Chapter 1

EMPLOYEES MOTIVATION PRECIMEASURE CONTROLS PVT LTD

INTRODUCTION

Human resource is of paramount importance for the success of any

organization. It is a source of strength and aid. Human resources are

the wealth of an organization which can help it in achieving its goals.

Human resource management is concerned with the human being in

an organization. It reflects a new outlook which views organization’s

manpower as its resource and assets.

MEANING

Human resource is the total knowledge, skills, talents and

aptitudes of an organization’s workforce. The resourcefulness of

various categories of people and other people available to the

organization can be treated as human resources. In the present

complex environment, no business or organization can exist and

grow without appropriate human resources. So human resource has

become the focus of attention of every progressive organization.

DEFINATION:

“Human resource management is the planning, organizing, directing

and controlling of procurement, development, compensation,

integration, maintenance and reproduction of human resources to the

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end that individual, organizational and societal objective are

accomplished.”

NEED FOR HRMHuman resource management help in creating a better understanding

between employees and management. It help worker’s in

accomplishing individual and organizational goals. This approach

has been attracting the attention of management professional in the

last decade or so.

Essentials of HRM:1. Better industrial relations.

2. Develop organizational commitment.

3. Coping with changing environment.

4. Change in political philosophy.

5. Increased pressure on employees.

HUMAN RESOURCE MANAGEMENT OBJECTIVES AND FUNCTIONS: The primary objective of HRM is to ensure the availability of a

competent and willing work force to an organization. Beyond this,

there are other objectives, too. Specifically, HRM objectives are four

fold-societal, organizational, functional and personal..

Societal objectives: To be ethically and socially responsible to the

need and challenges of society while minimizing the negative impact

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of such demands upon the organization. The failure of organization to

use their resources for the society’s benefit in ethical ways lead to

restrictions.

Organizational Objectives: To recognize the role of HRM in

bringing about organizational effectiveness. HRM objectives are not

an end in itself. It is only a means to assist the organizational with its

primary.

Functional objectives: To maintain the department’s contribution at

a level appropriate to the organization’s needs. Resources are

wasted when HRM is either more or less sophisticated to suit the

organization‘s demands.

Personal objectives: To assist employees in achieving their

personal goals, at least insofar as these goals enhance the

individual’s contribution to the organization. Personal objectives of

employees must be met if workers are to be maintained, retained

and motivated.

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Functions:

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Function of HRM

Managerial function

Operative function

Planning

Organizing

Directing

Controlling

Employment

HR Development

Compensation

Human Relations

Industrial Relations

Recent Trends in HRM


INTRODUCTION TO MOTIVATION

Motivation

The word motivation is coined from the Latin word “movere”, which means to move. Motivation is defined as an internal drive that activates behavior and gives it direction.

The term motivation theory is concerned with processes that describe why and how human behavior is activated and directed. it is regarded as one of the most important areas of organizational behavior.

DEFINITION:

Motivation is defined as the processes that account for an individual’s intensity, direction, & persistence of effort towards attaining a goal.

According to Edwin B Flippo, “Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward.

General motivation is considered with efforts towards any goal, but

we narrow our focus on organizational goals.

Management’s basic job is the effective utilization of human

resources for achievements of organizational objectives. The

personnel management is concerned with organizing human

resources in such a way to get maximum output to the enterprise and

to develop the talent of people at work to the fullest satisfaction.

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Motivation implies that one person, in organization context a

manager, includes another, say an employee, to engage in action by

ensuring that a channel to satisfy those needs and aspirations

becomes available to the person. In addition to this, the strong needs

in a direction that is satisfying to the latent needs in employees and

harness them in a manner that would be functional for the

organization.

