MINISTRY OF EDUCATION AND SCIENCE OF UKRAINEKHARKIV NATIONAL UNIVERSITY OF ECONOMICS

Management and Businessdepartment

THE MOTIVATION OF EMPLOYEES’ LABOR

Student: Ovsiy A.V.Management and Marketing facultyGroup 013 A

Supervisor: Naipak D.V.

Kharkiv 2013

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CONTENTS

Introduction........................................................................................................................31. Theoretical aspects of motivation..................................................................................5

1.1 Definition and kinds of motivation...........................................................................51.2 Theories of motivation............................................................................................11

2. Analysis of motivation.................................................................................................222.1 Motivation and frustration......................................................................................222.2 Employee motivation and organizational effectiveness..........................................27

3. Improving employee motivation..................................................................................33Conclusions......................................................................................................................37References........................................................................................................................38

INTRODUCTION

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The job of a manager in the workplace is to get things done through employees.

To do this the manager should be able to motivate employees. Motivated employees are

needed in our rapidly changing workplaces. Motivated employees help organizations to

survive. Motivated employees are more productive. To be effective, managers need to

understand what motivates employees within the context of the roles they perform.

Nowadays managers ignore the problem of emloyees’ motivation. These problems

arise because they pay major part of their attention to the results and not to the process

and methods of workers’ motivation.

Employee motivation has always been a central problem for leaders and

managers. Unmotivated employees are likely to spend little or no effort in their jobs,

avoid the workplace as much as possible, exit the organization if given the opportunity

and produce low quality work. On the other hand, employees who feel motivated to

work are likely to be persistent, creative and productive, turning out high quality work

that they willingly undertake. There has been a lot of research done on motivation by

many scholars, but the behavior of groups of people to try to find out why it is that every

employee of a company does not perform at their best has been comparatively

unresearched. Many things can be said to answer this question; the reality is that every

employee has different ways to become motivated. Employers need to get to know their

employees very well and use different tactics to motivate each of them based on their

personal wants and needs.

There are some different methods of employees’ motivation which already exist

and were descripted in different scientific researches by Gerchikov V., but they are

morally out-of-date and aren’t effective in nowadays environment.

The objectives of this paper are:

1. To develop the peculiarities of the motivation process.

2. To improve possible ways of motivation of workers.

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The task of this research is proving of oudating of some methods of workers’

motivation and developing and installing new ones which are more appropriate to

nowadays environment.

The object of this scientific research is relationships between managers and their

employees. And subject is methods of motivation the company’s employees.

No matter the size of your company, having a team of motivated, hard-working

employees is crucial to your business success. When people lose their motivation,

however, their job performance suffers -- they become less productive, less creative, less

of an asset to the company. The bottom line: You pay a heavy price when employees

have motivation issues.

The practical value of this paper is to approve the results of the research on

practice. The methods presented in this research paper should improve ways employees’

motivation and thereby improve the efficiency of their work. This proposed research is

needed to improve employees' performance at the workplace, to retain employees and to

help companies establish a good image. If a company's employees do not acquire this

motivation then the company could lose large amounts of money, customers or even go

out of business. On the other hand if that company's employees are well trained and

motivated by their employers it could have great income potential, keep loyal customers

and gain a lot of market share.

This research would help many managers and leaders in our society to identify the

things that they need to do in order to successfully motivate their employees to perform

at their best. As a manager this knowledge will therefore help me to understand what

new strategies I could implement in order to motivate employees to achieve optimal

business results. It is evident that there is a need for this study because of the many

companies that are constantly spending money on various ways to increase employee

motivation.

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1. THEORETICAL ASPECTS OF MOTIVATION

1.1. Definition and kinds of motivationMotivation is a phrase that describes a process which controls, elicits and sustains

specific behaviors. Motivation is actually a group of phenomena that affect the nature of

the individual’s behavior, the power of the behavior, as well as the persistence from the

behavior.

In other words, motivation is a word used to refer to the reason or reasons for

engaging in a particular behavior – especially human behavior. These reasons may

include a drive, a need, a desire to achieve a goal, a state of being, or an ideal. In human

beings, motivation involves both conscious and subconscious drives.

The definition of motivation is always to give reason, enthusiasm, interest or

incentive which causes a certain behavior or specific action. Motivation exists in every

life perform. Simple acts for example; eating are motivated through hunger. Education

will be motivated by desire regarding knowledge. Motivators could be anything through

reward for coercion.

There are three major components to motivation: activation, persistence and

intensity. Activation involves the decision to initiate a behavior, such as enrolling in a

psychology class. Persistence is the continued effort toward a goal even though

obstacles may exist, such as taking more psychology courses in order to earn a degree

although it requires a significant investment of time, energy and resources. Finally,

intensity can be seen in the concentration and vigor that goes into pursuing a goal. For

example, one student might coast by without much effort, while another student will

study regularly, participate in discussions and take advantage of research opportunities

outside of class.

In economics, the term “motivation” has become widely applicable nowadays.

The concept of “motivation” can be defined in a number of ways, therefore today there

are dozens of different definitions of this term which are shown in Table 1.1.

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Table 1.1

Definitions of motivation

ConceptDefinition Key word Source

Motivation

The psychological feature that arouses an organism to action toward a desired goal and elicits, controls, and sustains certain goal directed behaviors.

Psychological

feature(wikipedia.org)

Motivation

A reason or reasons for acting or behaving in a particular way.

Reason(oxforddictionaries.com

)

An internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal.

Factors(businessdictionary.co

m)

Motivation Literally the desire to do things.

Desire (psychologytoday.com)

Motivation

A process that initiates, guides and maintains goal-oriented behaviors.

Process(psychology.about.com

)

Motivation A process governing choices made by

person among alternative forms of voluntary activity.

Process (investorwords.com)

Motivation The result of process, internal or

external to the individual that arouse enthusiasm and persistence to pursue a certain course of action.

Process (biztaxlaw.about.com)

Motivation

A process that starts with a physiological or psychological deficiency or need that activates behavior or a drive that aimed at a goal or an incentive

Process(businessdictionary.co

m)

Motivation

How behavior gets started is energized, is sustained, is directed, is stopped, and what kind of subjective reaction is present in the organism while all this is going on.

Reaction (duhaime.org)

To define motivation requires a look at the types, theories, and techniques of

motivation. Motivation is a fascinating, necessary, and complex function of being

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human. Different types of motivation are frequently described as being either extrinsic

or intrinsic [1].

