Management and staff development strategies are the most important factor that helps to achieve business objectives. Within this field there are complex processes that intervene, such as: training, remuneration, working conditions, motivation, organizational climate, leadership, etc.
The human factor constitutes a vital element for the development of the production or service processes of any organization. Studies conducted on human behavior have shown that when an employee feels satisfied and motivated, they achieve superior performance in the performance of their work.
The need to improve satisfaction is evident as a precondition for any other measure of the company to improve its management, since it is known that dissatisfaction leads to strong negative attitudes towards the company, towards its decisions and towards what it means. As long as there is dissatisfaction in the workers, they will see negatively all the measures taken by the company, and they will hardly support them, which, in turn, will make the success and effectiveness of such measures highly unlikely.
For a comprehensive evaluation of job satisfaction it is vital to investigate the causes that provoke dissatisfaction, that is, to know which are the essential variables or dimensions that are critical or affected, since (ultimately) improvement actions will have to be directed towards them.
Behavior within organizations is changing. Managers need to know new elements that make up and influence the way entities act and live if they really want to lead or lead their group or team towards the achievement of strategic objectives.
If you do not know the people you will not be able to align them, if you do not know the factors that can affect people in their performance, little can be done in that regard. The more knowledge or elements are at hand, the better the human social behavior can be explained and the better decisions can be made for the best performance of organizations.
“In the management process, a topic of great interest is motivation. The direction of the process requires the need to influence the researchers in such a way that they feel committed in a voluntary and enthusiastic way to the achievement of the proposed objectives, the leader or leader must be able to achieve the motivation and commitment of the researchers through communication, styles and leadership approach "
Motivation as one of the aspects of the behavioral sciences, is constituted by all the factors capable of provoking, maintaining and directing human behavior towards a goal. “Motivation is another outstanding aspect within organizational behavior and can be defined as the will to exert high levels of efforts towards the achievement of organizational objectives conditioned by the ability of the effort to satisfy some personal need.
For the study of motivation, various theories (of need, goal setting, reinforcement, equity, expectation, and others) are used.
“A worker who is motivated for some reason, is in a state of tension, which is caused by his unmet needs and, to release this tension, he makes an effort to seek and achieve the goals and, once achieved, satisfies his need and reduces stress. In the presence of a new unsatisfied need, the same process occurs. "
Motivated people strive to achieve their goals and are unlikely to encounter negative results that alter this state, it is said that motivated people are in constant tension and release this feeling through effort. Individual needs must also be compatible with those of the company so that they can combine and obtain the best mutual benefit.
Among the specific factors of motivation towards work, from the point of view of the organization are:
1 The attraction to the task that the person performs. This involves not only the nature of the task itself, but also the working conditions that directly affect the task, for example the availability of the relevant instruments, the physical conditions; etc. This includes aspects related to the task, but that go beyond the organization, such as relationships in the respective professional environment.
2 The organizational conditions surrounding the task. It is grouped into three fundamental fields: the basic style of leadership that mainly the direct superior and to a lesser extent other members of the organization, specifically exert on the person in question, the atmosphere or prevailing climate in the organization of personnel and policies and others aspects of personnel administration.
The basic style of leadership concerns a series of needs that people have around the exercise of the task that they develop within the organization. They need an adequate orientation regarding values, vision, objectives, strategies, policies; etc. They want feedback about the task performed and they want the appropriate reward, call it remuneration, promotion, recognition; etc.
There is a questioning of the money incentive systems, as well as the key elements when looking for the maximum motivation of human talent in a company. Some believe in money only, others emphasize organizational culture and values. Using money as the only motivation then leads to moral questioning. In addition to monetary compensation schemes, a good work environment, training, quality of life are required; etc. Incentive plans exceed the value of money, instruments as simple as birthday reminders, recognizing peers towards bosses and subordinates, recognizing years of service, take on greater importance.
Motivation is said to be the main expression of the work environment, although many times it is also its cause. The behavior of a worker is not a result of existing organizational factors, but depends on the perception that the worker has of the activities, interactions and other series of experiences with the company. Hence, the organizational climate reflects the interaction between personal and organizational characteristics.
The organizational climate is conditioned, among other things, by the general satisfaction expressed by the staff with respect to working in the organization, which is why we can recognize the close relationship between general satisfaction and level of motivation. An acceptable level of motivation facilitates interpersonal relationships, communication, trust, and team spirit. Although it does not eliminate conflicts, it creates conditions that favor their resolution.
Emotional exhaustion generates a lack of energy, fatigue that even leads to avoiding interaction with others. Performance decreases, an impersonal relationship with work begins, there is less concentration and, above all, lack of optimism.
The human environment that is breathed in a company, the work environment, is one of the main factors that determine productivity. The climate influences motivation, absenteeism and job satisfaction, creating expectations in workers regarding the rewards and frustrations they will receive and feel.
Whether it is a large department or a small work team, the climate will also depend on the person who directs it. Managers who favor participatory management systems increase satisfaction levels and easily maintain a leadership position. On the other hand, managers must avoid threats to satisfaction in the work they do, such as overload, stress and personal dissatisfaction in interpersonal relationships.
Individual or group behavior results in the work climate and organizational behavior. The challenges faced by In organizations are summarized in the achievement of effectiveness, efficiency and optimization of the processes. This requires managers who are capable of attracting and motivating the most suitable personnel, rewarding them, educating them and satisfying them, since the satisfied worker must have better individual and organizational performance.
