This is a methodological test, to verify the degree of job identification that both the appointed personnel and the personnel hired by the Regional Government have.
The nature of the information provided casts a shocking reality when this exhaustive investigation was carried out.
JUSTIFICATION:
Being the concern of every organization to obtain an upward productivity day after day, it is foreseeable to know how to obtain a remarkable performance. For this, carrying out a strategic planning would not be a bad idea, since thus, it could be considered pertinently what are the threats, opportunities, strengths and weaknesses of the Institution.
A central point, in every institution, is the available human resource that it has. A spontaneous variable, whose response depends on the treatment of the Institution; The level of bonding and relationship plays a preponderant role, ensuring that the operator feels part of the system and, what better way to show the importance of this for the integral development of the Institution.
THEORETICAL FRAMEWORK:
One of the characteristics of this new economic era is that competitive advantages no longer reside mainly in access to low-cost natural resources, or in low wages, or in the application of techniques and procedures derived only from technology and the economy. For this reason, we hear with increasing frequency in business activity terms such as "Brainpower", "Human Capital", "Humanware" and "Emotional Intelligence" and we see, for example, that companies are increasingly concerned with training so that people can work as a team. These are expressions of the recognition that productive work, in the sense of having greater value for society, including the company and its members, comes essentially from the knowledge and motivation of everyone in the company,working together under the guidance of shared purposes and values.
They are also expressions of recognition of the synergistic role (acting together) that emotions and reason can play. Put another way, we are seeing a growing interest in better understanding the totality of who we are, beyond the intellectual and our interest in material rewards. We are beginning to explore in more depth the psychological, which is perhaps the least known but which also promises to be a rich source of new options to improve the design of our companies and our management systems.
In the past, in a less changing and less complex world, for companies to be competent it was generally enough to take care of the health and safety of people, since their function was above all to follow the instructions emanating from senior management. In other words, the essence of the managerial function was to get ideas out of the minds of managers and into the hands of workers. Today, we have realized that this is insufficient and that, to be competent, companies must recognize more carefully that people also have emotions and purposes of their own.
So, if it is agreed that currently the main advantages are based on knowledge, creativity, growing capacity to learn, and innovation, it becomes imperative to better understand human nature, then to adapt management practices to facilitate and encourage, with a developmental ethic, a field in which people have the opportunity to feel pride and joy at work. We have been moving from the physical, labor, to include the intellectual and, finally, to consider the importance of emotions and feelings.
One of the critical questions is: Are we, as traditional management implicitly maintains, fundamentally selfish and is therefore our behavior determined by material rewards? If our answer is no, perhaps then it will be better to ask ourselves, again, are emotional predispositions the driving force behind ethical behavior and does ethical behavior, when sincere, confer material advantages on us? Deming expressed in the following way the importance of this type of questioning and its responses (6): “Psychology helps us understand people, the interaction between people and circumstances, the interaction between client and provider, the interaction between teacher and student, the interaction between a manager and his people and any management system. People are different from each other.A people manager must be aware of these differences and use them to optimize everyone's abilities and inclinations ”.
We are all different from others in many ways. For example, we are intrinsically and extrinsically motivated to different degrees, we seek different types of recognition with different emphasis and, even in things as seemingly simple as work schedules, we all have different needs in terms of flexibility or how long we want dedicate him to continue learning different things. At the same time, we all believe that we have the right to feel pride in our work and that it is a source of joy and meaning in our lives. It is, therefore, about the permanent search for knowledge of ourselves and, as we all know, this is the most complex thing there is and that is why we do not have all the answers. However, with all the inherent complexity of psychology,Currently this is an issue that has profound implications for business development and, therefore, it is of great importance that managers take it into consideration. In doing so, such uncomplicated but often forgotten things become important, such as, for example, listening carefully to people, to better understand what is important to each individual, what moves them.
Margaret Wheatley comments (15) that: “In motivational theory, our attention is shifting, from the incitement of extrinsic rewards to the intrinsic motivators that emanate from work itself. We are refocusing on the deep longings we have in our organizational lives for community, meaning, dignity, and love.
We are beginning to look at the strong emotions that are parts of human beings, rather than segmenting ourselves (love is for home as discipline for work) or believing that we can confine workers to narrow roles, as if they were gears. in production machinery. As we move away from mechanistic models of work, we begin to regress and see ourselves in new ways, appreciating that we are whole, and designing organizations that honor and make use of the totality of who we are. "
In this rediscovery of our nature and of our potentiality, we find some emotions and attitudes whose greater understanding is of central importance for the improvement of quality: motivation, cooperation, competition, fear, trust, and pride. and joy in work and learning.