Employee motivation is one of the major issues faced by every

organization. It is the major task of every manager to motivate his

subordinates or to create the ‘will to work’ among the subordinates. It

should also be remembered that a worker may be immensely capable

of doing some work; nothing can be achieved if he is not willing to

work. A manager has to make appropriate use of motivation to

enthuse the employees to follow them. Hence this studies also

focusing on the employee motivation among the employees of

Precimeasure controls pvt Ltd; Bangalore

Objective of motivation

Develop an open-ended bio-energy based experimentFor bioethanol production:

To expose Chemical Engineering and otherUndergraduate students to one of the baboonerySources

To bring to their attention the issues regarding theFuture of energy

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To give students experience with a flexible benchScale experiment that can be used to study the

Processes of liquefaction, saccharafication andFermentation for bioethanol production

To introduce students to various analytical andMeasurement techniques

Significance of Motivation

Motivation involves getting the members of the group to pull weight

effectively, to give their loyalty to the group, to carry out properly the

purpose of the organization. The following results may be expected if the

employees are properly motivated.

1. The workforce will be better satisfied if the management provides them

with opportunities to fulfill their physiological and psychological needs.

The workers will cooperate voluntarily with the management and will

contribute their maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their

skills and knowledge so that they are able to contribute to the progress of

the organization. This will also result in increased productivity.

3. The rates of labor’s turnover and absenteeism among the workers will be

low.

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4. There will be good human relations in the organization as friction among

the workers themselves and between the workers and the management

will decrease.

5. The number of complaints and grievances will come down. Accident

will also be low.

6. There will be increase in the quantity and quality of products.

Wastage and scrap will be less. Better quality of products will also

Increase the public image of the business

Motivation Process. 1. Identification of need

2. Tension

3. Course of action

4. Result –Positive/Negative

5. Feed back

The data needed for the study has been collected from the

employees through questionnaires and through direct interviews.

Analysis and interpretation has been done by using the statistical

tools and data’s are presented through tables and charts.

Motivation is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

Motivation is the willingness of a person to exert high levels of effort to satisfy some individual need or want.

Motivation is usually strong, when one has a vision, a clear mental image of a certain situation or achievement.

Motivation can be applied to every action and goal.

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Motivation strengthens the ambition, increases initiative and gives direction, courage, energy and the persistence to follow one's goals.

People are inherently lazy To gain most out of the employees To make employees do their best To drive employees interest towards work To arise a feeling of competition To accomplish goals To lift one up in an hour of stress

Motivation is a Challenge

Motivated and enthusiastic employees drive success

The challenge is to keep employee motivation consistent with organizational goals

There are 2 types of Motivation:1. Intrinsic Motivation

Intrinsic motivation refers to motivation that comes from inside an individual rather than from any external or outside rewards, such as money or grades.

The motivation comes from the pleasure one gets from the task itself or from the sense of satisfaction in completing or even working on a task.

An intrinsically motivated person will work on a math equation, for example, because it is enjoyable. Or an intrinsically motivated person will work on a solution to a problem because the challenge of finding a solution is provides a sense of pleasure. In neither case does the person work on the task because there is some reward involved, such as a prize, a payment, or in the case of students, a grade.

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2. Extrinsic Motivation

Extrinsic motivation refers to motivation that comes from outside an individual. The motivating factors are external, or outside, rewards such as money or grades. These rewards provide satisfaction and pleasure that the task itself may not provide.

An extrinsically motivated person will work on a task even when they have little interest in it because of the anticipated satisfaction they will get from some reward. The rewards can be something as minor as a smiley face to something major like fame or fortune. For example, an extrinsically motivated person who dislikes math may work hard on a math equation because wants the reward for completing it. In the case of a student, the reward would be a good grade on an assignment or in the class.

Factors Affecting Motivation of Staff

Motivation of staff is affected by three critical factors.....

Variable Salary scheme is payoff according the results compared to preset objectives. Since the result is directly influencing the employee he/she is more interested in target achievement. Of course, the targets should be stretching, but at same time achievable. If the target is overstretched, it will cause counter effect.

