Motivation | CMAT Mock Test Series - CAT PDF Download

 Page 1


24
Communication, Motivation
and Leadership
UNIT 15 MOTIV ATION
Structure
15.0 Objectives
15.1 Introduction
15.2 Concept of Motivation
15.3 Nature of Motivation
15.4 Process of Motivation
15.5 Role of Motivation
15.6 Theories of Motivation
15.6.1 McGregor’s Participation Theory
15.6.2 Maslow’s Need Priority Theory
15.6.3 Herzberg’s Motivation Hygiene Theory
15.6.4 Distinction between Herzberg’s and Maslow’s Theories
15.6.5 Relationship between Maslow’s and Herzberg’s Theories
15.6.6 Job Enrichment
15.7 Types of Motivation
15.7.1 Financial Motivation/Incentives
15.7.2 Non-Financial Motivation/Incentives
15.8 Let Us Sum Up
15.9 Key Words
15.10 Answers to Check Your Progress
15.11 Terminal Questions
15.0 OBJECTIVES
After studying this unit, you should be able to:
explain the concept of motivation and the process of motivation
describe the significance of motivation in present day organisations
analyse some of the theories of motivation
compare Maslow’s Need Hierarchy Theory with Herzberg’s Motivation
Hygiene Theory
explain the importance of job enrichment and its limitations in work
motivation
classify different types of motivations — positive and negative, extrinsic
and intrinsic and financial and non-financial
explain the relative importance of financial and non-financial incentives.
15.1 INTRODUCTION
In any organisation, all employees do not perform their work with equal
efficiency. Some are found to be more efficient than others. The difference in
their performance can be attributed either to differences in their abilities or in
Page 2


24
Communication, Motivation
and Leadership
UNIT 15 MOTIV ATION
Structure
15.0 Objectives
15.1 Introduction
15.2 Concept of Motivation
15.3 Nature of Motivation
15.4 Process of Motivation
15.5 Role of Motivation
15.6 Theories of Motivation
15.6.1 McGregor’s Participation Theory
15.6.2 Maslow’s Need Priority Theory
15.6.3 Herzberg’s Motivation Hygiene Theory
15.6.4 Distinction between Herzberg’s and Maslow’s Theories
15.6.5 Relationship between Maslow’s and Herzberg’s Theories
15.6.6 Job Enrichment
15.7 Types of Motivation
15.7.1 Financial Motivation/Incentives
15.7.2 Non-Financial Motivation/Incentives
15.8 Let Us Sum Up
15.9 Key Words
15.10 Answers to Check Your Progress
15.11 Terminal Questions
15.0 OBJECTIVES
After studying this unit, you should be able to:
explain the concept of motivation and the process of motivation
describe the significance of motivation in present day organisations
analyse some of the theories of motivation
compare Maslow’s Need Hierarchy Theory with Herzberg’s Motivation
Hygiene Theory
explain the importance of job enrichment and its limitations in work
motivation
classify different types of motivations — positive and negative, extrinsic
and intrinsic and financial and non-financial
explain the relative importance of financial and non-financial incentives.
15.1 INTRODUCTION
In any organisation, all employees do not perform their work with equal
efficiency. Some are found to be more efficient than others. The difference in
their performance can be attributed either to differences in their abilities or in
25
Motivation
their urge or willingness to perform as best as possible. Given the ability and
skill, it is the motive of employees which determines whether they will be more
or less efficient. Employee motivation i.e. bringing about an inner urge or desire
in employees to work to the best of their ability is an important function of
management. In this Unit, we shall deal with the concept and process of
motivation, its importance, theories of motivation and the types of incentives
which may be provided to motivate people.
15.2 CONCEPT OF MOTIVATION
Motivation may be defined as the complex of forces inspiring a person at work
to intensify his willingness to use his maximum capabilities for the achievement
of certain objectives. Motivation is something that motivates a person into action
and induces him to continue in the course of action enthusiastically. It determines
the behaviour of a person at work. According to Dalton E. McFarland
“Motivation refers to the way in which urges, drives, desires, aspirations,
striving, or needs, direct control or explain the behaviour of human being.”