Intrinsic motivation refers to motivation that is driven by an interest or enjoyment

in the task itself, and exists within the individual rather than relying on external

pressures or a desire for reward. Intrinsic motivation has been studied since the early

1970s. Students who are intrinsically motivated are more likely to engage in the task

willingly as well as work to improve their skills, which will increase their capabilities.

Students are likely to be intrinsically motivated if they: attribute their educational results

to factors under their own control, also known as autonomy, believe they have the skills

to be effective agents in reaching their desired goals, also known as self-efficacy beliefs

are interested in mastering a topic, not just in achieving good grades.

Extrinsic motivation refers to the performance of an activity in order to attain an

outcome. Extrinsic motivation comes from outside of the individual. Common extrinsic

motivations are rewards (for example money or grades) for showing the desired

behavior, and the threat of punishment following is behavior. Competition is in an

extrinsic motivator because it encourages the performer to win and to beat others.

Extrinistic motivation

External regulation Introjection Identification

Integration

Intristic motivation

A motivationREGULATORY STYLES

Percieved non-contigencyLow perceived competenceNonrelevanceNonintentionality

ASSOCIATED PROCESSES

PERCEIVED LOCUS OF CASUALITY

Impersonal External Somewhat External

Somewhat Internal

Internal

Saliance of extrinsic

rewards or publishments Compliance/ Reactuance

Ego involvement Focus on approval from self of others

Conscious valuing of activity Self-endorsement of goals

Hierarchical synthesis of goals Congruence

Interest/ Enjoyment Inherent satisfaction

Internal

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Fig. 1.1. Intrinsic and extrinsic motivations

Social psychological research has indicated that extrinsic rewards can lead to

overjustification and a subsequent reduction in intrinsic motivation. In one study

demonstrating this effect, children who expected to be (and were) rewarded with a

ribbon and a gold star for drawing pictures spent less time playing with the drawing

materials in subsequent observations than children who were assigned to an unexpected

reward condition. While the provision of extrinsic rewards might reduce the desirability

of an activity, the use of extrinsic constraints, such as the threat of punishment, against

performing an activity has actually been found to increase one’s intrinsic interest in that

activity. In one study, when children were given mild threats against playing with an

attractive toy, it was found that the threat actually served to increase the child’s interest

in the toy, which was previously undesirable to the child in the absence of threat [1].

For those employees who received no extrinsic reward, self-determination theory

proposes that extrinsic motivation can be internalized by the individual if the task fits

with their values and beliefs and therefore helps to fulfill their basic psychological

needs.

There are many different forms of motivation. Each one influences behavior in its

own unique way. No single type of motivation works for everyone. People’s

personalities vary and so accordingly does the type of motivation, that is most effective

at inspiring their conduct:

1. Incentive is a form of motivation that involves rewards, both monetary and

nonmonetary is often called incentive motivation. Many people are driven by the

knowledge that they will be rewarded in some manner for achieving a certain target or

goal. Bonuses and promotions are good examples of the type of incentives that are used

for motivation.

This motivation involves rewards. People who believe that they will receive

rewards for doing something are motivated to do everything they can to reach a certain

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goal. While achievement motivation is focused on the goal itself, incentive motivation is

driven by the fact that the goal will give people benefits. By offering incentives,

companies hope to raise productivity and motivate their employees to work harder.

2. Nurturance motivation is manifest by a mothering nature. The need to

nurture motivates us to give support, help, service and gifts to others, no strings

attached. An important factor in this motivational type is knowing you are lending

comfort or a listening ear. The nurturance need is associated with the ability to

empathize and respond to the needs of others. The need to display nurturing or

mothering tendencies often finds an outlet in service professions. Great teachers,

counselors and mothers typically manifest nurturance motivation.

3. Fear. This is often a motivation imposed on a person from an external

source, such as an employer. It is the opposite of incentive motivation where rewards are

forthcoming for meeting specific objectives. Many employers consider the worry of

being penalized for not doing something correctly an efficient way to keep employees

focused and on their toes. Internally, the feeling of need for change, due to the pain and

fear of remaining in a situation, often is a catalyst for this motivation type.

Fear motivation involves consequences. This type of motivation is often one that

is utilized when incentive motivation fails. In a business style of motivation often

referred to as the, “carrot and stick,” incentive is the carrot and fear is the stick.

Punishment or negative consequences are a form of fear motivation. This type of

motivation is commonly used to motivate students in the education system and also

frequently in a professional setting to motivate employees.

4. Achievement motivation is also commonly referred to as the drive for

competency. This kind of motivation refers to defining, pursuing and attaining goals. It

can be combined with the drive to be good at something. Achievement-motivated people

like work, responsibility and take pride in solving problems. Accomplishment is vital for

its own sake. Rewards are not the motivating factor. When the goal has been achieved,

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these people move right on to the next goal without wasting any time. High levels of

dedication, persistence and energy are characteristics of this motivation type.

However, in certain circumstances be motivation for achievement may involve

external recognition. It is necessary to have a desire or need to receive positive feedback

from both peers and superiors. This may include anything from an award to a simple pat

on the back for a job well done.

5. Growth is the need for self-improvement is truly an internal motivation. A

burning desire to increase knowledge of the outside world can be a very strong form of

motivation. People seek to learn and grow as individuals.

Motivation for growth can also be seen in yearning for change. Many people are

wired by personality or upbringing to constantly seek a change in either external or

internal environment or knowledge.

6. Security. A deep concern for the future is the basis of security motivation.

This motivation often appears early in life, often in the late teens and early 20s. The

feeling that accumulating money and material possessions eases and shelters the

pathway to the future is often the driving force behind this motivation. Change and risk-

taking are typically stressful. Having steady work and dependable income rate high on

their comfort level.

7. Power and Influence. The promise of power and prestige is an intense

motivational trigger for some people. It drives them to put in long hours and extra effort

to accomplish their goals. Competition with others is evidenced in this motivational

type. Influence, leadership, desire to control and responsibility for others are by-products

of a power position that tend to enhance its strength as motivating factor. Positive

aspects of this motivation are concerned with achieving results through the efforts of

others. Negative manifestation is characterized by using power for personal

aggrandizement. [2]

People want to have choices and control over lives and strive for the ability to

direct the manner in which the way their lives will unfold in the future. The desire for

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control is stronger in some people than others. In some cases, the craving for power

induces people to harmful, immoral, or illegal behavior. In other situations, the longing

for power is merely a desire to affect the behavior of others.