Promotion possibility is a very strong employee motivation. A person who have possibility to advance on a higher position through his career, will be charged and motivated by the fact that there is possibility to step on higher position. Very good way of motivating employee is direct communication that promotion exists and it might materialize in the future

Lateral Movement is an alternative to promotion. Lateral movement is shift of the employee to the position of the same grade, but within different function. Lateral movement is suitable for employees who are long time within a certain

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position, without possibility for further advance. Movement to the similar level position within other function can be refreshment and workplace motivation in the employee's career

Development is the continuous process of increasing the skills and capabilities of an employee. Development is the employees motivation, since the fact that the company is investing in his/her development shows trust and expectation from the individual for successful achievement of results on current, as well as future positions.

Stress/Relax Balance needs to be done skillfully. Without pressure motivation and working atmosphere can slowly but definitely deteriorate. On the other side, too much pressure can create fear and exodus of personnel. Balance is the key word.

Advanced Level of Workplace Motivation is more dynamic motivator. It is constantly motivating employees for the next step, over and over again. Therefore, its impact is more effective.

1. Individual Needs

These are the basic necessities of an individual. As said by alferd marshel humen wants are unlimited. Desire of an individual is boosted according to the the status,income,economic position etc..

2. Job Design

It is defined as “changing the content and / or process of a specific job to increase works subjective satisfaction and performance on a given job”

Meaning

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Any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employees job experience and their on the job productivity

3. Work Environments

Work environment means the milieus around a person. It is your social and professional environment in which you are supposed to interact with a number of people. All of them are to be there with you. They are working there. They are supposed to co-ordinate with you in one way or he other. They may be working under you or you may be working under them. It depends upon your position at status at a work place.

MOTIVATION

EARLY THEORIES OF The 1950s were a fruitful period in the development of motivation concepts. Three specific theories were formulated during this period, which although heavily attacked and now questionable in terms of validity, are probably still the best-known explanations for employee motivation. These are the hierarchy of needs theory, Theories X and Y, and the two-factor theory.

These theories represent a foundation from which contemporary theories have grown, and practicing managers still regularly use these theories and their terminology in explaining employee motivation.

Hierarchy of Needs Theory

It’s probably safe to say that the most well-known theory of motivation is Abraham Maslow’s hierarchy of needs. He hypothesized that

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within every human being there exists a hierarchy of five needs. These needs are:

Physiological: - Includes hunger, thirst, shelter, sex, and other bodily needs

Safety: - Includes security and protection from physical and emotional harm

Social: - Includes affection, belongingness, acceptance and friendship

Esteem: - Includes internal esteem factors such as self-respect, autonomy and achievement; and external esteem factors such as status, recognition, and attention

Self-actualization: - The drive to become what one is capable of becoming; includes growth, achieving one’s potential, and self-fulfillment

As each of these needs becomes substantially satisfied, the next need becomes dominant. In terms of the figure, the individual moves up the steps of the hierarchy. From the standpoint of motivation, the theory would say that although no need is fully gratified, a substantially satisfied need no longer motivates.

So if you want to motivate someone, according to Maslow, you need to understand what level of the hierarchy that person is currently on and focus on satisfying the needs at or above that level.

Maslow separated the five needs into higher and lower orders. Physiological and safety needs were described as lower-order and social, esteem, and self-actualization as

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Two orders were made on the premise that higher-order needs are satisfied internally (within the person), whereas lower-order needs are predominantly satisfied externally (by things such as pay, union contracts, and tenure).

Maslow’s need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theory’s intuitive logic and ease of understanding. Unfortunately, however, research does not generally validate the theory. Maslow provided no empirical substantiation, and several studies that sought to validate the theory found no support for it.

Theory X and Theory Y

Douglas McGregor proposed two distinct views of human beings: one basically negative, labelled Theory X, and the other basically positive, labelled Theory Y. After viewing the way the managers dealt with employees, McGregor concluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and that he/she tends to mould his/her behaviour toward employees according to these assumptions. Under Theory X, the four assumptions held by managers are:

1. Employees inherently dislike work and, whenever possible, will attempt to avoid it.

2. Since employees dislike work, they must be coerced, controlled or threatened with punishment to achieve goals.

3. Employees will avoid responsibilities and seek formal direction whenever possible.

4. Most workers place security above all other factors associated with work and will display little ambition.

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In contrast to these negative views about the nature of human beings, McGregor listed the four positive assumptions that he called Theory Y:

1. Employees can view work as being as natural as rest or play. 2. People will exercise self-direction and self-control if they are

committed to the objectives. 3. The average person can learn to accept, even seek,

responsibility. 4. The ability to make innovative decisions is widely dispersed

throughout the population and is not necessarily the sole province of those in management positions.

