Theories of work motivation

Introduction

In this Monograph we will try to explain in an orderly manner the study carried out on the topic "MOTIVATION" chosen by common agreement of the members of this team. To carry out the work, we propose to analyze the concepts of Motivation and its influence on the work environment within the organization.

Our objectives to be able to carry it out are:

Describe and analyze the influence of motivation in companies and organizations as a key to success to improve the work environment. Develop and analyze theories. Specify what are the benefits of your influence. And finally, describe how this work motivation affects companies.

Development

Stoner notes that managers and administration researchers were faced with the concept of motivation.

Now, one has a general idea of what this concept encompasses, but it is good to emphasize what various authors think about it.

“Motivation is what makes an individual act and behave in a certain way. It is a combination of intellectual, physiological and psychological processes that decides, in a given situation, with what vigor to act and in which direction to channel the energy. " (one)

"The factors that cause, channel and sustain human behavior in a particular and committed sense." (2)

“Motivation is a generic term that is applied to a wide series of impulses, wants, needs, desires, and similar forces.

To say that managers motivate their subordinates, that is, that they do things with which they hope to satisfy those impulses and desires and induce subordinates to act in a certain way. ”(3)

Apparently they agree that motivation is a process or a combination of processes, as Solanas says, which consists in influencing people's behavior in some way.

On the basis of certain data, which at the end of the monograph will refer to the source thereof, it can be said that motivation is the cause of an organism's behavior, or the reason why an organism carries out an activity determined.

In humans, motivation encompasses both conscious and unconscious drives. The theories of motivation, in psychology, establish a primary motivation level, which refers to the satisfaction of elementary needs, such as breathing, eating or drinking, and a secondary level referring to social needs, such as achievement or affect. The first level is supposed to be satisfied before considering the secondary ones.

The American psychologist Abraham Maslow designed a motivational hierarchy in six levels that, according to him, explained the determination of human behavior; but we will refer to this later.

Regarding the first motivational ideas that appeared in different historical contexts, the following are worth highlighting:

In the traditional model, which is linked to the School of Scientific Administration, it was said that the way to motivate workers was through a system of salary incentives; in other words, the more workers produced, the more they earned.

For this school, motivation was based solely on economic interest (homo economicus; understanding by this concept the rational man motivated solely by obtaining greater benefits).

In our opinion, human motivation is much more complex since it encompasses both the economic and the intellectual, spiritual, etc.

In the model exposed by the school of Human Relations, the existence of economic man is rejected, for them the determining key of productivity is "the social situation"; which would include the degree of satisfaction in the internal relations of the group, the degree of satisfaction in the relations with the supervisor, the degree of participation in decisions, and the degree of information about the work and its purposes.

We agree with what Dr. Rumbo's text cites that Mayo never analyzed the role played by the unions. We also think that both the classical schools and the school of Human Relations simplify motivation in a single factor, either for money or human relations.

Mc Gregor is linked to the human resources model in which he identified two sets of assumptions about employees. On the one hand we have the so-called Theory X, which maintains that people prefer to avoid work, whenever possible, preferring to be directed and not have responsibilities, giving secondary importance to work; and on the other to a second series called Theory Y, this being more optimistic, since it considers that people want to work for themselves and can derive satisfaction from their work; having the capacity to accept responsibilities and apply their imagination, ingenuity and creativity to the problems of the organization.

By taking a contemporary perspective on motivation, we find that Landy and Becker have classified various modern approaches to this theory, thus creating five categories, which are:

1) Theory of Needs

It focuses on what people require to lead fulfilling lives, particularly in relation to their work.

The following diagram illustrates the motivational theory of needs:

There are various theories of needs, which will be cited in the order we deem appropriate to make comparisons and attach opinions on them.

1.1 Maslow's Hierarchy of Needs

This is the theory of motivation by which people are motivated to satisfy different types of needs classified with a certain hierarchical order.

1.2 Theory of the two factors of motivation

This is the theory developed by Frederick Herzberg in the late 1950s, in which both job satisfaction and dissatisfaction are said to derive from two different sets of factors. On the one hand we have the hygienic or dissatisfaction factors, and on the other we have the motivating or satisfying factors.

Below we make a table with respect to the above, by way of comparison with the pyramid that Maslow described.

As for Herzberg's classification indicating the hygienic factors as unsatisfactory, we do not completely agree; Because we consider that both salary and security achieve the satisfaction of physiological needs (necessary means to obtain a decent living condition), which, as Maslow pointed out, would be essential needs to be able to acquire a higher hierarchical level.

1.3 ERG theory

This is the theory put forward by Clayton Alderfer. He agreed with Maslow that the motivation of workers could be classified in a hierarchy of needs.

Importantly, ERG theory differs from Maslow's on two points:

In a first point, Alderfer points out that needs have three categories:

Existential (those mentioned by Maslow) Relationship (interpersonal relationships) Growth (personal creativity)

Second, he mentions that when higher needs are frustrated, lower needs will return, even though they were already satisfied.

