Motivation can be defined as stimulating , inspiring and inducing the individual or a group of people perform to their best capacity.Motivation is basically a psychological term which means it can not be forced on the human beings . It comes automatically from the inner soul as it is the willingness to do the work.According to SCOTT, motivation is a process of stimulating people to action to accomplish desired goals.

FEW INTERRELATED TERM

Few interrelated terms :

MOTIVE : A motive is a inner state or desire which energises an individual to move or to behave towards achievement of goal. Motive arises out of needs of an individual.When a motive emerges in an individual, it causes restlessness as he wants to fulfill his motive.Example: Individual search for an employment to fulfill the motive of livelihood.

Motivation: It is a process of inducing people to perform to their best ability to accomplish the goal or any specific task.Motivators: Motivators are the incentives or techniques used to motivate the people in an organization.Common motivators used by the managers are increment, bonus, promotion, recognition, respect etc.

CONTI-NUOUS PROCESSDYNAMIC IN NATUREPSYCHO-LOGICAL TERMGOAL DIRECTED BEHAVI-OURCOMPLEX PROCESSPOSITIVE ORNEGATIVE

Motivation is a Psychological phenomenon: Motivation is an internal feeling which means it cannot be forced on employees. The internal feelings such as need, desire, aspirations etc. influence human behaviour to behave in a particular manner. For example, desire to have a new house, respect and recognition etc.

Motivation produces goal directed behaviour: Motivation induces people to behave in such a manner so that they can achieve their goal. Motivated person need no supervision or direction. He will always work in desired manner. For example, if a person has a motive to get promotion so he will work efficiently to get promotion.

Motivation is a dynamic and continuous process: Human beings are ever changing. Human needs are unlimited and go on changing continuously. Satisfaction of one need gives rise to another so managers have to continuously perform the function of motivation.

Motivators can be positive as well as negative: to motivate employees managers use various motivators. Some motivators are positive and some are negative few examples of positive motivators are: promotion, increment, bonus, respect, recognition etc. If employee does not improve his performance with positive motivators then manager uses negative motivators such as warning, issue of memo, demotion, stopping increments etc. Some times fear of negative motivators also induces person to behave in a desired manner.

Motivation is a complex process: Motivation is a complex and difficult task. In order to motivate people a manager must understand various types of human needs. Human needs are mental feelings which can be measured accurately. If manager measures them accurately then also every person uses different approaches to satisfy his needs. Some get satisfied with monitory incentives, some with non- monitory, some with positive and some with negative motivators. So it is not possible to make generalization in motivation.

IMPORTANCE

Achieving organisational objectivesImproves performance levelHelps to change negative attitude into positive Helps into introduce changeReduction in employees turnoverCreates supportive work environmentIMPORTANCE

Motivation helps change negative attitude to positive attitude: Without motivation the employees try to perform minimum activities in the organisation. But the motivation fills in the desire to perform to their maximum level. All the resources of the organisation are of no use unless and until the employees use these resources. The motivated employees use make best use of the resources.

Motivation improve performance level of employees: The motivation improves the efficiency level of employees which means the employees start performing the job to the best of their ability with minimum wastage of time and resources because motivated employees always go for best utilisation of resources. The motivation bridges the gap between the ability to work and willingness always improves efficiency.

Helps in achieving the organisational objectives: The motivated employees always try to achieve the organisational objectives and contribute their best efforts for the realization of organisational objectives as they know with the achievement of organizational objective only they can achieve their personal objective. All the employees contribute their efforts in one direction of accomplishment of objectives.

Motivation creates supportive work environment: In motivation the relations between supervisor and subordinates are always improved . When the employees get their need satisfied or get the recognition and respect in the organization then they always offer a supportive hand to superiors. There is more cooperation and coordination in the organization and all the employees work with team spirit.

Motivation help the manager to introduce changes: The motivated employees show less resistance in accepting the changes according to changes in the business environment because they know if they changes are not implemented in the organization, not only the organization will lose by this but the employees also will find it difficult to get their needs fulfilled. Motivated employees are always supportive and cooperative in accepting changes in the organization.

Reduction in employees turnover: The motivation creates confidence in the employees to get their needs satisfied in the organization itself. They always select the alternative to remain in the organization and increase their earing rather than leaving the organization and increasing their earnings. With motivation the turnover are less because the satisfied employees will never leave the job.

NATURE OF MOTIVATION: COMPLEXITIES

It is not easy to understand the complexities involved in motivating people. If an employee has an argument with his boss and fails to report to work the next day, it may appear that his behaviour is a result of the confrontation. However, his behaviour may actually be motivated by a combination of factors including overwork, family illness or some other problems. As things stand

now, the why of behaviour cannot be explained easily. Let us examine some of the factors that complicated this process:Multiple causes: Different people may have different reasons for behaving in the same manner. For example, a bank officer may join a service club because it is a good place to have business contracts; another may join because of the social atmosphere; still another joins because of the interesting programs and speakers at the club. Thus, three different whys can underline the

same behaviour, further complicating the process of inferring motivation from behaviour. For example, the motivations of people trying to pursue a certain career can spring from quite different reasons. Personality, background, experiences, group effects or many other factors can impact a persons career choice.Multiple behaviours: Further, the same motive or drive may result in different behaviour. For example, if Rao wants a promotion, he may concentrate on performing his job exceptionally well. But