What are the motivational implications if you accept McGregor’s analysis? The answer is best expressed in the framework presented by Maslow. Theory X assumes the lower-order needs dominate individuals. Theory Y assumes that higher-order needs assume dominate individuals. McGregor himself held to the belief that Theory Y assumptions were more valid than Theory X. Therefore, he proposed ideas such as participative decision-making, responsible and challenging jobs, and good group relations as approaches that would maximize an employee’s job motivation. Two-Factor Theory

The two-factor theory (sometimes also called as motivation-hygiene theory) was proposed by psychologist Frederick Hertzberg. In the belief that an individual’s relation to work is basic and that one’s attitude toward work can very well determine success or failure, Hertzberg investigated the question, “What do people from their jobs?” He asked people to describe, in detail, situations in which they felt extremely good or bad about their jobs. These responses were then tabulated and categorized.

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According to Hertzberg, the factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. Therefore, managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily motivation. They will be placating their workforce rather than motivating them. As a result, conditions surrounding the job such as quality of supervision, pay, company policies, physical working conditions, relations with others, and job security were characterized by Hertzberg as hygiene factors.

Behavioral Modification Theory;

According to this theory people behavior is the outcome of favorable and

unfavorable past circumstances. This theory is based on learning theory.

Skinner conducted his researches among rats and school children. He found

that stimulus for desirable behavior could be strengthened by rewarding it at

the earliest. In the industrial situation, this relevance of this theory may be

found in the installation of financial and non financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase of low standard work may also produce the desired result. However, researches show that it is generally more effective to reward desired behavior than to punish undesired behavior.

Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.

The intellectual basis for most of motivation thinking has been provided by

behavioral scientists, A.H Maslow and Frederick Heizberg, whose published

works are the “Bible of Motivation”. Although Maslow himself did not

apply his theory to industrial situation, it has wide impact for beyond

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academic circles. Douglous Mac Gregor has used Maslow’s theory to

interpret specific problems in personnel administration and industrial

relations.

The crux of Maslow’s theory is that human needs are arranged in hierarchy

composed of five categories. The lowest level needs are physiological and

the highest levels are the self actualization needs. Maslow starts with the

formation that man is a wanting animal with a hierarchy of needs of which

some are lower ins scale and some are in a higher scale or system of values.

As the lower needs are satisfied, higher needs emerge. Higher needs cannot

be satisfied unless lower needs are fulfilled. A satisfied need is not a

motivator. This resembles the standard economic theory of diminishing

returns. The hierarchy of needs at work in the individual is today a routine

tool of personnel trade and when these needs are active, they act as powerful

conditioners of behavior- as Motivators.

Hierarchy of needs; the main needs of men are five. They are physiological

needs, safety needs, social needs, ego needs and self actualization needs, as

shown in order of their importance.

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Self- Actualization

Ego Needs

Social Needs

Safety Needs

Physiological Needs


The above five basic needs are regarded as striving needs which make a

person do things. The first model indicates the ranking of different needs.

The second is more helpful in indicating how the satisfaction of the higher

needs is based on the satisfaction of lower needs. It also shows how the

number of person who has experienced the fulfillment of the higher needs

gradually tapers off.

Physiological or Body Needs: - The individual move up the ladder

responding first to the physiological needs for nourishment, clothing and

shelter. These physical needs must be equated with pay rate, pay practices

and to an extent with physical condition of the job.

Safety: - The next in order of needs is safety needs, the need to be free from

danger, either from other people or from environment. The individual want

to assured, once his bodily needs are satisfied, that they are secure and will

continue to be satisfied for foreseeable feature. The safety needs may take

the form of job security, security against disease, misfortune, old age etc as

also against industrial injury. Such needs are generally met by safety laws,

measure of social security, protective labor laws and collective agreements.

