The Concept of Motivation

In this essay we will be asking what defines motivation (needs, drives and goals). Whether we can understand how to best motivate others, we will be looking at different theories of motivation and how they could be used in an organisation. We will also Research the possibility that motivation is inherent and ask if motivation is the same as a drive.

A basic definition of motivation would be to understand what the goal of the organisation was, then making it seem achievable to the team and possibly offering a reward if they reached their goal. IMD et al London Business School (1997: 633).

In order to understand what Motivation is we have to look at why we behave in similar ways and often following a certain path even if the chosen route is harder, what drives us to continue? Mitchel (1978) identified four common characteristics in what defines motivation.

1. Motivation is typified as an individual phenomenon. People are all different and one thing depending on the person may have a greater motivation than others. The main accepted theories allow for this individualisation. This could be explained by which some people would enter a television competition for a certain car and other people would have no interest in the prize so would not participate.

2. Motivation is described, usually, as intentional. A worker after being motivated would believe they had a choice into how much effort they put into a task. A sewing machinist trying to get all of her garments sewn would think she was trying out of her choice to get them finished, it would be their choice but they would be driven by wanting the reward that had being offered.

3. Motivation is Multifaceted. Arousal and choice are two of the strong influences here. When someone wants to be aroused they might go to the gym or eat their favourite food this would be a choice for them they would want to be aroused, however if they became too aroused they might have to relax by having a bath or by drinking an alcoholic drink. In the work place the motivator would be trying to keep the person in the aroused state.

4. The purpose of motivational theories is to predict behaviour. Motivation is not to reward an employee for the tasks he is doing well but to predict how much better they could do if they motivated them, this could be done by offering them an incentive or reward. Mullins (2007: 250)

A good leader or manager has to fully understand what motivates a person, he has to be able to do this on an individual and collective basis. If the leader cannot motivate a person they will struggle to motivate a group and then the group could become negative and none productive. There is conflicting evidence in this area as it was once believed that it was more important to motivate the individual rather than the group however in the 1950's and 1960's It was realised it was just as important to be able to motivate the group as a whole. The leader has to be able to motivate by offering rewards and threats so the rewards could be if you reach your sales target you will receive a £50.00 bonus, however if you do not reach your target you will forfeit your right of overtime for a month. This would not only motivate a single person but could also be offered to a group of people. Motives have to be balanced throughout the group and not just presented as a singular reward to create a positive feeling in the group. If you rewarded a branch manager for reaching sales targets without offering any rewards or incentives for the rest of the group they could become angry or upset and so the team would suffer as a result and their drive would disappear. Adair (1998:34 - 37).

What is the meaning of motivation? Maslow believed that motives can be grouped into five categories.

1. Physiological: This is survival motivation like hunting the animal for food, ignoring the fact that you could be putting yourself in danger or drinking from a polluted pond even though you run the risk of getting ill. Physiological motivation is thought to be present with us from birth and supports our normal bodily functions like thirst, hunger and warmth.

2. Safety: Protecting yourself from accidents by assessing the danger, looking at the ice on a lake and wondering whether it will hold your weight. The ability to asses is something we learn as we mature. Again sometimes there seems to be a primitive instinct that influences our safety 'a gut instinct' an adult would not eat a chicken that smells funny or is green. We would not hang about if a snake was found in our room.

3. Belongingness and love (social): Most people try to get accepted and feel important to the people they are close to. When you are a child you want your brothers to like you and want them to involve you in their circle of friends.

4. Esteem and Status: This is what drives people into achievements. A student would work well in order to gain a degree or a shop floor worker would work towards achieving the role of manager. This could also be the reason why someone would buy materialistic luxury items like a Rolex watch or a sports car, they want to look successful. This is so important to some people that they will get into debt just to create the impression of wealth and success.

5. Self - actualization: This is a more personal motivation, a nurse who wants to dedicate their lives in caring for people or an anonymous fund raiser and donator. A persons motives for these acts can be the feeling it gives to themselves. Jobber (1995: 82).

Maslow's Hierarchy of needs.

Maslow (1943) "A theory of Human Motivation" in Psychological review

Maslow's hierarchy is often shown as a pyramid, the pyramid shows our basic stronger needs at the bottom escalating to our maturing needs at the top. Maslow also points out that if a stronger need is threatened for example if we are hungry (Physiological), we will leave our needs at the top of the pyramid and jump down to satisfy our needs of hunger. Maslow also noticed that when one need has being met i.e. we have satisfied our hunger and eaten then this need is forgotten about and as this happens we realise we have other needs and these needs will then motivate the person.

There are alternative views on Maslow's theory including theories developed by Douglas McGregor, Clayton Alderfer and David McClelland. McClelland (1985) believed that people develop learned needs rather than them being inherent like Maslow's theory of needs. McClelland (1985) argued that people are all different and their needs can be different which would explain why not everyone wants to climb the corporate ladder. When employee's needs of achievements are high then they will accomplish the most, whereas a manger will accomplish more if his