INTRINSIC MOTIVATION AND EXTRINSIC MOTIVATION.
As we have mentioned before, the prevailing style of management is strongly supported by the doctrine of behaviorism, in the language of the "carrot and stick". Hence the “employee of the month” practices, financial bonuses and incentives based on the results of individual performance evaluations, and posters with exhortations for employees. Now, the point here is not whether this works or not, but rather what is achieved? Many scholars of this important topic conclude that behaviorist schemes do work, and very effectively, but what they achieve is obedience. So if what we want is to obtain the obedience of the people, we already have the answer. However, improving quality requires commitment and a desire to do things, and to do them well.If this is what we want, behaviorist schemes not only do not work, they are a formidable obstacle. Let's see why, taking financial incentives as an example. According to Kohn's research (62), "the use of financial incentives to manipulate a person's behavior can be objectionable and ultimately ineffective, precisely because it reduces the psychology of human motivation to a branch of economics." Kohn (62,63) considers some reasons why incentive programs do not work:"The use of financial incentives to manipulate a person's behavior can be objectionable and ultimately ineffective, precisely because it reduces the psychology of human motivation to a branch of economics." Kohn (62,63) considers some reasons why incentive programs do not work:"The use of financial incentives to manipulate a person's behavior can be objectionable and ultimately ineffective, precisely because it reduces the psychology of human motivation to a branch of economics." Kohn (62,63) considers some reasons why incentive programs do not work:
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- "Payment is not a motivator." Kohn says that Deming's statement may seem surprising, even absurd, but he argues that there is no firm basis for assuming that, for example, doubling wages encourages people to do a better job.
- Rewards punish. Rewards feel punitive because, like punishments, they are an effort to manipulate people's behavior.
- Rewards break relationships. Incentive programs, and the performance review systems that accompany them, reduce people's ability to cooperate, promote competition, and this is the best way to destroy teamwork.
- Rewards ignore reasons. To solve problems at work, we must know what caused them. Rewards are a pseudo solution, as they are not focused on causes. No effort is required to offer a bonus to employees and hope that the results will give themselves. In general, incentive systems are often used as a substitute, rather than giving people what they need to do a good job. Rewards discourage risk taking. People tend to do just what it takes to get a better evaluation, rather than what it really takes to do a good job. On the other hand, she does not challenge herself, but chooses the easiest path, as this maximizes the probability of obtaining the reward and obtaining it as soon as possible.
- Rewards undermine interest. Extrinsic motivators are not only less effective than intrinsic motivators, but they reduce intrinsic motivation. Consequently, there is less and less enthusiasm and commitment.
It is important, in reflecting on Kohn's arguments, to note that behind them is an important implicit assumption: people are already receiving living wages. If this is not the case, most people will do almost anything for money and talking to you about intrinsic motivation could prove not only ineffective but counterproductive. In other words, living wages are an indispensable prerequisite to begin building a culture of quality in the institution.
On the other hand, it is not enough to argue why something does not work. If the intention is to contribute to better management practices, it is essential that something more effective is proposed to replace it. In this sense, Kohn (64) recommends the following three steps to provide people at work with an environment conducive to motivation:
Step 1. INVALIDATE INCENTIVES.
Pay your people generously and fairly. Do your best to make sure they don't feel exploited. Then do everything in your power to help them get the money off their minds… In other words, it's about decoupling the task from compensation.
Step 2. RE-EVALUATE THE EVALUATION.
The use of performance appraisals is based on three dubious assumptions: First: that someone's achievement in their current job reliably predicts how successful they will be in another position; Second: that what someone has accomplished is a more important consideration in deciding whether and in what way they are going to change their responsibilities than the type of work they prefer and find intrinsically motivating; and Third: that, to the extent that performance matters, the best judge to evaluate is a superior and not oneself or colleagues. If our primary concern with evaluations is truly helping employees do a better job, then the evaluation should have some characteristics such as:
- A two-way conversation and not a series of lawsuits An ongoing process rather than an annual event Do not involve any kind of competition or qualification with respect to others Most importantly, do not have to do with decisions about compensation.
Step 3. CREATE THE CONDITIONS FOR A REAL MOTIVATION.
Collaboration. People can work better together, due to the exchange of talents and resources that come from cooperation. She will be more excited about having a Feeling of belonging and seeing herself as part of a community.
Content. As Herzberg (65) pointed out: "If you want motivated people to do a good job, give them a good job to do." A good job offers an opportunity to do a meaningful task. Most people who have the opportunity to work on something that they consider important will be deeply committed. It is about the content, and not merely the context of the work.