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Social needs: - Going up the scale of needs the individual feels the desire to

work in a cohesive group and develop a sense of belonging and

identification with a group. He feels the need to love and be loved and the

need to belong and be identified with a group. In a large organization it is

not easy to build up social relations. However close relationship can be built

up with at least some fellow workers. Every employee wants too feel that he

is wanted or accepted and that he is not an alien facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for status

and recognition, respect and prestige in the work group or work place such

as is conferred by the recognition of ones merit by promotion, by

participation in management and by fulfillment of workers urge for self

expression. Some of the needs relate to ones esteem

e.g.; need for achievement, self confidence, knowledge, competence etc. On

the job, this means praise for a job but more important it means a feeling by

employee that at all times he has the respect of his supervisor as a person

and as a contributor to the organizational goals.

Self realization or Actualization needs: - This upper level need is one which when satisfied provide insights to support future research regarding strategic guidance for organization that are both providing and using reward/recognition programs makes the employee give up the dependence on others or on the environment. He becomes growth oriented, self oriented, directed, detached and creative. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal. This is the need which totally lies within oneself and there is no demand from any external situation or person

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MODERN THEORIES OF MOTIVATION

ERG theory

Clayton Alderfer has reworked Maslow’s need hierarchy to align it more closely with the empirical research. His revised need hierarchy is labeled ERG theory. Alderfer argues that there are three groups of core needs-Existence, Relatedness, and growth—hence, the label ERG theory. The existence group is concerned with providing our basic material existence requirements. They include the items that Maslow considered to be physiological and safety needs. The second group of needs are those of relatedness—the desire we have for maintaining important interpersonal relationships. These social and status desires require interaction with others if they are to be satisfied, and they align with Maslow’s social need and the external component of Maslow’s esteem classification. Finally, Alderfer isolates growth needs—an intrinsic component from Maslow’s esteem category and the characteristics included under self-actualization.

In contrast to hierarchy of needs theory, the ERG theory demonstrates that (1) more than one need may be operative at same time, and (2) if the gratification of a higher-level need is stifled, the desire to satisfy a lower-level need increases.

ERG theory also contains a frustration-regression dimension. ERG theory counters by noting that when a higher-order need level is frustrated, the individual’s desire to increase a lower-level need takes place.

McClelland’s Theory of needs

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McClelland’s theory of needs was developed by David McClelland and his associates. The theory focuses on three needs: achievements, power, and affiliation. They are defined as follows:

Need for achievement:

The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for power:

The need to make others behave in a way that they would not have behaved otherwise.

Need for affiliation:

The desire for friendly and close interpersonal relationships.

Some people drive to succeed. They are striving for personal achievements rather than rewards of success as per work done. They have a desire to do something better or more efficiently than it has been done before. This drive is the achievement need. From research into the achievement need, McClelland found that high achievers differentiate themselves from others by their desire to do things better.

Goal-Setting theory

Gene Broadwater coach of the Hamilton high school cross-country team gave his squad these last words before they approached the line for the league championship race: “each one of you is physically ready. Now, get out there and do your best. No one can ever ask more of you than that.”

The research on goal setting theory addresses these issues, and the findings, as you will see, are impressive in terms of the effect that goal specificity, challenge, and feedback have no performance.

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In late 1960s, Edwin Locke proposed that intentions to work toward a goal are a major source of work motivation. That is, goal tells an employee what needs to be done and how much effort need to be expended. The evidence strongly supports the value of goals. More to the point, we can say that specific goals increase performance; that difficult goals, when accepted, result in higher performance than do easy goals; and that feedback leads to higher performance than does no feedback.

Goal-setting theory presupposes that an individual is committed to the goal; that is, is determined not to lower or abandon the goal. This is most likely to occur when goals are made public, when the individual has an internal locus of control, and when the goals are self-set rather than assigned.

Equity Theory

It means individuals compare their job inputs and outcome with those of others and then respond to eliminate any inequities.