Regarding this, he did not agree with Maslow, since he believed that by satisfying the need he lost his potential to motivate behavior. He also considered that people constantly ascended through the hierarchy of needs, while for Alderfer people rose and fell through the pyramid of needs, from time to time and from circumstance to circumstance.

1.4 Theory of the three needs: John W. Atkínson proposes in his theory that motivated people have three impulses:

The need for Achievement The need for Power The need for Affiliation

The balance of these impulses varies from person to person. According to research by David C. Mc Clelland, the need to achieve has a certain relationship with the degree of motivation that people have to carry out their work tasks.

The need for application is one in which people seek a close association with others.

The need for power refers to the degree of control that the person wants to have over their situation. This is somewhat related to the way people handle both success and failure.

People who fear failure can sometimes be found, and together with the erosion of particular power, it can be an extremely important motivator.

Instead, for other people, fear of success can be a motivating factor.

As an example, we can cite the case of certain celebrities (musicians, actresses or athletes) who, when they have reached a certain degree of fame and fortune, complain about the intrusion in their life, which in some way diminishes their sense of power or control.

Based on what we read we can say that each of the previous theories show the satisfaction of some of the most important needs that people have managed to achieve over time.

They also highlight that people decide what their degree of satisfaction is, consciously comparing their needs and circumstances.

It also reflects the remarkable variation from one person to another, and within the same person, over time.

As an example referring to the present, we believe it is important to highlight the Walt-Mart managers who apply the different theories of needs.

2) Theory of Equity

The central factor for motivation at work is the individual's evaluation of the fairness and justice of the reward received. The term equity is defined as the portion that saves the individual's labor inputs and labor rewards. According to this theory, people are motivated when they experience satisfaction with what they receive according to the effort made. People judge the fairness of their rewards by comparing them to the rewards others receive.

3) Expectation theory

It is carried out by the psychologist BF Skinner. In this it is explained that the past acts of an individual produce variations in future acts through a cyclical process that can be expressed as follows:

By way of synthesis, the following can be cited with respect to this theory:

"Approach to motivation that is based on the law of effect, that is, the idea that behavior that has positive consequences is usually repeated, while behavior that has negative consequences tends not to be repeated." (4)

5) Goal Theory:

This is the theory put forward by the psychologist Edwin Locke, in which it is established that people set goals for themselves in order to achieve them. To achieve the motivation of workers, they must have the necessary skills to reach their goals.

Christopher Early and Christine Shalley describe four phases of goal setting:

Establish a standard to be achieved Assess whether the standard can be achieved Assess whether the standard conforms to personal goals

The norm is accepted, thus establishing the goal, and the behavior is directed toward the goal.

MOTIVATIONAL CYCLE:

Regarding motivation, we could say that it has several stages, which are part of the following cycle:

The cycle above illustrates a complete circle, in which a balance is achieved if people get satisfaction. Job satisfaction reflects the degree of satisfaction of needs that is derived from or experienced in work.

In the event that the satisfaction of the need is impossible, the motivational cycle would be illustrated as follows:

This causes frustration for the person. Now we could mention what we mean by this concept. Frustration is that which occurs when the person moves towards a goal and encounters an obstacle. Frustration can lead to both positive and constructive activities or forms of non-constructive behavior, including aggression, withdrawal, and resignation.

It can also happen that frustration increases the energy that is directed towards solving the problem, or it can happen that this is the origin of many technological, scientific and cultural advances in history.

This frustration leads the individual to certain reactions:

Behavioral disorganization Aggression Emotional reactions Alignment and apathy.

DIFFERENCE BETWEEN MOTIVATION AND SATISFACTION:

Motivation can be defined as the drive and effort to satisfy a desire or goal. Instead, satisfaction refers to the taste that is experienced once the wish is fulfilled.

We can say then that the motivation is prior to the result, since this implies an impulse to achieve it; while satisfaction is subsequent to the result, since it is the experienced result.

Motivation -> Results -> Satisfaction

TECHNIQUES OF MOTIVATION

The following chart lists the various motivational techniques that managers can employ:

Motivational Techniques:

MONEY: The value granted to it can exceed the monetary value and can also be called a category or power PARTICIPATION: This appeals to the Need for association and acceptance, since it causes employees to be part of the problems and solutions that are their own of the organization.

INFLUENCE OF THE GROUP ON MOTIVATION:

People try to satisfy at least part of their needs, collaborating with others in a group. In it, each member contributes something and depends on others to satisfy their aspirations.

It is common in this process that the person loses something of his individual personality and acquires a group complex, while personal needs become part of the group's aspirations.

It is important to note that individual behavior is a very important concept in motivation. Its characteristics are teamwork and dependence on its members. To be able to influence a group, the manager must not treat it as a set of separate individuals, but as a group itself.

