This essay defines and discusses motivation from an organizational setting. It includes the intrinsic and extrinsic motivators according to theorist Frederick Herzberg Two-Factor theory. It also discusses Maslow Hierarchy of needs and to what extent pay or pay increases may motivate employees. Motivation is defined as “The reason or reasons one has for acting or behaving in a particular way” or “The general desire or willingness of someone to do something. ” Motivation can be categorized in two types, intrinsic and extrinsic.
Intrinsic motivation is what motivates you internally for example if an individual does something because he or she enjoys it or if it makes them happy. However extrinsic motivation is external factors that motivate you for example rewards. Theorist Frederick Herzberg theorizes on motivation from an organizational setting, this is known as the Two-Factor theory. The two factor theory consists of motivator factors and hygiene factors. Motivator factors in an organization, they are the factors which gives you satisfaction, increases performance and motivation to complete the task such as recognition, advancement and promotional opportunities.
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... praise or encouragement. Motivation Motivation Extrinsic Extrinsic There are three parts of intrinsic motivation: • motivated by accomplishments – ... intrinsic motivation. If the extrinsic motivator is used as a method of controlling the athlete, generally intrinsic motivation will decrease. If the extrinsic motivator ... theory suggests that when situational factors are particularly strong, for example, ...
These factors are the intrinsic rewards; it benefits the individual’s performance, attitude and self-esteem. However hygiene factors are the extrinsic motivators, the main organizational context or hygiene factors are wages and salary, status, working conditions, job security and supervising style. These are rewards given to you for doing your job for example par increase, better office furniture, promotions and vacations. Herzberg theory suggest that , there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction.
The Motivators or motivator factors are rated on a scale from satisfaction to no -satisfaction and the hygiene factors are rated from no –dissatisfaction to dissatisfaction. The two-factor stresses that while most individuals may believe that pay motivates it does not. According to Herzberg in order to avoid employee’s dissatisfaction a manager must meet the requirements of the hygiene factors such as: Salaries must be reasonable and it must meet or exceed the amount that others working in the same industry and the sector may receive. Company policies should be flexible and clear such as dress codes, working hours and vacation.
Employee benefits should include medicals and health benefits. Maintenance of the building should be up -kept and the organization should provide job security. The Motivator Factors had a positive feedback in the study it showed that employees are likely to be interested in the intrinsic psychological needs, viewing them as additional benefits. However in order to ensure that workers are highly motivated and that maximum productivity is being produced there should be a balance of both Hygiene and Motivator Factors. To support this theory the author of this paper scheduled two interviews.
Organization A directed focused to Hygiene Factors while Organization B had a balance of both. Both Organizations are located in Port – of – Spain Trinidad and is globally recognized. Both organizations were asked the same questions and the responses were recorded the findings are stated below. In Organization A the Information Technology assistant manager was interviewed. It was found that the assistant manager was very vague about his duties and daily task. The assistant manager also stated that the main motivator for his colleagues including himself was pay and employee benefits.
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... or tradition of the organization, management's attitude, job duties, co-workers, communication, and employee concerns' Managers also have to be motivated themselves that they are ... desires are met. There are many different factors which can influence human motivation.' People are motivated through expectations for rewards they value. ...
This was because all manages of Organization A are stationed internationally and meetings are done occasionally; this meant when the departmental managers are displeased with employees performance. It was also noted when the assistant manager was asked about any type of motivation the he did not respond or gave very broad answers. The assistant manager then criticized working conditions and facilities. The manager does not recommend working that the institution and describes the work as boring and not stimulating. The manager of Organization B was highly motivated and very enthusiastic when discussing his work.
This manager identified that he is mostly motivated to do his job when he reads the customer satisfaction reviews on his department. This manager also stated that he loves what he does and that he is very lucky to have a job where he is appreciated and appraised for his accomplishment. He has been working at this organization for the past twenty seven years in the same department performing the same task. This manager motivates his employees using staff appraisals, employee of the month rewards, motivation meetings, staff birthday parties and acknowledgements.