This theory is based on the example of Ms Jane Pearson who graduated from the state university with a degree in accounting and working with 'G5' a public accounting firm with a monthly salary of $4,550.

However Jane’s motivational level has dropped dramatically due to the hiring of the fresh college graduate out of the state university who lacks the one year experience which Jane has gained and was paid $4,800 which was more than Jane’s salary.

In this case Jane’s situation illustrates the role that equity plays in motivation. Employees make comparisons of their job inputs and outcomes relative to those of others.

In other words if we perceive our ratio to be equal to that of the relevant others with whom we compare ourselves, a state of equity is said to be exist. When we see the ratio as unequal we experience

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equity tension and when over rewarded, the tension creates guilt. The referent that an employee selects adds to the complexity of equity theory. There are 4 referent comparisons that an employee can use:

1. Self-inside.

2. Self-outside.

3. Other-inside.

4. Other-outside.

Which referent an employee chooses will be influenced by the information the employee holds about referents as well as by the attractiveness of the referent.

Employees with short tenure in their current organization tend to have little information about others and on the long tenure rely more heavily on co-workers for comparison.

Equity theory is also related with the pay of the employees. Thus on these grounds, the theory establishes the following 4 propositions related to inequitable pay:

1. Given payment on time, over rewarded employees will produce more than will equitably paid employees.

2. Given payment by quantity of production, over rewarded employees will produce fewer, but higher-quality, units than equitably paid employees.

3. Given payment on time, under rewarded employees will produce poorer quality of output.

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4. Given payment by quality of production, under rewarded employees will produce a large no of low-quality units in comparison with equitably paid employees.

These propositions have generally been supported with few minor qualifications.

Conclusion of equity theory:-

The equity theory demonstrates that, for most employees, motivation is influenced significantly by relative rewards as well by absolute rewards. But some key issues related to this theory are still unclear.

Expectancy Theory:-

Currently, one of the most widely accepted explanations of motivation is victor vroom's Expectancy Theory. Although it has its critics, most evidence is supportive of the theory.

Meaning:-

"The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual". In more practical terms, expectancy theory says that an employee will be motivated to accept a high level of pressure when he or she believes that effort will lead to a good performance appraisal; which will lead to good org rewards such as bonus, a salary increase, or a promotion; and that the rewards will satisfy the employee's personal goals. The theory therefore focuses on three relationships:-

1. Effort performance relationship.

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2. Performance-reward relationship.

3. Rewards-personal goals relationship.

Thus expectancy theory helps to explain why lot of workers aren't motivated on their job and do only the minimum necessary to get by.

In summary, the key to expectancy theory is the understanding of an individual's goals and the linkage b/w effort and performance, between performance and rewards and, finally, between the rewards and individual goal satisfaction. As a contingency model, expectancy theory recognizes that there is no universal principle for explaining everyone's motivation. In addition, just because we understand what needs a person seeks to satisfy does not ensure that the individual perceives high performance as necessarily leading to the satisfaction to these needs.

4. Because of complications like methodological, criterion, and measurement problems, this theory is viewed with caution.

Methods used to motivate employees in the organization:

A question was also aimed at finding out whether the ministry had many methods of motivating employees, according to the data it is clear that the organization does not use many methods to motivate workers, from the data only 27% agree that the organization has put in place many methods to motivate workers, 50% disagree that the organization has not put in place appropriate methods to motivate workers, for this reason there fore it is clear that the organization ahs to adopt other employee motivation strategies such as monetary rewards method of motivation.

Worker recognition:

From the study also there was evident that workers are not appropriately recognized for their contribution in the organization, this is evident from the data collected regarding the organizations

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recognition for their contribution, also regarding the evaluation of their performance the workers do not really agree that they are properly evaluated fairly in the organization, worker recognition data was as follows:

This data shows that the employees are not properly recognized in the organization, also the ministry does not fairly recognizer the contributions made by its employees, and for this reason therefore this is a draw back into the achievement of motivation in the organization. Therefore the organization has a weakness in that it does not provide proper recognition of reward system to its employees, also that there only a few motivational activities in the organization. In conclusion therefore regarding recognition the organization should initiate programs that help in the fair recognition of contributions of the workers.