8. Affiliation. Having a career or achieving specific goals is not as important

as being affiliated with a certain person or group. A strong desire for love and

acceptance is part of this motivation type. There is a drive to relate to people on a social

basis. Having a support system is crucial. Often this type of motivation is recognized

when a person bypasses personal goals to dedicate his life to another person or group.

Compliments, good attitude and cooperation are valued by this motivational type.

A genuine and passionate desire to contribute and to make a difference in the lives

of others can be another form of social motivation.

The real importance of understanding the different types of motivation is in our

ability to determine which form of motivation is the most effective for inspiring the

desired behavior in either others or ourselves. None of these styles of motivation is

inherently good or bad, the positive or negative outcome is truly determined by the way

they are used.

1.2. Theories of motivationUnderstanding what motivated employees and how they were motivated was the

focus of many researchers following the publication. Five major approaches that have

led to our understanding of motivation are Maslow's need-hierarchy theory, Herzberg's

two-factor theory, Vroom's expectancy theory, David c McClelland's motivational needs

theory, and Skinner's reinforcement theory:

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1. In 1943 a psychologist Mr. Abraham Harold Maslow suggested his Theory of

Human Motivation. His theory is one popular and extensively cited theory of

motivation. Maslow's theory is based on the Hierarchy of Human Needs. According to

Maslow, human behavior is related to his needs. It is adjusted as per the nature of needs

to be satisfied. In hierarchy of needs theory, Maslow identified five types / sets of human

need arranged in a hierarchy of their importance and priority. He concluded that when

one set of needs is satisfied, it ceases to be a motivating factor. Thereafter, the next set of

needs in the hierarchy order takes its place. These needs in hierarchy can be compared to

a pyramid (fig. 1.2). At the lowest level, there will be first set of needs which can be

described as basic needs and are universal in character. This will be followed by other

sets of needs. [3]

Fig. 1.2. Pyramid of Maslow

morality, creativity,

spontaneity, problem solving, lack of prejudice,

acceptance of facts

Self-esteem, confidence, achievement, respects of others, respect by others

Friendship, family, sexual intimacy

Security of: body, employment, resources, morality, the family, health, property

Breathing, food, water, sex, sleep, homeostasis, excretionPhysiological

Safety

Love/ belonging

Esteem

Self-actualization

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Maslow's Assumptions in Hierarchy of Needs Theory are :

man is a wanting being, i.e. his wants are growing continuously even when some

wants are satisfied. Human needs are of varied and diversified nature. They can be

arranged in a hierarchy of importance progressing from a lower to a higher order of

needs;

needs have a definite hierarchy of importance. As soon as needs on a lower level

are fulfilled, those on the next level will emerge and demand satisfaction. This suggests

that bread (food) is essential and is a primary need of every individual. According to

Maslow, "Man lives by bread alone when there is no bread." However, he feels the other

needs when his physiological needs are fulfilled. In brief, bread is important but man

does not live by bread alone. There are other needs (security / safety, social, esteem and

self actualisation which influence behavior of people (employees) to work. This is the

basic feature of Maslow's need hierarchy. Attention to all human needs is essential for

motivation of employees. Attention to the provision of bread alone is not adequate for

motivating employees. Bread can act as motivating factor when there is no bread but

when it is available, its use as motivator comes to an end. Here, other motivators (e.g.

security of job, social status, etc.) will have to be introduced for motivating employees.

Attention to other needs such as security needs, social needs, esteem needs and self

actualisation needs is equally important and essential for the motivation of different

categories of employees. Maslow, in his theory, has referred to different needs and

suggested that attention needs to be given to all such needs as attention to physiological

needs alone is not adequate for motivating employees. According to Maslow, "Man does

not live by bread alone". This conclusion of Maslow is a practical reality and needs to be

given adequate attention while motivating employees;

a satisfied need does not act as a motivator;

as one need is satisfied, another replaces it. conscious level and thus they not

much affected by social or cultural circumstances.

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2. Frederick Herzberg's motivational theory. Frederick Herzberg was a well

respected American who has contributed greatly to the way in which managers think

about motivation at work. He first published his theory in 1959 in a book entitled ‘The

Motivation to Work’ and put forward a two factor content theory which is often referred

to as a two need system. It is a content theory which explains the factors of an

individual’s motivation by identifying their needs and desires, what satisfies their needs

and desires and by establishing the aims that they pursue to satisfy these desires.

Herzberg’s original research was undertaken in the offices of engineers and

accountants rather than on the factory floor and involved interviewing over two hundred

employees. His aim was to determine work situations where the subjects were highly

motivated and satisfied rather than where the opposite was true and his research was

later paired with many studies involving a broader sampling of professional people [4].

In his findings Herzberg split his factors of motivation into two categories called

hygiene factors and motivation factors. The Hygiene factors can de-motivate or cause

dissatisfaction if they are not present, but do not very often create satisfaction when they

are present; however, Motivation factors do motivate or create satisfaction and are rarely

the cause of dissatisfaction. The two types of factors may be listed as follows in order of

importance (fig. 1.2):

Hygiene Factors (leading to dissatisfaction):

company policy;

supervision;

relationship with boss;

work conditions;

salary;

relationship with peers.

Motivators (leading to satisfaction):

achievement;

recognition;

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the work itself;

responsibility;

advancement;

growth.

Fig. 1.3 Job satisfaction

The dissatisfiers are hygiene factors in the sense that they are maintenance factors

required to avoid dissatisfaction and stop workers from being unhappy, but do not create

satisfaction in themselves. They can be avoided by using ‘hygienic’ methods to prevent

them.

It is clear from the lists that the factors in each are not actually opposing i.e. the

satisfiers are not the opposite of the dissatisfiers. The opposite of satisfaction isn’t

dissatisfaction but is ‘no satisfaction’. Both lists contain factors that lead to motivation,

but to a differing extent because they fulfil different needs. The Hygiene factors have an

end which once fulfilled then cease to be motivating factors while the Motivation factors

are much more open-ended and this is why they continue to motivate.

Herzberg also developed the concept that there are two distinct human needs [5]:

Hygiene factors- Quality of supervision- Pay- Company policies- Physical working condition- Relations with others- Job security

Motivation factors- Promotion opportunities

- Opportunities for personal growth

- Recognition

-Responsibilty

- AchievementJob satisfaction

High Low

Job satisfaction

Low High

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physiological needs: avoiding unpleasantness or discomfort and may be fulfilled

via money to buy food and shelter etc.;

psychological needs: the need for personal development fulfilled by activities

which cause one to grow.

