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Motivation
Human beings, as individuals, are very complex in their psychological make-up. When they interact with one another in groups and in large organizations, the complexities are multiplied. In this effort to guide and direct others, the manager must first of all acquire an understanding of why people act as they do. Why is one employee sparkling and cheerful, whereas another is downcast and sullen? Initially it's important to know that all human behavior has a cause. There is a reason for a person behaving as he does. The successful leader is a one who can uncover these causes and take steps to correct them. Bawling out an uncooperative worker doesn't get at the cause. This constitutes treating the symptom only.
Motives are the mainsprings of action in people. The term "motive" implies action to satisfy a need. Motivation is an inner strivings of individuals that direct behavior; it's a willingness to expand energy to achieve a goal or a reward.
The motivation process centers on needs, which produce motives that lead to the accomplishment of objectives. Needs are caused by deficiencies or imbalances. Motives, or stimuli, produce an action taken to satisfy the need. In the motivation process, the achievement of the objective satisfies the need and reduces the motive. When the objective is reached, balance is restored; of course, other needs then arise. The motivation process then must satisfy these new needs.
The types of rewards that an organization offers its employees play a critical role in determining the level of motivation. In addition, rewards have an impact on the quality and quantity of personnel that the organization is able to recruit, hire, and retain. Organizational rewards include both intrinsic and extrinsic rewards.
Traditional theory of motivation is based on the assumption that money is a primary motivator ? employees will produce more for greater financial gain. It evolves from the work of Frederick W. Taylor and others in the scientific management movement.
In "The human Side of Enterprise" Douglas McGregor outlined two opposing theories of work and motivation. Theory X is the traditional approach to workers and working which assumes that people are lazy and dislike work, and they have to be both threatened and rewarded. It assumes camiseta fc barcelona 2012 that most people are incapable of taking responsibility for them and have to be looked after. Theory Y, on the contrary, assumes that people have a psychological need to work and want achievement and responsibility.
Later theorists argued that Theory Y makes such greater demands on both workers and managers than McGregor realized. Abraham Maslow, for example, spent a year studying a Californian company that used Theory Y and concluded that its demands for responsibility and achievement are excessive for many people. Even strong and healthy people need the security in order and discretion. Managers can't simply substitute Theory Y for Theory X. They have to replace the security provided by Theory X with a different camiseta fc barcelona 2012 structure of security and certainty.
Abraham Maslow (in his book entitled "Motivation and personality) put forward the need hierarchy theory. In his theory, h identified certain basic human needs and classified them in an ascending order of importance. The needs of an individual are said to exist in a hierarchy as follows:
Physiological needs (these were
camiseta fc barcelona 2012 things required to sustain life like food, water, air, sleep etc…)
Security needs (these are the needs to be from danger, physical pain and loss of job, they include the needs for clothing and shelter)
Social needs (a human being need to belong to a group, to be liked and loved)
Esteem needs (people want to have self-respect and to be esteemed by others. They have a need for power, status, respect and self-confidence)
Self-actualisation needs (these are the highest needs, according to Maslow. They are the desire to develop, to maximize potential and to achieve one's goals).