Siddarth, who also wants a promotion, may take a different approach. He may try to apple polish the boss to get the promotion. Another manager, who also wants the promotion very badly, may be afraid to do anything at all for fear he will fail. The motivation for these three behaviour is the same, but it cannot be determined simply by viewing the behaviour of the managers.Motivation, obviously, is a complex subject. It is difficult to explain and predict the behaviour of employees. The introduction of an

apparently favorable motivational device may not necessarily produce the desired ends if it brings opposing motives into play. In factory, when blue-green lighting was introduced to reduce eye strain, the output of men workers increased but that of women workers decreased. On investigation, it was found that the latter disliked the change in lighting because they felt that the new lighting made them look simply ghastly. An intelligent manager is expected to look into the complex factors that go into the behaviour of employees carefully and initiate

appropriate steps to motivate them.

DETERMINANTS OF MOTIVATION

Traditionally, it is believed that employees are motivated by the opportunity to make as much money as possible and will act rationally to maximize their earnings. The assumption is that money, because of what it can buy, is the most important motivator of all people. If this is so, why do some employees oppose the introduction of piece rate plans and others refuse to take overtime? Obviously, in place of the above monistic approach (man motivated by money alone), a pluralistic explanation is required. According to the pluralistic approach, man

works to fulfill a variety of needs. Three types of forces generally influence human behaviour:forces operating within the individual,forces operating within the organization, andforces operating in the environment.

The individual: Human needs are, both numerous and complex. Some of these needs cannot be described and identified, because people hide their real needs under the cover of socially accepted behaviour. Further, each

person is different and a variety of items may prove to be motivating, depending upon the needs of the individual, the situation the individual is in, and what rewards the individual expects for the work done. It is the duty of the manager to match individual needs and expectations to the type of rewards available in the job setting.The organization: The climate in the organization must be conducive to human performance. Climate plays an important part determining workers motivation. The

organization climate is determine by a number of variables such as its leadership style autonomy enjoyed by members, growth prospectors, emotional support from members, reward structure etc.The environment: A worker does not live in two separate worlds, one inside the factory and the other outside the factory. On the job experiences and off the job experiences are inextricably interwoven and cannot be separated. Culture, norms, custom, images and attributes accorded by society to

Particular jobs, profession and occupations and the workers home life- all play a strong motivational role.

PROCESS

Unsatisfied needs: Motivation process begins when there is an unsatisfied need in a human being.Tension: The pressure of unsatisfied need gives him tension. Drive: This tension creates an urge or drive in the human being and he starts looking for various alternative to satisfy the drive. Search behaviour: After searching for alternatives the human being starts behaving according to to chosen option.

Satisfied need: After behaving in a particular manner for a long time then he evaluates that whether the need is satisfied or not.Reduction of tension: After fulfilling the needs the human being gets satisfied and his tension gets reduced.

NEED OF HIERARCHY THEORY

Motivation is a psychological phenomenon and the needs of employees play very important role in motivation. To understand the needs of human beings we must learn Maslows need hierarchy theory.Maslows need hierarchy theory: need or the desire is a very important element in motivation because the employees get motivated only for their needs and if the needs are fulfilled completely then it is not possible to motivate the employees. Maslow has given a sequence or hierarchy of needs in the following way:

Physiological needs: these needs include basic requirements for survival and maintenance of human life. The common physiological needs are food, shelter and clothing. The employees develop these needs for their survival that is why they are at the top in the sequence. These needs can be satisfied when the monetary incentives are offered by the employers.Safety and security needs: once the present day physiological needs are fulfilled then the people start thinking about their future as

they want to secure their future by making sure that in future also they continue to satisfy their physiological needs. Under safety and security there are two categories:Physical security: which means safety from illness, accident, fire etc.Economic security: which means having sufficient funds to meet the future physiological needs and to come out of physical security threat.The people who have more of safety and security need active get motivated by monetary

incentives.3.Social needs assiliation/belongings need: It means the need for love, affection, companionship, friendship etc. Once the people satisfy their physiological and safety needs then the social needs becomes more active and to fulfill the social needs the managers prefer team- work, arrange formal and informal get-togethers so that employees can develop social relationships.4.Esteem needs: These needs are related to respect and recognition. When the above

three needs are satisfied then people start demanding respect for themselves in a group. This need is more common in higher level employees. Esteem needs can be satisfied through non-monetary incentives.5.Self acutalisation needs: This need refers to realising or reaching to the aim of your life. Once the employee becomes what he wants to become it means satisfaction of his actualisation needs.For example, when a soldier faces bravely the bullet of enemy he seems to realise the self

actaulisation need.

Examples of individualMaslows needHierarchy theoryOrganisational examplesFood, shelter, clothingJob confirmation, provident fund, pension etc.Cordial relations in informal organisationPromotion, special status or title to employeessavings for phy-sical & eco-nomical securityLove, affection, friendshipMaintaining a status in societyAchievement of self aspirationPhysiological needSafety and security needSocial needEsteem needSelf actualisation needMinimum/basic salaryAchievement of goal

McGregorsTheory

INCENTIVES

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