He identified this as the Adam and Abraham Concept where Adam is animal and

wants to avoid pain or discomfort, but Abraham is human and needs to go beyond the

physical requirements and expand psychologically too.

Herzberg believed that the Hygiene factors causing no satisfaction are not

applicable to the task an employee undertakes but are external to that task. They are the

Adam part of the concept where an incentive may be attributed to a fear of punishment

or increase in discomfort or as he phrased it ‘A Kick up the Ass’ (KITA). He thought

that these did work but only as short term motivators e.g. constantly increasing

someone’s salary to motivate them will merely encourage them to look for the next wage

rise and nothing else; however, salary may also be a de-motivator where the employee

perceives it to be too low or low compared to that of their peers. The long term

motivators are the Abraham part of the concept that lead to satisfaction and are intrinsic

to the job itself and the job design. Consider the chambermaid who prefers to receive a

note of appreciation for her high standards from a guest than a carelessly delivered

gratuity.

It is important to understand that the two types of factors are not mutually

exclusive and that management must try to fulfil both types of need for an employee to

be truly satisfied with their job. Once the Hygiene factors have been satisfied providing

more of them will not create further motivation but not satisfying them may cause de-

motivation; unlike the Motivation factors where management may not fulfil all of them

but the workers may still feel motivated. Major companies have recognised this

situation when designing their methods of reward and recognition. [6]

3. Victor Vroom’s expectancy theory (fig. 1.4). The expectancy theory was

proposed by Victor Vroom of Yale School of Management in 1964. Vroom stresses and

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focuses on outcomes, and not on needs unlike Maslow and Herzberg. The theory states

that the intensity of a tendency to perform in a particular manner is dependent on the

intensity of an expectation that the performance will be followed by a definite outcome

and on the appeal of the outcome to the individual.

Fig. 1.4 Vroom’s expectancy theory

The Expectancy theory states that employee’s motivation is an outcome of how

much an individual wants a reward (Valence), the assessment that the likelihood that the

effort will lead to expected performance (Expectancy) and the belief that the

performance will lead to reward (Instrumentality). In short, Valence is the significance

associated by an individual about the expected outcome. It is an expected and not the

actual satisfaction that an employee expects to receive after achieving the goals.

Expectancy is the faith that better efforts will result in better performance. Expectancy is

influenced by factors such as possession of appropriate skills for performing the job,

availability of right resources, availability of crucial information and getting the required

support for completing the job. [7]

Instrumentality is the faith that if you perform well, then a valid outcome will be

there. Instrumentality is affected by factors such as believe in the people who decide

who receives what outcome, the simplicity of the process deciding who gets what

outcome, and clarity of relationship between performance and outcomes. Thus, the

expectancy theory concentrates on the following three relationships:

effort-performance relationship: What is the likelihood that the individual’s effort

be recognized in his performance appraisal?;

Effort Performance Rewards

1) Will my effort lead to high performance?

2) Will performance lead to outcomes?

3) Do I find the outcomes desirable?

Expectancy Instrumentality ValenceX X

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performance-reward relationship: It talks about the extent to which the employee

believes that getting a good performance appraisal leads to organizational rewards;

rewards-personal goals relationship: It is all about the attractiveness or appeal of

the potential reward to the individual.

Vroom was of view that employees consciously decide whether to perform or not

at the job. This decision solely depended on the employee’s motivation level which in

turn depends on three factors of expectancy, valence and instrumentality.

4. David c McClelland's motivational needs theory (fig. 1.5). In his acquired-

needs theory, David McClelland proposed that an individual's specific needs are

acquired over time and are shaped by one's life experiences. Most of these needs can be

classed as either achievement, affiliation, or power. A person's motivation and

effectiveness in certain job functions are influenced by these three needs. McClelland's

theory sometimes is referred to as the three need theory or as the learned needs theory

[8]:

achievement. People with a high need for achievement seek to excel and thus tend

to avoid both low-risk and high-risk situations. Achievers avoid low-risk situations

because the easily attained success is not a genuine achievement. In high-risk projects,

achievers see the outcome as one of chance rather than one's own effort. High nAch

individuals prefer work that has a moderate probability of success, ideally a 50%

chance. Achievers need regular feedback in order to monitor the progress of their

acheivements. They prefer either to work alone or with other high achievers;

affiliation. Those with a high need for affiliation (nAff) need harmonious

relationships with other people and need to feel accepted by other people. They tend to

conform to the norms of their work group. High nAff individuals prefer work that

provides significant personal interaction. They perform well in customer service and

client interaction situations;

power. A person's need for power can be one of two types - personal and

institutional. Those who need personal power want to direct others, and this need often

19

is perceived as undesirable. Persons who need institutional power (also known as social

power) want to organize the efforts of others to further the goals of the organization.

Managers with a high need for institutional power tend to be more effective than those

with a high need for personal power.

Fig. 1.5 McClelland’s acquires needs theory

5. Reinforcement theory is the process of shaping behavior by controlling the

consequences of the behavior. In reinforcement theory a combination of rewards and/or

punishments is used to reinforce desired behavior or extinguish unwanted behavior. Any

behavior that elicits a consequence is called operant behavior, because the individual

operates on his or her environment. Reinforcement theory concentrates on the

relationship between the operant behavior and the associated consequences, and is

sometimes referred to as operant conditioning. [9]

Behavioral theories of learning and motivation focus on the effect that the

consequences of past behavior have on future behavior (fig. 1.6). This is in contrast to

classical conditioning, which focuses on responses that are triggered by stimuli in an

almost automatic fashion. Reinforcement theory suggests that individuals can choose

Motivation – Need theories

McClelland’s acquired needs theory:

Whch needs make the best manager?

Need for achievement

Need for power Need for affiliation

Personal power

Institutional power

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from several responses to a given stimulus, and that individuals will generally select the

response that has been associated with positive outcomes in the past. E.L. Thorndike

articulated this idea in 1911, in what has come to be known as the law of effect. The law

of effect basically states that, all other things being equal, responses to stimuli that are

followed by satisfaction will be strengthened, but responses that are followed by

discomfort will be weakened.

B.F. Skinner was a key contributor to the development of modern ideas about

reinforcement theory. Skinner argued that the internal needs and drives of individuals

can be ignored because people learn to exhibit certain behaviors based on what happens

to them as a result of their behavior. This school of thought has been termed the

behaviorist, or radical behaviorist, school. [10]

The most important principle of reinforcement theory is, of course, reinforcement.