Skills and motivation:

The provision of training to workers is also a way of promoting empowerment and motivation, a large number of respondents agree that their skills match their skills and that they clearly understand their responsibilities in the organization, the organization also offers training programs to its employees, however a large number of respondents agree that their job needs more skills and therefore there is need to increase the training program in the organization to motivate the workers and enable them to properly fit in their role played in the organization.

Promotions:

Promotions in the organizations are not fair, this is according to the data collected regarding promotion, majority of the respondents disagreed that the promotion system in the organization is satisfactory. For this reason therefore it is clear that this will discourage workers to be motivated and satisfied with their job. The data below summaries the responses:

From the above chart 46% disagree that promotion is satisfactory while only 38 state that promotion is satisfactory, for this reason

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therefore there is need to change the promotion system in the organization to motivate more workers as a way of achieving productivity.

IncentivesAn incentive is something which stimulates a person towards some

goal. It activates human needs and creates the desire to work. Thus,

an incentive is a means of motivation. In organizations, increase in

incentive leads to better performance and vice versa.

2.7.1 Need for IncentivesMan is a wanting animal. He continues to want something or other.

He is never fully satisfied. If one need is satisfied, the other need

arises. In order to motivate the employees, the management should

try to satisfy their needs. For this purpose, both financial and non

financial incentives may be used by the management to motivate the

workers. Financial incentives or motivators are those which are

associated with money. They include wages and salaries, fringe

benefits, bonus, retirement benefits etc. Non financial motivators are

those which are not associated with monetary rewards. They include

intangible incentives like ego-satisfaction, self-actualization and

responsibility.

INCENTIVES

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Financial Incentives Non-

financial incentives

- Wages and Salaries. -

Competition

- Bonus - Group

recognition

- Medical reimbursement - Job

security

- Insurance - Praise

- Housing facility -

Knowledge of result

- Retirement benefits. -

Workers participation.

-

Suggestion system.

- Opportunities for

growth

2.8 Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you

cannot force it to drink; it will drink only if it's thirsty - so with people.

They will do what they want to do or otherwise motivated to do.

Whether it is to excel on the workshop floor or in the 'ivory tower' they

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must be motivated or driven to it, either by themselves or through

external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no,

they can be motivated, for motivation is a skill which can and must be

learnt. This is essential for any business to survive and succeed.

Performance is considered to be a function of ability and motivation,

thus:

Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its

improvement is a slow and long process. On the other hand

motivation can be improved quickly. There are many options and an

uninitiated manager may not even know where to start. As a

guideline, there are broadly seven strategies for motivation.

There are broadly seven strategies for motivation.

Positive reinforcement / high expectations

Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

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http://accel-team.com/motivation/employeeRewards_00.html

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Essentially, there is a gap between an individual’s actual state and

some desired state and the manager tries to reduce this gap.

Motivation is, in effect, a means to reduce and manipulate this gap.

Managers' abilities:

From the study it was also evident that the majority of workers were confident and satisfied with the managers skills, over half of the respondents agreed that they were satisfied with the skills of their managers. Managers are promoted from existing workers and therefore this can support the promotion system of the workers, for this reason the organization has not faired badly regarding promotion, the reason why the workers disagree on the effectiveness of the promotion system may be because they would all want to be promoted and therefore will disagree that other workers are more skilled than they are, for this reason therefore the choosing of managers in the organization is more skilled and that they perform their duties effectively.

From the above discussion therefore it is evident that the ministry has its own strength and weaknesses regarding employee motivation, one of most observed strength regarding this subject is the promotion of employee confidence and job security, the majority of the workers are proud to work with the company and also that the majority of the respondents have a felling that they have secured a long term job and therefore there is job security.

The provision of training programs in the organization is also a major strength in the organization, this has helped improve the skills of workers although more workers still agree that their jobs need more skill, it is also evident that the workers skill fit their job description and that they are well aware of their roles in the organisation, this is a strength that has helped achieve motivation.

