Motivation

Introduction

Motivation processes in an organization set the tone of the organizational goals. Whether the organization is for profit or non-profit, motivation processes play an important role towards an individual's job performance, productivity, job satisfaction, job dissatisfaction, and the leadership effectiveness towards a work group's motivational processes. Organizations as a whole cannot solely be responsible for the motivation process of the individuals, but, the leaders within the organization face the challenges of understanding the motivation processes. The challenge is not just the understanding of the different motivation process or theories, but, the challenge is to improve the motivation processes of each individual in the organization. This seems like an overwhelming task for an organization of fifteen hundred employees to undertake. However, if each area of specialization takes on its own responsibility of the motivation processes, the goals of the organization can be achieved. The president of the organization can present objectives to each division and department's heads to effectively carry out the appropriate organization goals and objectives as needed. In this paper, my organization's motivation processes are examined. In addition, I shall examine four theories and other discussion material to show how my department within my organization applies them or may apply them towards work groups. Generally, the psychological theories of motivation are presented to show how people are intrinsically motivated and extrinsically motivated. (Amabile,1996). Today, managers need to understand what motivates employees more than ever. The economy is shifting causing organizations to shift in structure as well. Employees career paths are also shifting, job responsibilities are shifting, and job security is a thing of the past. With all of these changes in today's workplace, managers cannot rely on management tactics of the past, rather, managers need to learn or upgrade their motivational skills continuously as the workplace becomes more challenging. As organizations recognize the shifts that are occurring, organizations would build into their structures processes to motivate their employees to perform at their at their peak. Organizations can no longer rely on employee dedication to the company because of the shifting economy.

Introduction - Four theories examined

Maslow's Hierarchy of Needs (1943)

The first theory reviewed is Maslow's Heirarchy of Needs. In 1943, Maslow formulated five hierarchical needs of the human being. The five needs are "physiological, safety, social, esteem and self-actualization" (Robbins,2003). The five needs are presented in the form of a triangular shaped diagram where the lowest needs are physiological and safety and the highest needs are social, esteem and self-actualization (Robbins,2003). The lowest needs are external or extrinsic and are needs for basic survival of the human being. Everyone needs to eat for survival and live in an environment where one is protected from nature's extremities. The highest needs are internal or intrinsic needs where one strives to gain social acceptance, esteem and eventually reach self-actualization. Maslow's theory states that the lowest needs must be satisfied first before the highest needs are satisfied. Before a person can step up to the next level of need, the lower tier of needs must be satisfied completely. There were no studies conducted that proved Maslow's theory worked in organizations. People are generally not driven by the same needs. People are motivated by different factors. However, Maslow's theory was examined further by Clayton Alderfer.

Alderfer's ERG theory

Clayton Alderfer's ERG theory revised Maslow's theory by categorizing Maslow's five levels into three levels known as Existence, Relatedness, and Growth (ERG) (Robbins,2003). Clayton Alderfer set out to show that Maslow's steps overlap where more than one need can be satisfied at the same time. A person can satisfy a relatedness need while at the same time satisfy the need for growth. Alderfer's ERG theory also states that a person can experience the "frustration-regression principle" (Robbins,2003), that is, when a higher need is not met, the individual may go back to the lower need to further satisfy that need.

Herzberg's Two Factor Theory (1959)

Frederick Herzberg introduced the comparison of satisfaction and dissatisfaction (Robbins,2003) where these two categories are different in nature. Dissatisfaction refers to the "hygiene factors" such as external factors where the person may hold "no dissatisfaction" towards company policies, supervision, work conditions, salary, relationships with others, and job security (Robbins,2003). With this theory, it is important to understand that "no dissatisfaction" does not mean "satisfaction". Job satisfaction comes from internal factors such as recognition, achievement, responsibility, advancement, and growth (Robbins,2003). The internal/intrinsic factors were the real motivators leading to job satisfaction. Thus, the two factor theory studied external (hygiene) factors and internal (motivators) factors. Both factors are equally important where "no dissatisfaction" may lead to getting the job accomplished without the feeling of real personal accomplishment.

McClelland's Acquired Needs Theory

David McClelland's Acquired Needs Theory focuses on three needs that drive motivation. These three needs are the need for power, the need for affiliation, and the need for achievement (Robbins,2003). "Persons with a low need for power may lack the assertiveness and self-confidence necessary to organize and direct group activities effectively" (Swenson,2000). Persons with a high need for power are natural leaders. "Effective leaders empower others who use that power to enact and further the leader's vision for the organization" (Swenson,2000).

Persons that have a high need for affiliation are not good leaders as they allow their need to be liked and to be accepted to interfere with the need to lead effectively. The need for affiliation rests on gaining "great satisfaction from being liked and accepted by others, and prefer to work with others who prefer group harmony and cohesion"(Swenson,2000). People with the need for achievement are interested in reaching their