Generally speaking, there are two types of reinforcement: positive and negative. Positive

reinforcement results when the occurrence of a valued behavioral consequence has the

effect of strengthening the probability of the behavior being repeated. The specific

behavioral consequence is called a reinforcer. An example of positive reinforcement

might be a salesperson that exerts extra effort to meet a sales quota (behavior) and is

then rewarded with a bonus (positive reinforcer). The administration of the positive

reinforcer should make it more likely that the salesperson will continue to exert the

necessary effort in the future. [11]

Negative reinforcement results when an undesirable behavioral consequence is

withheld, with the effect of strengthening the probability of the behavior being repeated.

Negative reinforcement is often confused with punishment, but they are not the same.

Punishment attempts to decrease the probability of specific behaviors; negative

reinforcement attempts to increase desired behavior. Thus, both positive and negative

reinforcement have the effect of increasing the probability that a particular behavior will

be learned and repeated. An example of negative reinforcement might be a salesperson

that exerts effort to increase sales in his or her sales territory (behavior), which is

21

followed by a decision not to reassign the salesperson to an undesirable sales route

(negative reinforcer). The administration of the negative reinforcer should make it more

likely that the salesperson will continue to exert the necessary effort in the future.

As mentioned above, punishment attempts to decrease the probability of specific

behaviors being exhibited. Punishment is the administration of an undesirable behavioral

consequence in order to reduce the occurrence of the unwanted behavior. Punishment is

one of the more commonly used reinforcement-theory strategies, but many learning

experts suggest that it should be used only if positive and negative reinforcement cannot

be used or have previously failed, because of the potentially negative side effects of

punishment. An example of punishment might be demoting an employee who does not

meet performance goals or suspending an employee without pay for violating work

rules. [12]

Extinction is similar to punishment in that its purpose is to reduce unwanted

behavior. The process of extinction begins when a valued behavioral consequence is

withheld in order to decrease the probability that a learned behavior will continue. Over

time, this is likely to result in the ceasing of that behavior. Extinction may alternately

serve to reduce a wanted behavior, such as when a positive reinforcer is no longer

offered when a desirable behavior occurs. For example, if an employee is continually

praised for the promptness in which he completes his work for several months, but

receives no praise in subsequent months for such behavior, his desirable behaviors may

diminish. Thus, to avoid unwanted extinction, managers may have to continue to offer

positive behavioral consequences.Positive Reinforcement Negative Reinforcement

Punishment Extinction

Positive behavior followed by positive consequences (Manager

praises the employee)

Positive behavior followed by removal of negative

consequences (Manager stops nagging the employee)

Negative behavior followed by negative conquences (Manager

demotes the employee)

Negative behavior followed by removal of positive

consequences (Manager ignores the behavior)

22

Fig. 1.6 Behavioral theories

2. ANALYSIS OF INFORMATION

2.1. Motivation and frustrationThe framework of motivation indicates that motivation is a simple process. But in

reality, the task is more daunting. One reason why motivation is a difficult task is that

the workforce is changing. Employees join organizations with different needs and

expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are

different. Not many organizations have understood these and not many human resource

experts are clear about the ways of motivating such diverse workforce.

Motivating employees is also more challenging at a time when firms have

dramatically changed the jobs that employees perform, reduced layers of hierarchy, and

jetusoned large numbers of employees in the name of right-sizing or down- sizing.

These actions have considerably damaged the level of trust and commitment necessary

for employee to put in efforts above minimum requirements some organization have

resorted to hire and fire and pay-for-performance strategies almost giving up

motivational efforts. Such strategies may have some effects (both positive and negative)

but fail to make and individual overreach him or her.Third, motives can only be inferred,

but not seen.

The dynamic nature of needs offend poses challenge to any manager in motivating

his or her subordinate. An employee, at any given time, has a various needs, desire, and

expectations. Employees who put in extra hours at work to fulfill their needs or

accomplishment may find that these extra hours conflict directly with needs for

affiliation and their desire to be with their families. However, there is no shortage of

models, strategies, and tactics for motivating employees. As a result, firms constantly

experiment with next motivational programmed and practice.

23

The basic process of motivation as defined earlier involves a smooth progression

of the need-drive-goal motivational cycle. The motivational cycle begins with a need

followed by a response directed toward a goal object, when this goal directed drive is

blocked before reaching a desired goal, frustration result. [13]

Frustration is a common event in the daily lives of employees. The strength of

frustration in a situation is related to the magnitude of the need which is being thwarted.

The barrier may be either overt (outward, or physical) or covert (inward, or mental-

socio-psychological). When a person is frustrated, defense mechanisms get triggered in

him. Traditionally, psychologists like Dollard and others felt that frustration always

leads to the defense mechanism of aggression. On becoming frustrated, it was thought

that a person will react by physically or symbolically attacking the barrier.

More recently, aggression is considered as only one possible reaction. Responses

to frustration are now viewed as defense mechanisms falling into four broad categories:

aggression, withdrawal, fixation and compromise. In order to analyze specific aspects of

on-the-job behavioral reaction to know some behavioral reactions to frustration that may

occur in the formal organization:

aggression is a reaction to a situation wherein one’s motives are blocked causing

one to turn against others or oneself in verbal, ranting attacks or physical injury.

Individual tries to injure or hurt the object, person or group that is acting as the barrier;

withdrawal / flight. Leaving the field in which frustration, anxiety, or conflict is

experienced either physically or psychologically;

fixation. Maintaining a persistent non-adjustive reaction even though all the cues

indicate the behavior is not an appropriate response to the problem. Behavior is repeated

over and without accomplishing anything for instance, unreasonable stubbornness;

compromise. It usually involves substituting a new goal or sublimation;

compensation. Individual devotes himself to a pursuit with increased vigor to

make up for same feeling of real or imagined inadequacy. In indirect compensation the

24

individual puts in hard efforts to make-up for a weakness in one area by becoming

outstanding or excelling in some either area;

conversion. Emotional conflicts are expressed in muscular, sensory, or bodily

symptoms of disability, malfunctioning, or pain. This is sometimes also known as

introverted aggression and it is usually indicated by depression, lack of initiative, self-

accusation and low energy. Individual anger is directed inwards. His sense of failure

results in self-punishment;

displacement. It is also known as transferred aggression. Basic psychological

process is redirecting pent-up emotions towards persons, ideas, or objects other than the

primary source of the emotion. This form occurs when the obstacle is unknown or when

the obstacle is known but it is unwise to show direct aggression. When people cannot

attack the cause of their frustration directly, they may look for a scapegoat as a target for

their hostility. [14]

