used in various ways, there is no general agreement on the type of conduct that can be classified as motivated conduct.
recommendations
- Disseminate the results of the research, to achieve the development of adequate motivation towards work, based on a systematic policy of preparation, attention and stimulation of staff that allow an impact on internal and external customer satisfaction. in the identification of ways to motivate workers with human development actions, which allow to promote their participation in the analysis and solution of the problems and difficulties faced by the workforce and thus meet the objectives of the organization.
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