The term ‘motivation’ is derived from the word ‘motive’. Motive may be defined
as needs, wants, drives or impulses within the individual. Motives are expressions
of a person’s needs and hence they are personal and internal. In this context, the
term ‘need’ should not be associated with urgency or any pressing desire for
something. It simply means something within an individual that prompts him to
action. Motives or needs are ‘why aspects’ of behaviour. They start and maintain
activity and determine the general direction of the person. Motives give direction
to human behaviour because they are directed towards certain ‘goals’ which
may be conscious or sub-conscious.
Motives or needs of a person are the starting point in the motivation process.
Motives are directed towards the achievement of certain goals which in turn
determine the behaviour of individuals. This behaviour ultimately leads to goal
directed activities such as preparing food and a goal activity such as eating
food. In other words, unsatisfied needs result in tension within an individual
and engage him in search for the way to relieve this tension. He will develop
certain goals for himself and try to achieve them. If he is successful in his attempt,
certain other needs will emerge which will lead to setting a new goal. But if he
is unsuccessful he will engage himself in either constructive or defensive
behaviour. This process keeps on working within an individual.
15.3 NATURE OF MOTIVATION
Motivation helps in inspiring and encouraging the people to work willingly.
1) Motives are the energising forces within us : These forces are invisible
and it is very difficult to measure them, because all of us are different and
the motives energising us at a point differ from time to time. All that is
possible is to observe and measure the behaviour we choose and from this
behaviour make a kind of backward causation statement to the possible
motive. Observing someone’s behaviour may indicate that a certain need is
present in this person, motivating him onward.
Page 3


24
Communication, Motivation
and Leadership
UNIT 15 MOTIV ATION
Structure
15.0 Objectives
15.1 Introduction
15.2 Concept of Motivation
15.3 Nature of Motivation
15.4 Process of Motivation
15.5 Role of Motivation
15.6 Theories of Motivation
15.6.1 McGregor’s Participation Theory
15.6.2 Maslow’s Need Priority Theory
15.6.3 Herzberg’s Motivation Hygiene Theory
15.6.4 Distinction between Herzberg’s and Maslow’s Theories
15.6.5 Relationship between Maslow’s and Herzberg’s Theories
15.6.6 Job Enrichment
15.7 Types of Motivation
15.7.1 Financial Motivation/Incentives
15.7.2 Non-Financial Motivation/Incentives
15.8 Let Us Sum Up
15.9 Key Words
15.10 Answers to Check Your Progress
15.11 Terminal Questions
15.0 OBJECTIVES
After studying this unit, you should be able to:
explain the concept of motivation and the process of motivation
describe the significance of motivation in present day organisations
analyse some of the theories of motivation
compare Maslow’s Need Hierarchy Theory with Herzberg’s Motivation
Hygiene Theory
explain the importance of job enrichment and its limitations in work
motivation
classify different types of motivations — positive and negative, extrinsic
and intrinsic and financial and non-financial
explain the relative importance of financial and non-financial incentives.
15.1 INTRODUCTION
In any organisation, all employees do not perform their work with equal
efficiency. Some are found to be more efficient than others. The difference in
their performance can be attributed either to differences in their abilities or in
25
Motivation
their urge or willingness to perform as best as possible. Given the ability and
skill, it is the motive of employees which determines whether they will be more
or less efficient. Employee motivation i.e. bringing about an inner urge or desire
in employees to work to the best of their ability is an important function of
management. In this Unit, we shall deal with the concept and process of
motivation, its importance, theories of motivation and the types of incentives
which may be provided to motivate people.