Options. We can become more enthusiastic about our work when we have the freedom to make decisions about how to perform our tasks. The opposite, the restriction of the sense of self-determination, is more remarkable the lower our hierarchy is. Those who do the least interesting work and receive the least compensation should, at the very least, be able to make decisions about how to do their assignments. Instead, they are the most strictly controlled.
Furthermore, it is common to observe that this also happens at higher hierarchical levels. For example, those managers who tend to behave in a more authoritarian way with their subordinates are frequently treated in the same way by their own bosses.
The vast majority of individual performance evaluations are actually random figures and, far from evaluating the individual, what they really evaluate is in any case the system; that is, to the design of the company. It is too much to ask that people feel motivated when they are tagged by something that is out of their reach. On the other hand, in the same line of systemic and statistical thinking, highly motivated people can rarely act independently, even if they wanted to, because they are interrelated with everyone else within the context of the company.
PRIDE AND JOY FOR WORK
In an environment where fear and mistrust prevail, it is normal for most people to try to get as much personal gain as possible. The alternative is to build an atmosphere of trust. In an environment of trust, most people are likely to control themselves and use only what they really need. Building an environment of trust is a structural change in company culture; It is arduous and difficult, but precisely for that reason it exemplifies what improving quality really means and the importance of not expecting spectacular or quick results. We are talking about the need for change but, as we all know, changes also create fear in most people. An effective way to minimize this fear is to observe Deming's Point 14:"Put everyone in the company to work to achieve transformation." If our intention is that there really is lasting change in the institution, it is necessary that all the employees be and feel part of it. It is therefore important to involve people, and to do it from the beginning, listening to them and giving them the opportunity to participate in the design of the changes. An atmosphere of trust is something that allows us all to work better; When we feel that they trust us, we expect fair and kind treatment and we behave in the same way towards others. Trust is reciprocal by nature: it is received when it is given, it is a kind of two-way communication. As we have all experienced, placing our trust in others involves taking risks,but this is a lesser difficulty than the cost of fear and mistrust.
In short, companies are organizations formed by people, to serve other people. So to improve your performance, it is important to know more about the psychology of motivation, the effects of fear, and what managers can do to create an environment in which people can cooperate, learn, and take pride. and joy for their work. Emotions are as important as our brainpower for work. A company where people want to learn and do a good job is much more competent than one where people feel they have to do the job. Reward systems based on individual performance evaluation are effective in achieving compliance, but not commitment.
HUMAN RELATIONS AT WORK
The motivation
Motivation is described as "an internal state that excites, directs, and sustains behavior." In other words, motivation is an internal feeling that determines whether to continue or stop an activity.
In general, motivation refers to internal states that energize and direct behavior toward specific goals.
There are two types of motivation. The first is called intrinsic motivation. This motivation comes from within yourself. The activities that individuals do are their own reward. People are motivated because they sincerely love the activity they are doing.
The second type of motivation is called extrinsic. For those who are extrinsically motivated, their rewards are external factors. These people do their job to earn a reward or avoid punishment. Most people are extrinsically motivated. Our society (in different spheres of activity) puts a lot of emphasis and pressure on obtaining rewards and efficient performance. That makes it very difficult to be intrinsically motivated.
What motivates people to work?
One possible answer is financial retribution. People work because they need to feed themselves, clothe themselves, sustain their home and look after the good of their family. In other years, the strategy of companies to get people to work hard was to offer them greater financial compensation. But today organizations offer fewer opportunities for raises and promotions. And workers, on the other hand, respond to different motivational tools. We can say, then, that payment is no longer the only motivation for people to work.
What do workers value?
It has been shown that what workers value most are the "intangibles", that is, being appreciated for the work done, keeping them informed about things that affect the whole, having a pleasant boss who has time to listen to them, etc. None of these intangibles are very expensive, but they do take time and dedication on the part of supervisors.
We can also say that:
- All workers need to feel important, needy, achieve something with meaning, excel.The most important motivators are: achieving results, being valued and feeling important, being included and accepted or admired by the group, competing and being the leader from other groups, gaining influence and status, earning more money, accessing opportunities to do things you want, etc. The key is to find what motivates people.
Creating the right atmosphere.