For instance, a worker feels hurt and gets angry when his boss insults him in front

of some co-workers. However, the worker’s future prospects in the organizations and his

fate are in the hands of the boss. A typical example is seen when a disgruntled employee

continually picks on a week colleague and makes him suffer for the frustration factory

atmosphere:

fantasy. Day dreaming or other forms of imaginative activity provide an escape

from reality and imagined satisfaction. The individual may attempt to daydream that his

goals (for instance, promotion) which are otherwise impossible to achieve in real life,

have been accomplished. The individual tries to reduce frustration by imagining the

satisfaction which he cannot otherwise attain. Temporary escape from reality by day

dreaming is apparently a universal characteristic. It serves many useful functions

because it tends to strengthen aspirations during a period when goals might otherwise

disappear. However, there is danger when the individual relies too heavily upon fantasy

and becomes inactive;

25

rationalization. The basic psychological process involves justifying inconsistent or

undesirable behavior, Beliefs, statement, and motivations by providing acceptable

explanations for them. It simply means making excuses. An individual rationalizes when

he gives a good reason rather than a true reason for his behavior. It is interesting to

observe when an employee tries to explain why he made a mistake or why he was late to

work. The motive to avoid criticism and disapproval is quite strong in many individuals

when they rationalize and invent reasons;

projection. Individual protects himself from awareness of his own undesirable

traits or unacceptable feelings by attributing them to others. Individual tends to attribute

one’s own shortcomings to others so as to cover up his own weakness. The individual

does not have to be troubled about a weakness that everyone else has; if he can project

that weakness on to other people, he does not have worry about it in himself. So the

individual projects: “it’s you, not me”;

repression. The basic psychological process involves completely excluding from

consciousness impulses, experiences and feelings which are psychologically disturbing

because they arouse a sense of guilt or shame or anxiety. Repression is a form of

forgetting an unhappy incident involving emotions and thereby avoiding all mentions or

thought of it. It involves efforts to repress threatening information and keep it in the

unconscious. The example of repression is the behavior of a subordinate who “forgets”

to tell his boss something which was embarrassing to him;

regression is essentially not acting one’s own age. Individual returns to an earlier,

less mature level of adjustment and behave in childish way when exposed to frustrating

situation, for instance, individual may engage in behaviours such as crying, weeping,

sulking or throwing temper- tantrums whenever they are under stress, annoyed or

frustrated;

reaction formation. Individual acts contrary to his real feelings and emphasizes it

with force Thus, an individual who has acquired a reputation as abrasive may behave

cordially to minimize his anxieties arising from past abrasive activities. Urge not

26

acceptable to consciousness are repressed and in their stead opposite attitudes or modes

of behavior are expressed with considerable force;

negativism is an active or passive resistance operating unconsciously;

negative adaptation is accepting things as they are, making psychological

adaptations unpleasant situation;

identification. Individual may react to the characteristics and achievements of

another person as if they were his own. The individual wants to become like someone

else and thus, closely associates with his attitudes and actions identification is modeling

oneself after another person imitating his or her characteristics, values, attitudes and

other allied qualities. It is not simply copying another individual. It relates to

incorporation of another individual’s thinking and behavior in one’s own thinking and

behavior. For instance the junior executives take on the vocabulary, style and

mannerisms, or even pomposity of their senior boss who may be highly successful;

resignation / apathy / boredom. It is a type of frustration where is one gives-up. It

occurs after prolonged frustration when individual loses hope of accomplishing his goal

in a particular situation and withdrawn from reality and the source of frustration.

This phenomenon is common characteristic of people in dull and boring of routine jobs.

Resignation or apathy essentially involves breaking psychological contact with the

environment; withholding any sense of emotional or personal involvement;

insulation. The individual tries to protect himself emotionally by keeping distance

from others. He insulates himself, gets detected, uninvolved, aloof and isolated. He may

appear self-sufficient but he maintains this behaviour as a protection rather than because

he enjoy it. Individuals who learn to fear situations where they will fail or be ridiculed

are particularly apt to adjust by using the mechanism of insulation;

sour Grapism is that reaction where by highly desirable but unattainable goals or

objectives are considered undesirable. “The fox and grapes” fable is a classic example of

reaction to frustration. The fox who convinced himself that he never wanted the grapes

at all since they were ‘sour’, the individual also tries to deceive oneself by saying, “I

27

never did want to have this promotion since it involved transfer to a remote place”.

Actually, just like the fox who tries in vain to reach the bunch of grapes, this individual

also tries in vain to get the promotion. The sour grapes mechanism comes into existence

when the individual wants to hide sense of failure;

devaluation. Since one of the common causes of self rejection is unfavorable

social judgments. One way to defend one’s ego against such judgments is to devalue

their source. This can be done either by minimizing the importance of judgment or by

trying to prove to oneself and others that those who made the adverse evaluation were

not competent to pass judgment or were prejudiced. [15]

2.2. Employee motivation and organizational effectiveness

No one works for free, nor should they. Employees want to earn reasonable salary

and payment, and employees desire their workers to feel that is what they are getting.

Money is the fundamental inducement, no other incentive or motivational technique

comes even close to it with respect to its influential value. It has the supremacy to

magnetize, maintain and motivate individuals towards higher performance.

Research has suggested that reward now cause satisfaction of the employee which

directly influences performance of the employee. Rewards are management tools that

hopefully contribute to firm’s effectiveness by influencing individual or group behavior.

All businesses use pay, promotion, bonuses or other types of rewards to motivate and

encourage high level performances of employees. To use salaries as a motivator

effectively, managers must consider salary structures which should include importance

organization attach to each job, payment according to performance, personal or special

allowances, fringe benefits, pensions and so on.

Leadership is about getting things done the right way, to do that you need people

to follow you, you need to have them trust you. And if you want them to trust you and

do things for you and the organization, they need to be motivated. Theories imply that

leader and followers raise one another to higher levels of morality and motivation.

28

Motivation is purely and simply a leadership behavior. It stems from wanting to do what

is right for people as well as for the organization. Leadership and motivation are active

processes.