15.2 CONCEPT OF MOTIVATION
Motivation may be defined as the complex of forces inspiring a person at work
to intensify his willingness to use his maximum capabilities for the achievement
of certain objectives. Motivation is something that motivates a person into action
and induces him to continue in the course of action enthusiastically. It determines
the behaviour of a person at work. According to Dalton E. McFarland
“Motivation refers to the way in which urges, drives, desires, aspirations,
striving, or needs, direct control or explain the behaviour of human being.”
The term ‘motivation’ is derived from the word ‘motive’. Motive may be defined
as needs, wants, drives or impulses within the individual. Motives are expressions
of a person’s needs and hence they are personal and internal. In this context, the
term ‘need’ should not be associated with urgency or any pressing desire for
something. It simply means something within an individual that prompts him to
action. Motives or needs are ‘why aspects’ of behaviour. They start and maintain
activity and determine the general direction of the person. Motives give direction
to human behaviour because they are directed towards certain ‘goals’ which
may be conscious or sub-conscious.
Motives or needs of a person are the starting point in the motivation process.
Motives are directed towards the achievement of certain goals which in turn
determine the behaviour of individuals. This behaviour ultimately leads to goal
directed activities such as preparing food and a goal activity such as eating
food. In other words, unsatisfied needs result in tension within an individual
and engage him in search for the way to relieve this tension. He will develop
certain goals for himself and try to achieve them. If he is successful in his attempt,
certain other needs will emerge which will lead to setting a new goal. But if he
is unsuccessful he will engage himself in either constructive or defensive
behaviour. This process keeps on working within an individual.
15.3 NATURE OF MOTIVATION
Motivation helps in inspiring and encouraging the people to work willingly.
1) Motives are the energising forces within us : These forces are invisible
and it is very difficult to measure them, because all of us are different and
the motives energising us at a point differ from time to time. All that is
possible is to observe and measure the behaviour we choose and from this
behaviour make a kind of backward causation statement to the possible
motive. Observing someone’s behaviour may indicate that a certain need is
present in this person, motivating him onward.
26
Communication, Motivation
and Leadership
2) One motive may result in many different behaviours : The desire for
prestige may lead a person to run for political office, give money away, get
additional educational training, steal, join, groups or may change his outward
appearance. A person wanting acceptance will behave differently in a car
pool, office secretarial pool, or swimming pool.
3) The same behaviour may result from many different motives : Behaviour
may be caused by a number of different motives. For instance the motives
underlying purchase of a car may be: to appear younger and attractive; to
appear respectable; to gain acceptance from others; to maintain the
acceptance already gained through a similar income level; to satisfy
economic values and to reinforce company created status differentials. Thus
it would be wrong for the manager of an organisation to lump all behaviour
as coming from the same motive people join unions, get married, attend
class, laugh at professor’s jokes for many different reasons (motives). Thus
a motive cannot be identified from any specific behaviour.
4) Behaviour can be used as an estimate of an individual’s motives : It is
possible to get repeated observations of one individual’s behaviour and
then make an estimate of the cause of that behaviour. For example, there is
truth in the statement that some people always seem to feel insecure and
thus behave continuously in a manner reflecting the insecurity of feeling.
There are also people who behave in away that radiates confidence. They
are confident in many different social settings so that one finds a constant
and repeated behaviour from which people probably estimate the motive of
the person. Obviously, if a person is at a state of near starvation, most of his
behaviour will be related to the need for food. Although it is dangerous to
categorise people, it is also wrong to believe that individual behaviour,
when looked at in a time perspective, cannot be used as an estimate for
motivation.
5) Motives may operate in harmony or in conflict : Behaviour is frequently
the result of the interplay of several motives. These motives may push a
person in one direction or in a number of directions. For example, a girl
may want to get high grades in school while also wanting to help her mother
in the kitchen. An athlete may desire an outstanding performance and may
also be sensitive to being shunned by his fellow team-mates if he performs
too well and receives too much of credit. Behaviour, therefore, is the result
of many forces differing in direction and intent.