Leaders who want their employees to work hard should:
- Involve workers in defining problems, solving them and making decisions. Social psychology studies reveal that involving staff in a collaborative process increases their level of commitment and provides opportunities for learning and improving their skills. Discover new and better ways that encourage your employees to do things (for example, offer them the possibility of training in different areas: customer service, different areas of IT, etc.). Many other ideas can arise from the imagination of the employer or supervisor. It is necessary to probe subordinates and discover their goals. Establish conditions in which collaborations occur easily and naturally.Camaraderie and teamwork create a sense of community for the individuals involved and can make it easier for them to feel like collaborators. Responding to each individual need. Show interest. Demonstrate an alignment between personal and organizational goals. It is important to explain how workers can obtain individual benefits while benefiting the organization Create an environment of great trust and respect. The first step to do this is to follow the Golden Rule: treat your employees as you wish to be treated.It is important to explain how workers can obtain individual benefits while benefiting the organization Create an environment of great trust and respect. The first step to do this is to follow the Golden Rule: treat your employees as you wish to be treated.It is important to explain how workers can obtain individual benefits while benefiting the organization Create an environment of great trust and respect. The first step to do this is to follow the Golden Rule: treat your employees as you wish to be treated.
Creativity depends on you.
Managers or bosses must be creative when rewarding their workers. Take time to find what specifically motivates and encourages each of your employees, and then imagine what you can do to make those things happen.
Whenever any of your employees go the extra mile on a project or on achieving some agreed-upon goal, properly acknowledge the achievement in a unique and memorable way. For example, you can write a letter to the employee's family telling them about the employee's recent achievement and what it means to you and to the company. You can organize a lunch between the employee and the CEO of the company, or perhaps the president of the company can call the employee personally and thank her for a job well done. It is also possible to find out what the employee's hobby is and buy a small gift related to it. Or you could organize a lunch or dinner for a small group of high-performing employees. These ideas are limited only by imagination,time and creativity. It is important to generate a positive story so that the employee can tell it to others several times. Friends, family, and co-workers should learn of the individual employee's achievement and what the company did to celebrate it. In this way the employee will be able to relive the recognition many times.
Another good idea is to create recognition mechanisms in the company's operations. For example, awarding prizes: "Award for Quality", "Day of Excellence", etc., motivating staff to meet in teams in order to achieve improvements in their processes. And to capture them at every level in the company, the results can be published in internal newsletters, which can also include letters of praise from clients regarding specific employees, or how they were treated when they needed their services. All this with the idea that the staff share enriching activities, have fun, get to know each other and develop a great sense of teamwork.
Rewarding staff for exceptional work is essential to keeping them motivated and doing their best. It is important to make these rewards generate pride, excitement and fun.
Final Guidelines for the Supervisor
- Recognize that each person is unique, with their weaknesses and strengths Reward employees for good performance, and do not do it for poor performance Develop an open communication system and maintain a line of information in both directions Take care of your employees and guide them Develop teamwork based on trust and respect A physical work environment is important Find the right person for the job Create challenging jobs where the employee has opportunities to advance, grow, gain recognition and reward. Seek to motivate your employees in the same way that you would like your superiors to motivate you. Be sensitive when reacting to unmet needs.
The main role in this whole process is played by the employer. He is the leader, the one who takes the baton of the orchestra. Depending on how you lead your group, it will respond to you. The task is not easy, but it is very challenging. Get organized and you will.
METHODS OF MOTIVATION
Some of the motivational methods that can be counted on are:
- Use money as a reward and an incentive
Money, in the form of payment or some other kind of remuneration, is the most obvious extrinsic reward. Money is the "carrot" that the vast majority of people want.
To use money effectively as a motivator requires:
- Have competitive salary levels to attract and retain people Keep in mind that the salary level must reflect the value that the worker has for the company, work that must be paid fairly and equitably Relate payment to performance or results always possible, thus offering a direct incentive.
- Make requirements explicit
Motivation is not just a matter of offering rewards and incentives. People have to know what they are expected to do and what will happen to them if they do not do it. You need to be clear about your role, the objectives to be achieved, and the required standards of performance and conduct.
- Develop a sense of commitment
Everything you can do should be done to increase people's commitment and identification with your organization. Your purpose should be to integrate as far as possible the needs of the organization with those of the individual, so that the individual feels that if the organization prospers with his help, he will also prosper.
- Motivate through work itself
Given a fair and competitive salary structure that, as far as possible, offers effective financial incentives, it is possible to raise the level of identification and ensure lasting motivation by developing an intrinsic remuneration system. Intrinsic payoffs occur in job content and provide satisfaction by allowing people to experience a sense of accomplishment, express and use their capabilities, and exercise their own decision-making power.
- Give back and recognize achievement
A salary system can be set up in such a way as to adequately reward achievement; however, it is also necessary to reward people by giving them greater responsibility (intrinsic rewards) and opportunities for promotion and better status (extrinsic rewards).