He stated that he developed this method from his manager and he believes this is what kept him interested and excited on the job. The manager allowed the interviewer to conduct an interview with a group of his employees and it was confirmed three out of five employees was motivated by employee of the month reward (which is simply a framed photographed of themselves hanging in the lobby) one of the last two motivation came from the morning staff meeting and the other was motivated by fringe benefits.
Each employee was highly motivated with their nine to five jobs and all agreed that this was by far the best place they have ever worked. However when asked if they will consider working without pay all participants answered “No”. The findings of this experiment do support the Herzberg theory. Where as in organization A employees who base their motivation on the extrinsic factors was not productive and interested in their work. Organization A workers lacked enthusiasm and willingness to do the job therefore you and safely say that Organization A was not motivated by pay.
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Patricia M. Buhler, in her article Flexibility in Management discusses how flexibility within an organization is necessary for the survival of that organization. Flexibility must "be addressed organization-wide in a variety of areas. This includes the management of people, the process, the structure and even the strategy of the organization." Buhler describes the flexibility of managing people as ...
However Organization B has proven that having a balance of intrinsic and extrinsic motivators produced highly motivated workers with genuine enthusiasm and likeness towards their job. Although Organization B proved that intrinsic factors are important it also confirmed that employees also need extrinsic motivation. Reviewing these findings one can safely say that pay does motivate but to what extent and under what circumstances does a pay increase serves to motivate employees? If we look at theorist Maslow’s Hierarchy of needs Theory 1943 is suggest that there are five needs with each individual.
These needs are levels and without achieving the level before you cannot progress to the next these levels are usually represented in a pyramid. The first level of the pyramid is Psychological needs these needs consist of food, clothing water ect. These are the basic amenities of life. The second level is known as the Safety needs; it is the need for the individual to feel secure physically and emotionally some example of safety need are financial security, job security and family safety. The third level is social needs this is the need for love, affection, friendship and belongingness.
Esteem needs internally and externally which is the need self- respect, confidence, competence, achievement and freedom and recognition, power, status, attention and admiration, this is known as the forth level. The fifth and final level is known as the Self-actualization needs this level is where you are now capable of having the potential to become whatever pleases you. This includes gaining knowledge, being creative and aesthetic it also includes self growth and contentment. However as an individual grows psychologically, opportunities keep cropping up to continue growing.
This theory suggests that we must first fulfill external needs to become internally motivated. By using this theory you can easily see that money is need to achieve the base of the pyramid. Pay or a pay increase can be a powerful motivator for an individual or employee who wishes to achieve the psychological and safety factors of the pyramid. This can also be proven by looking at Organization A and B. Organization B was very motivated however when asked if they will willingly work without pay, they declined.
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A paradigm change is basically a transformation of a standard, model, or pattern to something that is entirely different (PrimaryPerception. com, 2009). In organizations, it could mean a significant change in planning or strategies while in people, it could mean a change in one’s point of view or how one sees the world. In other words, a paradigm change mainly involves a major overhaul or revamp ...
In Organization A where they used pay as a motivator in the beginning may have worked however as an employee moves up the pyramid and is financially secure they are no longer motivated. Therefore it can be proven that pay can be a motivator to a point however as soon as the safety needs of employees are fulfilled they no longer seek extrinsic motivators but intrinsic motivators to stay genuinely interested and enthusiastic in their work. In conclusion it was proven by looking at both organizations it is crucial to have a balance of both intrinsic and extrinsic motivators.
By having an imbalance or focusing on one type motivator employee’s losses interest and willingness to perform and produce quality work. However it also shows that although pay is a powerful motivator when the individual is financially secured him or her searches for motivation elsewhere. However Frederick Herzberg believed that Hygiene factors are not motivators because it symbolizes the psychological need and it is what the individual expects to be fulfilled. He also stated that the hygiene factors are only there to avoid dissatisfaction. Word Count- 1467