All the strengths associated with the ministry have aided in the promotion of the motivation of workers, however weaknesses such as

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the existence of few methods of promoting workers motivation have failed the organisation, majority of individuals agree that the promotion in the organisation is not fair and the system is not as appropriate as required.

From the interview with the manger which was a face to face interview the manager agreed that motivation is one way in which any organisation can improve the productivity of its workers, motivation and job satisfaction is a key to the success of any organisation, the manager also agreed that the organisation has motivational strategies put in place but this has been hindered by the ministries policies, as an organisation there are rules and regulations that must be followed in the workplace, for this reason the promotion and rewards system is determined by top executives in the ministry and therefore managers have little to do in order to motivate workers, however managers use verbal recommendations for workers who perform their duties effectively.

Employee rewards and motivation follows the instructions given from the ministry, this however has enabled the employees to be motivated and this has also been achieved through proper communication in the ministry, there is proper communication in the organisation and the employees are well aware of what is happening in the organisation, there also exist mutual relationships in the organisation and also training programs that aid in achieving motivation in the organisation

The interview with the manger also revealed that the ministry has many workers and therefore the rewards system may not be viewed as fair and appropriate by al its workers, for this reason therefore there is a need to reach all the workers in order to motivate them, this is because some workers are dissatisfied by the reward and promotional system in the ministry.

Conclusion;

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The paper reviews the theories of employee motivation which include theories by Sigmund Freud, Douglas McGregor and Abraham Maslow. Sigmund theory of employee motivation was based on the assumption that workers must be coerced to work, the theory by Douglas McGregor states that the workers are ready to learn and therefore there must be organizational learning that will motivate workers and finally Abraham Maslow introduced the hierarchy of need that every organisation should be aware of and which may be important in the determination of the level of motivation in any organisation.

From the above case study of employee motivation in the ministry of education it is clear that worker motivation is achieved through rewards systems, monetary rewards, recognition of workers, offering training programs to improve skills, improvement of confidence, job security enhancement and finally through proper communication.

In this study it is also clear that there is a difference between motivation strategies in the public sector and the private sector, this is because in the public sector the orders and instructions will determine the direction which these strategies follow. In the private sector however the motivation strategies may be more effective than in the public sector because the reward system in more flexible and does not follow instruction, the rewards in the private sector recognise all employees through performance and role played.

It is evident there exist some weakness in the motivation structure of the ministry, this is because the promotion strategy of the organisation is not satisfactory to all its employees, also there is a weakness where less individuals agree that there are many methods to promote the workers, for this reason therefore the ministry should adjust their motivation strategy and aim at rewarding all the workers who perform their duties effectively and also to put in place more motivation method in the ministry. The promotion system should also be changed into a more fair and appropriate system in order to motivate the workers.

However despite the various weaknesses that the ministry posses there is also evidence of strengths in the organisation and this is

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through their ability to provide a training program in the ministry, there is also proper communication channels between the workers and the managers and this motivates the workers. However the ministry does not reward its workers through monetary rewards and this is one of the draw backs in motivation, another problem is that the strategies and instruction are provided by the ministry and therefore they are not flexible leading to under recognition of role played by the workers.

Finally it is clear that there are many advantage associated with motivation of workers, one advantage is that worker loyalty is increased and also that there is increased productivity of the workers, therefore the motivation of workers in any organisation will increase competitive advantage over its rivals and lead to success of the organisation. However there is a need to undertake further research on other ministries and also other organisation that will help us determine the importance of employee motivation.

Reinforcement theory

Reinforcement theory is the process of shaping behavior by controlling the consequence of the behavior. In this theory a combination of rewards and /or punishments is used to reinforce desired behavior or extinguish unwanted behavior.

Reinforcement theory is one of the oldest theories of sometimes referred to as operant conditioning.

The theory has 3 key variables 1. Stimulus2. Response3. Reward

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Chapter 1

Documents

Transcript of Chapter 1