When managers want to introduce a change, the most appropriate thing would be to apply a procedure to establish the need for change before various members of the group, and let them in some way, get the group to accept the change.

It is common for the members of any group to listen and give more importance to what another member of the group says than to people who are outside of it.

When it comes to groups, certain basic requirements must be taken into account to achieve motivation:

Know who to put in a certain work group Displace a misfit Recognize a bad group situation

Research has shown that the satisfaction of aspirations is maximized when people are free to choose their work group. In the same way, the job satisfaction of each member is accentuated in such conditions, perhaps it is because each one works with employees whom they esteem, with whom they prefer to collaborate, and the behavioral adjustments are relatively small.

IMPORTANCE OF THE MANAGER IN MOTIVATION:

There are several things a manager can do to encourage employee motivation:

Make the work interesting: The manager must make a careful analysis of how much position he has under his control. The manager must not forget a question, which must be constantly asked: "Is it possible to enrich this position to make it more interesting?" There is a limit to the satisfactory performance that can be expected from people engaged in very routine tasks. It is very common that we find ourselves in front of people who by constantly executing the same simple operation incessantly, quickly lead to apathy and boredom of these.Relate Rewards with Performance: There are many reasons why managers tend to be reluctant to link rewards with performance. First and foremost, it is much easier to agree to the same salary increase for everyone.This approach usually involves less hassle and also requires little justification. The second reason could be linked to union agreements, which usually stipulate that equal pay must be paid for equal work. It usually happens in other cases that the organization's policy determines that salary increases respond to certain guidelines, not linked to performance. However, even in these cases, there are often rewards other than salary that can be linked to performance. These might include being assigned to preferred tasks or some form of formal recognition. Provide rewards that are valued: Very few managers ever stop to think about what kinds of rewards are most appreciated by staff.Administrators usually think that payment is the only reward available to them and also believe that they have nothing to say about the rewards that are offered. It is a general belief that only top management can make these decisions. However, there are many other types of rewards that could be really appreciated by staff. It is worth highlighting as an example the employee who is assigned to work on a certain project or is entrusted with a new machine or tool; surely he would greatly value this type of reward. As a summary, it could be said that the most important thing for the manager is that he knows how to contemplate the rewards with which he has available and also know what things the subordinate values. Treating employees as people:It is of the utmost importance that workers are treated in the same way, as in today's impersonal world, there is a growing tendency to treat employees as if they were figures on computers. This is a misconception as we personally believe that almost everyone likes to be treated as an individual. Encourage participation and collaboration: The motivational benefits derived from sincere employee involvement are certainly very high. But despite all the potential benefits, we believe there are still supervisors who do little to encourage worker participation. Provide accurate and timely feedback: No one likes to remain in the dark about their own performance. In fact a negative performance judgment may be preferable to none.In this situation, a person will know what to do to improve. Lack of feedback often produces frustration in the employee that often has a negative effect on their performance.

SYSTEMS AND CONTINGENCIES APPROACH TO MOTIVATION:

Failure to consider these variables results in failure, after a motivator or group of motivators has been applied.

Dependence of motivation on the organizational environment: The desires and impulses of individuals can be affected according to the organizational environment in which they work, causing this inhibition or incentivization of motivations Motivation, leadership and administration: Motivation will depend on and influence leadership styles and administrative practice; responding these to the motivations of the people to design conditions in which the personnel develop without inconvenience.

conclusion

As indicated in the introduction, said monograph tried to outline the most important profiles that concern the administrative topic: Motivation.

Regarding the conclusion, several points can be mentioned that we believe should be highlighted.

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 also essential to govern globalization. Active national policies and motivation are necessary as a weapon of the labor organization to achieve these goals and objectives within the competitive 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.

As a final conclusion, it should be noted that this monograph contains great value on a personal level, since it is the result obtained from the analysis and interpretation of all the material acquired, after several hours of work and dedication.

References

(1) Solana, Ricardo F. Administration of Organizations. Ediciones Interoceánica SA Buenos Aires, 1993. Page 208

(2) Stoner, James; Freeman, R. Edward and Gilbert Jr, Daniel R.. Administration 6a. Edition. Editorial Pearson. Mexico, 1996. Page 484

(3) Koontz, Harold; Weihrich, Heinz. Administration, a global perspective 11th. Edition. Mc Graw Hill Publishing. Mexico, 1999. Page 501

(4) Stoner, James AF; Freeman, R. Edward and Gilbert, Daniel R.. Administration 6th Edition. Editorial Person. Mexico, 1996. Page 502

Bibliographic Information:

Solana, Ricardo F. Administration of Organizations. Ediciones Interoceánica SA Buenos Aires, 1993. Page 208. Topic: Motivation concept. Corresponds to Bibliographic File n ° 1 Page 2

Stoner, James; Freeman, R. Edward and Gilbert Jr, Daniel R.. Administration 6a. Edition. Editorial Pearson. México, 1996. Pages 484, 487 to 504

Topic: Motivation Subtopics