6) Motives come and go : It is very rare that a motive has the same energy
potential over a long period of time. A young man who prefers to travel
during vacation may give up the idea during the football season because
the joy of travelling takes second place to the need to play football. The girl
who is overly concerned about her hair and clothes during adolescence
may turn her attention to other things once she grows up. Because humans
are constantly growing, the motive at one point in time will not be as intense
as the motive at another point in time.
7) Motives interact with the environment : The situation at a particular point
in time may trigger or suppress the action of a motive. You probably have
experienced situations where you did not realize the intensity of your hunger
Page 4


24
Communication, Motivation
and Leadership
UNIT 15 MOTIV ATION
Structure
15.0 Objectives
15.1 Introduction
15.2 Concept of Motivation
15.3 Nature of Motivation
15.4 Process of Motivation
15.5 Role of Motivation
15.6 Theories of Motivation
15.6.1 McGregor’s Participation Theory
15.6.2 Maslow’s Need Priority Theory
15.6.3 Herzberg’s Motivation Hygiene Theory
15.6.4 Distinction between Herzberg’s and Maslow’s Theories
15.6.5 Relationship between Maslow’s and Herzberg’s Theories
15.6.6 Job Enrichment
15.7 Types of Motivation
15.7.1 Financial Motivation/Incentives
15.7.2 Non-Financial Motivation/Incentives
15.8 Let Us Sum Up
15.9 Key Words
15.10 Answers to Check Your Progress
15.11 Terminal Questions
15.0 OBJECTIVES
After studying this unit, you should be able to:
explain the concept of motivation and the process of motivation
describe the significance of motivation in present day organisations
analyse some of the theories of motivation
compare Maslow’s Need Hierarchy Theory with Herzberg’s Motivation
Hygiene Theory
explain the importance of job enrichment and its limitations in work
motivation
classify different types of motivations — positive and negative, extrinsic
and intrinsic and financial and non-financial
explain the relative importance of financial and non-financial incentives.
15.1 INTRODUCTION
In any organisation, all employees do not perform their work with equal
efficiency. Some are found to be more efficient than others. The difference in
their performance can be attributed either to differences in their abilities or in
25
Motivation
their urge or willingness to perform as best as possible. Given the ability and
skill, it is the motive of employees which determines whether they will be more
or less efficient. Employee motivation i.e. bringing about an inner urge or desire
in employees to work to the best of their ability is an important function of
management. In this Unit, we shall deal with the concept and process of
motivation, its importance, theories of motivation and the types of incentives
which may be provided to motivate people.
15.2 CONCEPT OF MOTIVATION
Motivation may be defined as the complex of forces inspiring a person at work
to intensify his willingness to use his maximum capabilities for the achievement
of certain objectives. Motivation is something that motivates a person into action
and induces him to continue in the course of action enthusiastically. It determines
the behaviour of a person at work. According to Dalton E. McFarland
“Motivation refers to the way in which urges, drives, desires, aspirations,
striving, or needs, direct control or explain the behaviour of human being.”
The term ‘motivation’ is derived from the word ‘motive’. Motive may be defined
as needs, wants, drives or impulses within the individual. Motives are expressions
of a person’s needs and hence they are personal and internal. In this context, the
term ‘need’ should not be associated with urgency or any pressing desire for
something. It simply means something within an individual that prompts him to
action. Motives or needs are ‘why aspects’ of behaviour. They start and maintain
activity and determine the general direction of the person. Motives give direction
to human behaviour because they are directed towards certain ‘goals’ which
may be conscious or sub-conscious.
Motives or needs of a person are the starting point in the motivation process.
Motives are directed towards the achievement of certain goals which in turn
determine the behaviour of individuals. This behaviour ultimately leads to goal
directed activities such as preparing food and a goal activity such as eating
food. In other words, unsatisfied needs result in tension within an individual
and engage him in search for the way to relieve this tension. He will develop
certain goals for himself and try to achieve them. If he is successful in his attempt,
certain other needs will emerge which will lead to setting a new goal. But if he
is unsuccessful he will engage himself in either constructive or defensive
behaviour. This process keeps on working within an individual.