Empowerment provides benefits to organizations and makes sense of belonging

and pride in the workforce. In fact, it builds a win - win connection among organizations

and employees; which is considered an ideal environment in numerous organizations

and their employees. Empowering can flourish virtual human capacities. Empowered

employees focus their job and work-life with additional importance and this leads to

constant progress in coordination and work procedures. Employees execute their finest

novelties and thoughts with the sense of belonging, enthusiasm, and delight, in

empowered organizations. Adding up, they work with a sense of responsibility and

prefer benefits of the organization to theirs.

Trust is defined as the perception of one about others, decision to act based on

speech, behavior and their decision. If an organization wants to improve and be

successful, trust plays a significant role so it should always be preserved to ensure an

organizations existence and to enhance employees’ motivation. It can make

intrapersonal and interpersonal effects and influence on the relations inside and out the

organization.

No matter how automated an organization may be, high productivity depends on

the level of motivation and the effectiveness of the workforce so staff training is an

indispensible strategy for motivating workers. One way managers can instigate

motivation is to give appropriate information on the sentences of their actions on others.

From the literature gathered for the study, the factors that enhance employee

motivation are fair pay, incentives, special allowances, fringe benefits, leadership,

encouragement, trust, respect, joint decision making, quality of supervision, adequate

working relationships, appreciation, chances for growth, loyalty of organization,

identification and fulfillment of their needs, recognition, empowerment, inspiration,

29

importance attached to their job, safe working conditions, training and information

availability and communication to perform actions (fig. 2.1, 2.2).

Fig. 2.1 Dependance between employee motivation and organizational

effectiveness

The following is the model of the study which will be further discussed and

justified.

Fig. 2.2 Influence of recognition and empowerment on organizational

effectiveness

Rewards and recognition are essential factors in enhancing employee job

satisfaction and work motivation which is directly associated to organizational

achievement.

The results of the study showed that there exists a significant relationship between

recognition and employee work motivation. [16]

Employee Motivation Organizational Effectiveness

Recognition EmpowermentEmployee Motivation

Organizational Effectiveness

30

An empirical study was conducted to examine the impact of reward and

recognition programs on employee motivation and satisfaction. The results showed that

there is a statistically significant direct and positive relation between recognition and

employee work motivation. According to the study job satisfaction is directly associated

with internal work motivation of employees that enhances as the satisfaction of

employees increases. That is why a study says that deficiency of appropriate recognition

and rewarding reduces employees work motivation and job satisfaction. Hence,

administration of organizations and institutions should build up the arrangement for

giving that rewards and recognition to enhance employee job satisfaction and

motivational level.

Studies and discussion fully recognize the theory that employees work increases

their motivation to accomplish tasks and execute responsibilities towards them by the

organization.

Empowerment is defined as an approach to leadership that empowers subordinate

as a main constituent of managerial and organizational effectiveness. Empowerment

may also be xpressed as a site to permit employees to formulate decisions. Empowering

is giving authority and liberating potential of employees.

The main driving force of empowerment is having larger control over ‘how’ jobs

are done and carried for more growth and productivity. It is the study of internal

organization power and control which illustrated that the distribution of power and

control enhances organizational effectiveness. Empowerment process is a mastering on

problems of organizations by people, organizations and societies. It makes employees

feel that they are appreciated and for making it possible continuous and positive

feedback on their performance is essential. For victorious appliance of empowerment it

is essential for an individual to do efforts and take actions in an environment where they

are responsible for what they are doing. Employee contribution and their energetic

participation in configuring up the organization are tremendously essential to the hale

and hearty place of work.

31

Employee empowerment and participation consists of contribution of employees

in administration and decision making associated to policies, objectives and strategies of

the organization. Employees’ perceptive of the goals, standards and political principles

of their firms were positively and significantly related to employee motivation and

gratification towards work. Empowerment results in motivating employees that leads to

constant expansion and organizational growth.

Empowerment directs faster decision of customer troubles for the reason that

employees did not dissipate time referring customer objections to managers. Increased

autonomy enhances work productivity, amplifies employees’ wisdom of self-efficacy

and their motivation to get upon and complete certain tasks. Managers should regard

employees in decision making procedures.

Employee participation in organization measures develops motivation and job-

satisfaction level. Empowerment creates motivation and energy in workforce to do their

work efficiently and effectively. Together the job characteristics of career revamp and

employee empowerment are imperative characteristics in giving greater employee

dedication and trustworthiness toward the organization and increased level of

motivation. More the loyalty towards the organization and higher the motivation works

best for the effectiveness and growth of a business.

Participative decision making as a set of planned procedures for systematizing

individual sovereignty and autonomy in the perspective of faction accountability and

associated to system-wide control. Employee participation and empowerment not only

direct to efficiency, effectiveness and innovation but they also boost employee

gratification, work motivation and trust in the organization.

Empowerment and recognition encourages and motivates people to work. He

elaborates it that empowerment grants people with responsibility and authority to act as

it puts people in control of their own destinies Also he wrote that its fundamental to our

humanity that everyone needs to be recognized about how and what work they have

done and next time they do it more efficiently for the sake of more recognition.

32

Employee satisfaction and motivation towards work refers to prospects of the

employee about the organization and his approaches frontward his service.

Organizational effectiveness refers to locating targets and attaining them proficiently in

spirited and energetic surroundings. There exists significant positive correlation between

employee motivation and organizational effectiveness.

The autocratic leadership styles, mechanistic design of organization and

authoritarian rules as practiced in African organizations, are all where decision making

is concerned only to top management and employees are just given orders to accomplish

different tasks. In these types of organizational environment the employees may

suppress innovativeness and their motivation hinders which has a direct negative effect

on organizational performance, growth and effectiveness. [17]

An internally satisfied, delighted and motivated worker or employee is actually a

productive employee in an organization which contributes in efficiency and

effectiveness of organization which leads to maximization of profits. Thus from the

literature and various studies it is scientifically prooved that there exists a positive

relationship between employee motivation and organizational effectiveness.

33

3. IMPROVING EMPLOYEE MOTIVATION

Some employers think that paying their staff a good salary is enough to get the

highest level of performance and some employers do not even do that. Paying a good

salary is just not enough. Most employees still need to be motivated to increase their

awareness of the status of the company, let them know what are expected of them and

have them develop genuine care as to the growth and progress of the company they are

working for.