Praise for a job well done is an important motivator, but as long as it has been earned, it loses value if done liberally.
- Exercise leadership
Leadership plays a key role in motivation. It raises the level of commitment and identification and also gives a sense of direction. You can clarify roles and goals, develop a sense of purpose, and foster team spirit.
A leader should be the person who tells us where to go; but above all, it must give us confidence that the place to which it leads us is correct.
Paradoxically, the only stable thing in the world is change. We have an environment that changes at an accelerating rate, and individuals must change at that rate.
For there to be leadership within organizations, trust at all levels must be achieved and trust depends on the integrity of each of the people who form it.
- Create teamwork
A cohesive team will draw all its members with it. Enthusiasm is contagious, so if someone can generate enthusiasm for their team's task, they have a much better chance of getting everything on track. However, keep in mind that the team can act against you.
- Train and train people
Systematic training programs and trainings constitute a motivation by giving people the opportunity to improve their capacities and reach positions of greater responsibility.
- Eliminate negative factors
There are also negative agents of dissatisfaction, which Herzberg refers to (hygiene factors) which should be minimized as much as possible. One of them is a salary structure that is not equitable; others are poor working conditions, inadequate supervision, and unjustified restrictive or bureaucratic practices.
All methods of motivation can and should be used. However, the mix will depend on the interested individual and the requirements of the organization. Although some human relations experts deplore punishment and incentive techniques, they work and, applied with discernment, need to be part of the motivational program.
- HYPOTHESIS:
Through the establishment of adequate policies, as well as the elimination of tensions and a correct development of creativity, oriented exclusively to the motivation of the workers of the HUANUCO REGIONAL GOVERNMENT, favorable changes in labor production will be achieved, therefore it will be achieved an efficient use of the resources available and achieve an efficient service of attention to the general public.
- VARIABLES:
Independent variable.
Increased Motivation.
Dependent variable.
Eliminate Emotional Tension and Development of Creative Tension of the HUANUCO REGIONAL GOVERNMENT Personnel.
Intervening variable.
Regional Government Budget.
- INDICATORS: A survey was carried out, the results of which will be observed in section IX, corresponding to ANNEXES.
SOCIAL RELEVANCE:
I believe that this present will benefit the Senior Management of the HUÁNUCO REGIONAL GOVERNMENT, since they will be able to know the attitudes of their employees towards the assigned work; considering as Senior Management the people who are in the first positions of this Institution.
Carrying out a causal analysis, that is, of CAUSE - EFFECT, we will see that if we obtain that the operators of this great institution identify with it, they will be able to carry out their work in a different way, they will be aware that by working hard they will be able to carry out themselves as people and carry out this organization. As this occurs, the level of productivity of the institution will be progressively high, attending to inquiries, complaints and requests from the general public.
Likewise, the beneficiaries will also be the operators of the HUANUCO REGIONAL GOVERNMENT, since they will have a new deal, they will be heard in a timely manner, the Presidency will have their suggestions periodically, making the worker feel a necessary part of the Institution.
CONCLUSIONS
- First, it is common for business motivation to be held accountable for the need to find ways to increase worker performance with respect to negative trends in economic and social development. However, the problem lies in the application of inappropriate policies in the context of the company or organization without motivating its workers and the lack of trained professionals to face such challenges in the work environment. For this, motivation should be included as an influence in the organization and improve its course of ideas to be able to compete in this modernized world.
- It is of utmost importance to mention that only those countries that associated motivation in organizational work, with the global order from their own integration and internal motivational development, managed to reach high levels of development. This is as true today as it was in the past.
- We consider that work motivation will be of relevant importance in this world of competitiveness and productive effort.
- Improving performance seems an unquestionable requirement nowadays and, for each of us, it depends on our professional profile and our satisfaction and motivation. The managers-leaders of the 21st century play an important role in these variables, but workers are assuming greater prominence every day and can find elements that nurture their intrinsic motivation. Motivation is necessary to achieve high performance and this, even without resorting to the sports analogy, we check daily.
BIBLIOGRAPHY:
BOOKS:
- ARMSTRONG, HUMAN RESOURCES MANAGEMENT
INTERNET:
- http://www.liderazgoymercadeo.com
ARTICLES READ:
- We must transform taking advantage of adverse circumstancesDilemma and ConflictBusiness Management and CreativityEmotional IntelligenceIntangible Assets and Emotional IntelligenceManagementValues-Based ManagementSelf-esteemMotivationLeadership and CommitmentTop managementTotal quality