15.3 NATURE OF MOTIVATION
Motivation helps in inspiring and encouraging the people to work willingly.
1) Motives are the energising forces within us : These forces are invisible
and it is very difficult to measure them, because all of us are different and
the motives energising us at a point differ from time to time. All that is
possible is to observe and measure the behaviour we choose and from this
behaviour make a kind of backward causation statement to the possible
motive. Observing someone’s behaviour may indicate that a certain need is
present in this person, motivating him onward.
26
Communication, Motivation
and Leadership
2) One motive may result in many different behaviours : The desire for
prestige may lead a person to run for political office, give money away, get
additional educational training, steal, join, groups or may change his outward
appearance. A person wanting acceptance will behave differently in a car
pool, office secretarial pool, or swimming pool.
3) The same behaviour may result from many different motives : Behaviour
may be caused by a number of different motives. For instance the motives
underlying purchase of a car may be: to appear younger and attractive; to
appear respectable; to gain acceptance from others; to maintain the
acceptance already gained through a similar income level; to satisfy
economic values and to reinforce company created status differentials. Thus
it would be wrong for the manager of an organisation to lump all behaviour
as coming from the same motive people join unions, get married, attend
class, laugh at professor’s jokes for many different reasons (motives). Thus
a motive cannot be identified from any specific behaviour.
4) Behaviour can be used as an estimate of an individual’s motives : It is
possible to get repeated observations of one individual’s behaviour and
then make an estimate of the cause of that behaviour. For example, there is
truth in the statement that some people always seem to feel insecure and
thus behave continuously in a manner reflecting the insecurity of feeling.
There are also people who behave in away that radiates confidence. They
are confident in many different social settings so that one finds a constant
and repeated behaviour from which people probably estimate the motive of
the person. Obviously, if a person is at a state of near starvation, most of his
behaviour will be related to the need for food. Although it is dangerous to
categorise people, it is also wrong to believe that individual behaviour,
when looked at in a time perspective, cannot be used as an estimate for
motivation.
5) Motives may operate in harmony or in conflict : Behaviour is frequently
the result of the interplay of several motives. These motives may push a
person in one direction or in a number of directions. For example, a girl
may want to get high grades in school while also wanting to help her mother
in the kitchen. An athlete may desire an outstanding performance and may
also be sensitive to being shunned by his fellow team-mates if he performs
too well and receives too much of credit. Behaviour, therefore, is the result
of many forces differing in direction and intent.
6) Motives come and go : It is very rare that a motive has the same energy
potential over a long period of time. A young man who prefers to travel
during vacation may give up the idea during the football season because
the joy of travelling takes second place to the need to play football. The girl
who is overly concerned about her hair and clothes during adolescence
may turn her attention to other things once she grows up. Because humans
are constantly growing, the motive at one point in time will not be as intense
as the motive at another point in time.
7) Motives interact with the environment : The situation at a particular point
in time may trigger or suppress the action of a motive. You probably have
experienced situations where you did not realize the intensity of your hunger
27
Motivation
needs until your smelling senses picked up the odour of palatable food.
Similarly, many of these sociological needs become stimulated when you
are in a situation filled with the sociological factors. Thus needs that may
be latent can be quickly stimulated by the environmental situation. We have
now identified a number of generalisations that could be useful in
understanding the concept of motivation. The topic of human motivation is
very complex and is related to other fundamental ideas such as drives and
needs so that it is difficult to put our thinking into a clear system of
relationships.
15.4 PROCESS OF MOTIVATION
The basic elements of the process of motivation are (i) behaviour (ii) motives
(iii) goals and (iv) some form of feedback as shown in figure 15.1
Fig. 15.1: Process of Motivation
Behaviour : All behaviour is a series of activities. Behaviour is generally
motivated by a desire to achieve a goal. At any moment individuals may indulge
in multifarious activities like walking, talking, eating, and so on. They switch
over from one activity to another activity swiftly. In order to predict and control
behaviour, managers must understand the motives of people.
