Human Resources Management - Employees’ Morale And Motivation
Motivation - Employees’ Morale And Motivation
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Motivation is said to be a combination of all those inner tensions or the needs that we describe as hopes, wishes, desires, fears, and intentions.
Motivation
Motivation is said to be a combination of all those inner tensions or the needs that we describe as hopes, wishes, desires, fears, and
Motivation according to Harold Koontz and Cyril O’Donnell (1982) is a general term applying to the entire class of drives, desires, needs, wishes, wants and other similar forces. According to the Encyclopedia of Management, the term ‘Motivation’ refers to the degree of readiness of an organism to pursue some designated goals and implies the determination of the nature and locus of forces including degree of readiness. Motivation is the result of the interaction between the individual and the situation. Individuals differ in their needs, attitudes and motivational drives, and hence efforts to improve their motivation should also be individualized.
De-motivation is both insidious and debilitating. Disappearance of or reduction in motivation levels is called de-motivation. De-motivated employees would prove a costly liability to an organization. Being able to spot that people are not happy in what they are doing is a prerequisite for motivating them. Eliminating negative attitudes as well as understanding individual needs are the key components in the process of motivating people to work better. When jobs become too specialized or divided into narrow, minute tasks, boredom and frustration could begin. Such frustrations arise out of disappointment or irritation at being thwarted from one’s goals or wants.
Inadequacies in the QWL factors could lead to further de-motivation. Delay in handling grievances expressed repeatedly would
strong de-motivating factor in manufacturing organizations involves complete compartmentalization of individual’s work into watertight zones, makes the person treated like a piece of equipment or tool that performs only one job. Many a time one finds a total mismatch between the words and the actions of a supervisor or manager. In order to be soothing to the employee, assurances are given about something which cannot be carried out. Such hypocrisy and evilness noticed in the management is one of the strongest de-motivators. A typical hypocrisy would be observed in an organization that is inviting “feedback” with “openness” from the employees, but in fact, using it as a tool to identify the potential rebels in the workforce.
The health of an organization depends largely on the motivational forces operating within its personnel. Motivation is concerned with why people choose to do one thing rather than another, at certain times than others and also with the amount of effort or intensity of action that people put into their activities. Motivation can be defined as the will to do, the urge to achieve goals and the drive to excel. Motivators are forces that increase job satisfaction and induce individuals to perform and are underpinned by the individual’s values, beliefs, attitudes, needs and goals. Performance could be viewed as the result of the additive or even multiplying effect that motivation could have on a person’s numerous capabilities. It is therefore natural, that maximum attention is paid at supervisory level to motivate their team members.
The behavior of an individual at a particular time is influenced by his or her needs. Need is a condition of lacking or requiring some
When an employee is motivated by the inherent nature of the work rather than what he would get out of doing it, the work is said to be intrinsically motivating the employee. Extrinsic motivation is based on the secondary outcomes of work like pay or reputation. When work is monotonous and drudgery producing, it is more likely to be done for outcomes like money, fame, power, etc., such factors in work are called extrinsic motivators. Motivation could be positive in the form of offering rewards or negative in the form of punishments and warnings. Techniques of motivation includes provision of financial and non-financial incentives, job enrichment, enhancement of employees’ participation in decision making, praise and recognition, delegation and offering job security.
Motivation is said to be a combination of all those inner tensions or the needs that we describe as hopes, wishes, desires, fears, and
Motivation according to Harold Koontz and Cyril O’Donnell (1982) is a general term applying to the entire class of drives, desires, needs, wishes, wants and other similar forces. According to the Encyclopedia of Management, the term ‘Motivation’ refers to the degree of readiness of an organism to pursue some designated goals and implies the determination of the nature and locus of forces including degree of readiness. Motivation is the result of the interaction between the individual and the situation. Individuals differ in their needs, attitudes and motivational drives, and hence efforts to improve their motivation should also be individualized.
De-motivation
De-motivation is both insidious and debilitating. Disappearance of or reduction in motivation levels is called de-motivation. De-motivated employees would prove a costly liability to an organization. Being able to spot that people are not happy in what they are doing is a prerequisite for motivating them. Eliminating negative attitudes as well as understanding individual needs are the key components in the process of motivating people to work better. When jobs become too specialized or divided into narrow, minute tasks, boredom and frustration could begin. Such frustrations arise out of disappointment or irritation at being thwarted from one’s goals or wants.
Inadequacies in the QWL factors could lead to further de-motivation. Delay in handling grievances expressed repeatedly would
strong de-motivating factor in manufacturing organizations involves complete compartmentalization of individual’s work into watertight zones, makes the person treated like a piece of equipment or tool that performs only one job. Many a time one finds a total mismatch between the words and the actions of a supervisor or manager. In order to be soothing to the employee, assurances are given about something which cannot be carried out. Such hypocrisy and evilness noticed in the management is one of the strongest de-motivators. A typical hypocrisy would be observed in an organization that is inviting “feedback” with “openness” from the employees, but in fact, using it as a tool to identify the potential rebels in the workforce.
Meaning and Importance of Motivation
The health of an organization depends largely on the motivational forces operating within its personnel. Motivation is concerned with why people choose to do one thing rather than another, at certain times than others and also with the amount of effort or intensity of action that people put into their activities. Motivation can be defined as the will to do, the urge to achieve goals and the drive to excel. Motivators are forces that increase job satisfaction and induce individuals to perform and are underpinned by the individual’s values, beliefs, attitudes, needs and goals. Performance could be viewed as the result of the additive or even multiplying effect that motivation could have on a person’s numerous capabilities. It is therefore natural, that maximum attention is paid at supervisory level to motivate their team members.
Needs and Motivation
The behavior of an individual at a particular time is influenced by his or her needs. Need is a condition of lacking or requiring some
Types and Techniques of Motivation
When an employee is motivated by the inherent nature of the work rather than what he would get out of doing it, the work is said to be intrinsically motivating the employee. Extrinsic motivation is based on the secondary outcomes of work like pay or reputation. When work is monotonous and drudgery producing, it is more likely to be done for outcomes like money, fame, power, etc., such factors in work are called extrinsic motivators. Motivation could be positive in the form of offering rewards or negative in the form of punishments and warnings. Techniques of motivation includes provision of financial and non-financial incentives, job enrichment, enhancement of employees’ participation in decision making, praise and recognition, delegation and offering job security.
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