The most productive and successful businesses are ones where employees are

motivated to work. They’re the ones where staff enjoys their time in the workplace,

instead of meandering through the day with one eye on the clock. In this paragraph,

various ways to create that positive environment and help build employee motivation

will be examoned. [18]

Here are some ways to motivate the staff into giving their peak performance:

1. The first step is the hiring process. Before hiring an employee, it is needed to

make sure that he or she is someone who can be motivated. Some employees work only

for the money. But it would be best for the company if it has staff who works not only

for the money, but for the growth of the company as well. Rewards, bonuses and

incentives are also good to get the staff to work for the betterment of the company. Also

a good staff motivation scheme is to offer profit-sharing to the employees. This means

that if the company is doing well, the staff would also be receiving a portion of the

company profits.

2. The employer should also create a good working atmosphere for the

employees. This includes a friendly atmosphere and a well laid out and designed work

space. They have to have a workplace which is conducive for productivity. One method

34

often used is to arrange the desks and chairs in such a way that chit chat would be

difficult to do. Each of the employees may be assigned a cubicle as their personal space.

Unfortunately however, building cubicles can cost much, but having a good desk and

chair arrangement is the least expensive method to increase work productivity.

3. Management should build and foster good rapport with the staff. Good rapport between staff and employers will instill in the employees a genuine care for the company. It would be to the company’s advantage if the staff is allowed to ask for advice from the management or other team members on how to perform their jobs in the most efficient way. The company’s staff policies can also be greatly improved if the employees are allowed to participate in policy-making. Staff appreciate being able to contribute ideas and through this, they can discuss their own beliefs on what is fair and not fair in the subject of employee-discipline and create a better working relationship with the company. [19]

4. The company also has to have annual activities to create friendship and harmony among its employees. An annual Family Day, Christmas party, Team-building activities and Sports day may be included in the company’s annual itinerary.

It would also be great for the employer to acknowledge an employee’s

contribution to the company by honouring him as the “Employee of the Month” and by

giving him cash or other forms of incentives. A reward system for the employees will

often do wonders for the company. Bonuses and incentives can be anything from cash,

appliances, and vacation packages to scholarship grants. These will stimulate staff

satisfaction and motivation. Have these rewards written in clear black and white and

posted on the company bulletin board or in conspicuous areas in the office. That way,

the employees know what rewards they can get for their accomplishments.

The company should also classify its employees into 3 different categories:

those employees who perform efficiently and can deliver the best results. These

are those whom the company must keep and reward well;

those employees who have potential but are averagely efficient. They still need to

be guided and motivated some more in order to extract better productivity. The

company must weigh these employees according to their talents, potentials and degree

of efficiency. If they have more efficiency than talent, or more of the latter than

35

efficiency, the company must then decide what would be best for its interest-- to let

these employees stay, or to let them go;

those employees who like to waste time despite the company’s earnest efforts at

motivation. They are those who waste precious company hours. These are the kind of

employees whom the company must immediately dispose of as large amounts of money

are being wasted paying these employees. These employees lack emotional involvement

in the welfare of the company and do not contribute to the success of the business. Their

salaries are wasted and just go down the drain.

5. Match tasks to talents. Employees who succeed at a given task are more likely

to feel motivated. In order to ensure this success, it’s important to understand your

employee’s strengths and weaknesses. To begin with, match them with tasks that play to

their strengths to ensure positive outcomes. If an employee finds themselves pigeon

holed in a task or area of your business which they don’t find comfortable, they’re more

likely to become disillusioned.

6. Offer new challenges. While the previous suggestion would seem to contradict

this, offering new challenges for employees is a natural progression after they’ve

enjoyed their first few successes. Those who are truly encouraged will be motivated to

expand their skill sets with different on-the-job tasks. Additionally, while an employee

may enjoy completing tasks at which they’re proficient early on, they may become

bored and lose motivation if their role isn’t varied enough in the long term.

7. Educational skills. All career-minded individuals that can be an asset to a

company like to feel as though they are improving themselves constantly. By offering

educational opportunities such as training days — whether in-house or at an outside

location — staff will be improving their resumes and feel like the business is

contributing to their own betterment, thereby building loyalty. Staff should not be

thrown straight into the deep end either; induction software can be helpful in this regard,

as it allows them to hit the ground running with the required skill set from day one on

the job.

36

8. Be open by letting employees know how the business is performing — keeping

them in the dark just creates an environment of distrust that negatively affects

motivation. It is not about a revealing the finances of the business, but let employees

know how things are looking for the future, where the company is looking to grow, and

how they can contribute to that growth in their role.

9. Acknowledge good work and contributions. Further to the ideas mentioned

above, employees like to know that they’re contributing. Not only does this mean

understanding how they can contribute — it also means letting them know when they

have contributed. Create a positive environment by offering kind words and

encouragement when your employee does something that benefits the company. It can

also be helpful to offer performance-based benefits, such as gift certificates, bonuses and

awards.

10. Keep it fun. It is important to remember at all times that work should not be

just about work. The average worker spends almost 2,000 hours a year at their place of

employment — that’s a lot of time to waste if they’re not enjoying themselves. In order

to maintain employee motivation, it’s important to hold team-building occasions such as

sports days, lunches and after-work drinks at the pub. This helps with team bonding and

creates a positive environment where employees can thrive. [20]

Staff motivation is critical to the company’s advancement so it is something that

the employer must understand and practice. The company’s development relies heavily

on the kind of employees it hires. Thus, having top employees can help propel the

company into the big leagues in no time.

37

CONCLUSION

Motivation is based on growth needs. It is an internal engine, and its benefits

show up over a long period of time. Because the ultimate reward in motivation is

personal growth. The only way to motivate an employee is to give him challenging work

for which he can assume responsibility. Human motivation is so complex and so

important, successful management development for the next century must include

theoretical and practical education about the types of motivation, their sources, their

effects on performance, and their susceptibility to various influences. Employees are the

company’ best assets. If employees are not as motivated, it will have a tremendous effect

on productivity. The organization’s overall efficiency will decline by unmotivated

employees. Managers may even need to hire additional employees to complete tasks that

could be done by the existing force.

It is important to understand that emotions are also involved in motivation. An

employee who is easily emotional about situations may lack the stability to perform

optimally. Motivation is also influenced but morale and attitude. Based on previous

research done, under regular conditions, employees tend to work at only about two-

thirds of their capacity. Motivation may also be influenced by the manager’s

management style. If a manager is not liked, employees may function minimally.

Proper motivation of employees is directly associated with productivity and with

maintenance factors. Workers who are content with their jobs, who feel challenged, who

have the opportunity to fulfill their goals will exhibit less destructive behavior on the

job. They will be absent less frequently, they will be less inclined to change jobs, and,

most importantly, they will produce at a higher level.

38

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