Motives (Needs/drives/wants) : Motives prompt people to action. They are the
primary energisers of behaviour. They are the ‘ways’ of behaviour and
mainsprings of action. They are largely subjective and represent the mental
feelings of human beings. They are cognitive variables. They cause behaviour
in many ways. They arise continuously and determine the general direction of
an individual’s behaviour.
Goals : Motives are directed toward goals. Motives generally create a state of
disequilibrium, physiological or psychological imbalance, within the individuals.
Attaining a goal will tend to restore physiological or psychological balance.
Goals are the ends which provide satisfaction of human wants. They are outside
an individual; they are hoped for incentives toward which needs are directed.
One person may satisfy his need for power by kicking subordinates and another
by becoming the president of a company. Thus, a need can be satisfied by several
alternate goals. The particular goals chosen by an individual depends on four
factors; (i) the cultural norms and values that are instilled as one matures, (ii)
one’s inherited and biological capabilities, (iii) personal experience and learning
influences and (iv) mobility in the physical and social environment.
The dilemma posed by a large number of needs can often be resolved by
integrating wants where one activity may satisfy several needs. Researchers
Tension reduction
——— — Goal Behaviour ——— — Motive
Page 5


24
Communication, Motivation
and Leadership
UNIT 15 MOTIV ATION
Structure
15.0 Objectives
15.1 Introduction
15.2 Concept of Motivation
15.3 Nature of Motivation
15.4 Process of Motivation
15.5 Role of Motivation
15.6 Theories of Motivation
15.6.1 McGregor’s Participation Theory
15.6.2 Maslow’s Need Priority Theory
15.6.3 Herzberg’s Motivation Hygiene Theory
15.6.4 Distinction between Herzberg’s and Maslow’s Theories
15.6.5 Relationship between Maslow’s and Herzberg’s Theories
15.6.6 Job Enrichment
15.7 Types of Motivation
15.7.1 Financial Motivation/Incentives
15.7.2 Non-Financial Motivation/Incentives
15.8 Let Us Sum Up
15.9 Key Words
15.10 Answers to Check Your Progress
15.11 Terminal Questions
15.0 OBJECTIVES
After studying this unit, you should be able to:
explain the concept of motivation and the process of motivation
describe the significance of motivation in present day organisations
analyse some of the theories of motivation
compare Maslow’s Need Hierarchy Theory with Herzberg’s Motivation
Hygiene Theory
explain the importance of job enrichment and its limitations in work
motivation
classify different types of motivations — positive and negative, extrinsic
and intrinsic and financial and non-financial
explain the relative importance of financial and non-financial incentives.
15.1 INTRODUCTION
In any organisation, all employees do not perform their work with equal
efficiency. Some are found to be more efficient than others. The difference in
their performance can be attributed either to differences in their abilities or in
25
Motivation
their urge or willingness to perform as best as possible. Given the ability and
skill, it is the motive of employees which determines whether they will be more
or less efficient. Employee motivation i.e. bringing about an inner urge or desire
in employees to work to the best of their ability is an important function of
management. In this Unit, we shall deal with the concept and process of
motivation, its importance, theories of motivation and the types of incentives
which may be provided to motivate people.
15.2 CONCEPT OF MOTIVATION
Motivation may be defined as the complex of forces inspiring a person at work
to intensify his willingness to use his maximum capabilities for the achievement
of certain objectives. Motivation is something that motivates a person into action
and induces him to continue in the course of action enthusiastically. It determines
the behaviour of a person at work. According to Dalton E. McFarland
“Motivation refers to the way in which urges, drives, desires, aspirations,
striving, or needs, direct control or explain the behaviour of human being.”
The term ‘motivation’ is derived from the word ‘motive’. Motive may be defined
as needs, wants, drives or impulses within the individual. Motives are expressions
of a person’s needs and hence they are personal and internal. In this context, the
term ‘need’ should not be associated with urgency or any pressing desire for
something. It simply means something within an individual that prompts him to
action. Motives or needs are ‘why aspects’ of behaviour. They start and maintain
activity and determine the general direction of the person. Motives give direction
to human behaviour because they are directed towards certain ‘goals’ which
may be conscious or sub-conscious.
Motives or needs of a person are the starting point in the motivation process.
Motives are directed towards the achievement of certain goals which in turn
determine the behaviour of individuals. This behaviour ultimately leads to goal
directed activities such as preparing food and a goal activity such as eating
food. In other words, unsatisfied needs result in tension within an individual
and engage him in search for the way to relieve this tension. He will develop
certain goals for himself and try to achieve them. If he is successful in his attempt,
certain other needs will emerge which will lead to setting a new goal. But if he
is unsuccessful he will engage himself in either constructive or defensive
behaviour. This process keeps on working within an individual.
15.3 NATURE OF MOTIVATION
Motivation helps in inspiring and encouraging the people to work willingly.
1) Motives are the energising forces within us : These forces are invisible
and it is very difficult to measure them, because all of us are different and
the motives energising us at a point differ from time to time. All that is
possible is to observe and measure the behaviour we choose and from this
behaviour make a kind of backward causation statement to the possible
motive. Observing someone’s behaviour may indicate that a certain need is
present in this person, motivating him onward.
26
Communication, Motivation
and Leadership
2) One motive may result in many different behaviours : The desire for
prestige may lead a person to run for political office, give money away, get
additional educational training, steal, join, groups or may change his outward
appearance. A person wanting acceptance will behave differently in a car
pool, office secretarial pool, or swimming pool.
3) The same behaviour may result from many different motives : Behaviour
may be caused by a number of different motives. For instance the motives
underlying purchase of a car may be: to appear younger and attractive; to
appear respectable; to gain acceptance from others; to maintain the
acceptance already gained through a similar income level; to satisfy
economic values and to reinforce company created status differentials. Thus
it would be wrong for the manager of an organisation to lump all behaviour
as coming from the same motive people join unions, get married, attend
class, laugh at professor’s jokes for many different reasons (motives). Thus
a motive cannot be identified from any specific behaviour.
4) Behaviour can be used as an estimate of an individual’s motives : It is
possible to get repeated observations of one individual’s behaviour and
then make an estimate of the cause of that behaviour. For example, there is
truth in the statement that some people always seem to feel insecure and
thus behave continuously in a manner reflecting the insecurity of feeling.
There are also people who behave in away that radiates confidence. They
are confident in many different social settings so that one finds a constant
and repeated behaviour from which people probably estimate the motive of
the person. Obviously, if a person is at a state of near starvation, most of his
behaviour will be related to the need for food. Although it is dangerous to
categorise people, it is also wrong to believe that individual behaviour,
when looked at in a time perspective, cannot be used as an estimate for
motivation.
5) Motives may operate in harmony or in conflict : Behaviour is frequently
the result of the interplay of several motives. These motives may push a
person in one direction or in a number of directions. For example, a girl
may want to get high grades in school while also wanting to help her mother
in the kitchen. An athlete may desire an outstanding performance and may
also be sensitive to being shunned by his fellow team-mates if he performs
too well and receives too much of credit. Behaviour, therefore, is the result
of many forces differing in direction and intent.
6) Motives come and go : It is very rare that a motive has the same energy
potential over a long period of time. A young man who prefers to travel
during vacation may give up the idea during the football season because
the joy of travelling takes second place to the need to play football. The girl
who is overly concerned about her hair and clothes during adolescence
may turn her attention to other things once she grows up. Because humans
are constantly growing, the motive at one point in time will not be as intense
as the motive at another point in time.
7) Motives interact with the environment : The situation at a particular point
in time may trigger or suppress the action of a motive. You probably have
experienced situations where you did not realize the intensity of your hunger
27
Motivation
needs until your smelling senses picked up the odour of palatable food.
Similarly, many of these sociological needs become stimulated when you
are in a situation filled with the sociological factors. Thus needs that may
be latent can be quickly stimulated by the environmental situation. We have
now identified a number of generalisations that could be useful in
understanding the concept of motivation. The topic of human motivation is
very complex and is related to other fundamental ideas such as drives and
needs so that it is difficult to put our thinking into a clear system of
relationships.
15.4 PROCESS OF MOTIVATION
The basic elements of the process of motivation are (i) behaviour (ii) motives
(iii) goals and (iv) some form of feedback as shown in figure 15.1
Fig. 15.1: Process of Motivation
Behaviour : All behaviour is a series of activities. Behaviour is generally
motivated by a desire to achieve a goal. At any moment individuals may indulge
in multifarious activities like walking, talking, eating, and so on. They switch
over from one activity to another activity swiftly. In order to predict and control
behaviour, managers must understand the motives of people.
Motives (Needs/drives/wants) : Motives prompt people to action. They are the
primary energisers of behaviour. They are the ‘ways’ of behaviour and
mainsprings of action. They are largely subjective and represent the mental
feelings of human beings. They are cognitive variables. They cause behaviour
in many ways. They arise continuously and determine the general direction of
an individual’s behaviour.
Goals : Motives are directed toward goals. Motives generally create a state of
disequilibrium, physiological or psychological imbalance, within the individuals.
Attaining a goal will tend to restore physiological or psychological balance.
Goals are the ends which provide satisfaction of human wants. They are outside
an individual; they are hoped for incentives toward which needs are directed.
One person may satisfy his need for power by kicking subordinates and another
by becoming the president of a company. Thus, a need can be satisfied by several
alternate goals. The particular goals chosen by an individual depends on four
factors; (i) the cultural norms and values that are instilled as one matures, (ii)
one’s inherited and biological capabilities, (iii) personal experience and learning
influences and (iv) mobility in the physical and social environment.
The dilemma posed by a large number of needs can often be resolved by
integrating wants where one activity may satisfy several needs. Researchers
Tension reduction
——— — Goal Behaviour ——— — Motive
28
Communication, Motivation
and Leadership
have found that many overweight people continue to eat excessively because
they have fused the satisfaction of a number wants (Love, Security, Comfort)
into the act of eating. Eating, in a way, releases the tension built by the numerous
unsatisfied needs.
The process of motivation discussed above implies that individuals possess a
host of needs, desires and expectations. All of these needs compete for their
behaviour and ultimately the need with the maximum strength at a particular
moment leads to activity. When a need is satisfied, it is no longer a motivator of
behaviour.
15.5 ROLE OF MOTIVATION
The following factors contribute to the significance of the role of motivation :
1) Managers and organisational researchers cannot avoid a concern with the
behaviour requirements of an organisation. Every organisation needs people
(in addition to physical and financial resources) in order to function.
2) Motivation as a concept is pervasive and a highly complex activity that
affects and is affected by a host of factors in the organisational milieu.
3) Organisational effectiveness becomes to some degree a question of
management’s ability to motivate its employees, to direct at least a
reasonable effort toward the goals of the organisation.
4) As technology increases in complexity, machines tend to become necessary,
but insufficient vehicles of effective and efficient operations. In other words,
it becomes necessary for an organisation to ensure that it has employees
who are both capable of using and willing to use the advanced technology
to achieve organisational goals.
5) Many organisations are now beginning to pay increasing attention to develop
their employees as future resources (for talent bank) upon which they can
draw as they grow and develop.
Check Your Progress A
1) Which of the following statements are True and which are False.
i) Motives and needs are the ‘whys aspects’ of behaviour.
ii) Motives always operate in harmony and drive individuals in a single
direction.
iii) To control the behaviour of subordinates, managers must understand
their motives.
iv) Environment has nothing to do with human motive.
v) Motives do not change in intensity over time.
2) Fill in the blanks.
i) Motives are expressions of a person’s and hence they are personal and
..........................
ii) ........................ can be used as an estimate of an individual’s motives.